‘Build out’ a Leadership Talent Pipeline…the capacity to perform and ‘win’

Need: At the end of the day, the central question for senior leadership is: “Do you have the leadership talent and bench strength to successfully implement our strategy?” Leadership is often about delegation. Effective talent management is not. This effort requires personal work by the senior leader and other members of the senior team must undertake and to send signals to your organization about the value of building a deep and ready bench and the standards by which the process must be executed.

Solution: Leadership-rich organizations never believe their talent- management process and activities are discretionary duties. They understand the process as an essential core com­petency that can’t be duplicated, that largely can’t be delegated, and must not be neglected. There is nothing altruistic about these values. It is about building the capacity to perform and win.  

There must be a structure that ties Human Resources closer to the strategy and…the rhythm and pace of the business…that mechanism is the Talent Operating System and is where the world of the HR function and senior leadership intersect. Without such a mechanism the effort will fail.

The Framework to Build a Leadership Talent Pipeline……elements—Key Relationships

Value:

• The framework is a map where the business priorities drive the ‘build-out’
• A talent operating system requires that HR activites support the strategic direction;
• Provides a framework for HR to be involved in strategy deliberations and tracking progress throughout the year/period.