Talent and Succession Planning - Case Study Example

Case Study – Talent and Succession Planning Case Study – Talent and Succession Planning Introduction The success of any business organisation is depended upon the kind of leadership that guides normal operations, besides the resources and strategies being developed. Effective leadership in this case is that which understands the value of all the people and other resources, then makes strategies to effective utilize them while motivating them towards their peak performance. Currently, many business organisation are in search of ways in which organizational leadership can enhance long-term success and performance in the face of rising competition among many emerging firms. Talent and succession planning has become an important area of focus as far as organizational leadership is concerned. Many business organizations are coming up with ways of ensuring that they develop among their current staff, which is able to steer them through the changing times to make the organizations successful. This paper examines how the process of talent and succession planning in organizations is taking shape, using the case study of Apple inc., a technology giant in the United States and the world at large. Talent Management Talent management as used in most multinational organizations refers to the process of implementing systems and strategies that are properly designed and integrated in order to create and enhance the productivity and efficiency of employees. This process can only be achieved through attracting, developing, retaining employees that have aptitudes and skills for meeting current needs and those in future for the business. Talent management can also be described as the chief driver of organizational performance and success by ensuring that the top management is able to have employees that can take on the changing roles and functions in the company. Research reports have indicated that about 85% of all human resource managers in organizations are of the view that one of the greatest obstacles to effective workforce leadership and management is the creation and maintenance of an organisation ability to compete for talent (Cohn, Khurana & Reeves 276). This understanding means that talent management is being ranked as a practice that bears a strategic advantage for companies, especially in these changing times for businesses. Therefore, one of the main functions of effective leadership is to ensure that businesses are better placed create a workforce that will always be there for the present and future success of the company. Succession Planning In response towards the rapidly changing business environment, organizational leaders are supposed to have a system through which it can have a reliable workforce for the present business needs as well as for the unforeseeable future. Successful planning, which is almost similar to talent management refers to the different strategies and approaches designed in the business to develop an effective internal workforce with the purpose of filing essential business leadership positions in the business. An effective succession planning process ahs the objective of increasing the availability of an experienced and able workforce, which has the ability to assume company roles and responsibilities as soon as soon as they emerge (Berke 2005). This process also be understood as mean replacement planning of the significant company roles, which are often at the heart of the business. Rationale for talent management and succession planning In developing the strategy and approaches for talent management and succession planning, a company needs to give consideration to special factors that can ensure a smooth process of achieving the same. Often, these factors are very significant in guiding the decision-making process and planning for attainment short and long-term set goals and objectives in the company or business organisation. First, it is important for the business organisation to make an evaluation of how vulnerable it seems to be especially when it vital positions and functions are not effectively filled. It has to develop an insight into some of the probable effects of these positions not being filled and retained. If the vulnerabilities are deemed greater, then it is justified to invest in both schemes. In this perspective, the company needs to establish a task force made of people from the top leadership and human resource department to oversee the exercise. The second most essential factor to consider relates to how scarce some of the critical talents are if the particular talents in the industry or business are hard to find; the business has all the reasons to invest in the talent management and succession planning exercise in order to fill these positions. Thirdly, the business has to consider the number of lead times that are needed to correct impending problems in the business in the future (Silzer 2005). If staff in the business and industry are always operating on short-notice periods and highly mobile the company gets the needed justification to create resources to invest in talent management and succession planning exercises. In all these factors, the higher the justification, the higher the need for a company to create the necessary capacity for its human capital Approaches for talent management and succession planning In the modern business world, companies and organizations are in a dire need for reliable future leaders that have the ability to drive their business plans to the higher levels. In order to have a competitive advantage in the industry, the demand for human capital has been the driver of talent search for top management in most companies (Silzer 2005). The strategies for talent management and succession planning rely on five main approaches which are; attracting, selecting, engaging developing as well as retaining key employees. The process of creating reliable and efficient talent management and succession planning systems begins with a framework of the required strategy and ends with a refined people and a reliable leadership plan. The process helps the leaders in an organisation to uncover their organizational competencies and ensure that they develop the right staff to take care of the rising critical roles needed to drive the organisation to achieve its desired success (Silzer 2005). The approach to use towards realizing reliable processes in talent management and succession planning vary from one organisation to another, however, the process needs to realize its set objectives. Summary and Conclusion For effective organizational leadership, it is important that the future of the organization be safely secured by having staff that can take over from those that are retiring and leaving due to other reasons. This process can only be achieved if effective Talent management and succession planning processes are treated with high esteem and consideration; the need for achievement of medium term goals should be the chief driver of the organization’s ability to create a reliable and effective workforce. In the wake of changing business process and patterns, the need for talent creation and management as well as succession planning is paramount. References Berke, D. (2005). Succession Planning and Management a Guide to Organizational Systems and Practices. Greensboro, N.C.: Center for Creative Leadership. Cohn, J, Khurana R, & Reeves L. (2005). Growing talent as if your business depended on it. Harvard Business Review, 83(10): 62-70. Silzer, R. (2005). Strategy-driven Talent Management: A Leadership Imperative. San Francisco: Jossey-Bass. Read More