As I mentioned in a post from a few weeks ago, while there has been a much-needed shift in expanding our view of “work” beyond the limitations of roles (e.g., skills and tasks), critical roles are still an important lens through which workforce and talent planning takes place. With this as the backdrop, here is a one-editable …
This one-page editable PDF includes 10 succession planning metrics that organizations can refer to as they track and measure the effectiveness of their succession management practices. While 10 metrics are provided, organizations can select the vital few (or include others) for which they want to track progress. Sample metrics include: % of non-ready now successors …
The high failure rate of newly hired and promoted executives within 12-18 months of taking on a new role is well documented. One report by DDI, Leadership Transitions Report 2021, shows that nearly half of externally hired executives fail in their roles. The numbers are slightly better (35%) for internally promoted executives. And while many factors …
As many firms rethink their approaches to succession planning (SP), this article provides a few ideas to consider. Although the article is on CEO succession, many insights apply to SP in general. The authors, David Reimer and Adam Bryant, point out how boards often fail to pick the best CEO candidate because they focus on the wrong criteria. They …
This i4cp article looks at six ways its member organizations are shifting their succession management approaches to better align with a new world of work. These changes include shifting from 1:1 succession plans to talent pools, and moving away from using years (e.g., 1, 2, 3 years until ready) to determine successor readiness, to name …
Many workers want flexibility in where, when, and how they work. This shift has led firms to adopt flexible work arrangements, such as hybrid and remote work. And while these work arrangements bring benefits to those whose jobs lend themselves to these forms of flexibility, there is also concern that hybrid and remote work can …
With the profound changes in the workplace and business environment, boards are likely to focus more on CEO succession in a post-pandemic environment. A few reasons driving this renewed focus include 1) In 2020, 56 S&P 500 CEOs resigned— with 20% doing so under pressure, up from 13% the year before. 2) The average CEO tenure continues to fall, 3) The skills …
I have previously posted various reports suggesting that firms will find their CEO and C-suite succession bench at risk once they enter a full recovery from the pandemic (see one of these posts here). Behind this risk is a perception that a segment of C-suite incumbents and potential successors have been “riding out” the crisis at their …
I have posted previously about various reports suggesting that firms will find their CEO and C-suite succession bench at risk once they enter a full recovery from the pandemic (see DDI and strategy + business). This HBR article suggests that many large firms can fuel their leadership pipeline through four areas. 1) Purposefully identify and develop your rising stars by …
Organizations envision a “return-to-work” in closer sight as more people continue to get vaccinated for the coronavirus. Alongside this sentiment comes reports warning firms they may find their CEO and C-suite succession bench at risk once they enter a full recovery (see DDI and strategy + business). One reason cited is that a segment of C-suite incumbents and …
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