New Harrison Assessments® Article Gives Employers a Model for Fulfilling Their Long-Term Talent Needs

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"The Four Pillars of Effective Succession Planning" provides a comprehensive and objective approach to produce solid and fluid talent pipelines.

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With 10,000 baby boomers reaching retirement every day from now through 2030, finding skilled workers to fulfill open positions promises to be among the top challenges for virtually every organization for the foreseeable future.

To meet this business need, employers must produce solid and fluid internal talent pipelines, as 66 percent of senior managers hired from the outside fail within 18 months, according to research by the Center for Creative Leadership. A new white paper by Harrison Assessments North America, "The Four Pillars of Effective Succession Planning," details a comprehensive and objective approach that will provide the rigor and discipline organizations require to create such a pipeline.

As organizations face the realities of the next 10 years, successful ones will define their talent pipelines beginning at entry-level jobs - early on identifying high-potential candidates. It will be a strategic imperative to focus on assessing the talent pool at every level of the organization, resulting in more motivated employees, fewer gaps in filling key positions and reduced attrition, all contributing to increased competitive advantage and bottom-line results.

Harrison Assessments' "DESP" model for succession planning is composed of the following four pillars:

  • D: When evaluating talent there are many fundamental "Decisions" that must be made
  • E: For each employee, "Eligibility" for a job must be addressed
  • S: For each employee, "Suitability" for the job needs to be considered
  • P: For each employee, "Performance" level must be accounted for

Taken collectively, the four pillars provide the essential elements to create a visible, measurable talent pipeline. The first pillar provides the solid foundation for executing a talent strategy and the other three can be automated and driven by currently available technology solutions that provide organizations with a mechanism to effectively manage and measure their talent pools with minimal administrative time.

"All signs point to mounting people challenges ahead for organizations of all sizes," said Lee Klepinger, president of Harrison Assessments, North America. "While some creative companies are getting some benefits from tactics such as using consultants or temporary workers or offering flex hours, telecommuting, part-time work and job sharing, a more strategic approach to fulfilling long-term talent needs is required. This article provides a model for successful succession planning, both now and in the future."

You can download the report by visiting Harrison Assessments.

About Harrison Assessments
Harrison Assessments(TM) assists organizations worldwide in their efforts to hire, develop, promote, and retain top talent. Its unique, fully customizable job analysis and integrated assessment technologies ensure optimum job fit and predict job success. The system effectively addresses selection, development, succession, and career planning needs to manage talent from front line to executive levels.

Contact:
Lee Klepinger
President
Harrison Assessments, North America
425-558-1899

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Lee Klepinger