Talent management Succession planning It’s not enough just to have the right people in the right jobs – sustained success depends on a ‘pipeline’ of talent. Succession planning ensures that you have leaders for the future as well as the present. Hay Group’s approach is underpinned by in-depth experience of what it takes to create a succession plan that succeeds. The issue Succession planning never ends. When it’s working right, it creates a system for identifying, assessing and developing an organization’s talent so it is geared up for future priorities. It also helps to ensure that your leadership team has the strength and skills to deliver your strategy. With a systematic approach to the identification and development of talent, your leadership capability can keep pace with your business growth and challenges. Why Hay Group? Our succession planning work is completely collaborative, so there is a proper fit with your strategies, goals and culture. Hay Group’s renowned research underpins our approach, giving us an in-depth understanding of what it takes to succeed in particular roles, the personal attributes that are needed and each role’s accountability requirements. And if you need it, we offer a full range of services to support succession needs, from aligning mission-critical jobs with your strategy to performance coaching. Hay Group’s approach We begin by decoding your business strategy and assembling a succession ‘framework’ built out of the mission-critical roles within your organization. Then we help you to identify, assess and evaluate the readiness of your talent pool against these specific roles – and your future needs. We minimize your risk by matching individuals against probable job moves, conducting gap analyses and clarifying the risks and advantages of job moves. Throughout the process, we make sure that key roles and competencies are tied to your objectives and that succession keeps pace with market changes. Selection systems People perform best when there is a perfect match between their skills and the demands of their job. In practice this can be difficult to achieve, particularly when it is most necessary. For example, Hay Group’s experience in situations like mergers and acquisitions not only enables us to devise selection systems that achieve that job-person match: we can also show you how selection feeds into ROI. The issue Ensuring a good match of people to job roles is crucial, whether it’s for recruitment, placement, retention or promotion. Take these scenarios: “We’re merging. We’ve done due diligence, so we know the numbers. Now, how do we put our best people forward?” “We’re rapidly entering new global markets, but we can’t keep our best people. Are we looking for and rewarding, the right qualities in our leaders?” “We’re about to do a flotation. Will our leadership be able to win in the new, tougher marketplace? How do we promote the right people to drive our changing business plan? A good supply of management talent, matched to job demands, is essential to meet the demands that drive business performance. Why Hay Group? Hay Group has an outstanding track record in helping clients choose candidates that match the demands of job roles. Our approach has stood the test of time as well as standing up to professional and academic scrutiny. We routinely evaluate the ROI of our job-person matching systems, so our clients can see the impact on the bottom line. In fact our research on the RoI of our selection method frequently appears in peer-reviewed academic journals. Our global, accredited teams of consultants and assessors is backed by decades of research and standardized assessment approaches – and by the world’s largest competency and job requirement database. Hay Group’s approach We start by precisely defining the demands of job roles relative to business needs. Then we use proven tools such as Behavioral Event Interviewing® to rigorously evaluate candidates against role demands. Armed with this information, we can assess each individual’s competencies, personality and motivation – and benchmark competencies specific to the industry and the role. We also offer assessment centers that use business simulations to elicit behaviors that are required day-to-day. Finally, we choose selection methods that give the best prediction of success in specific jobs and role types. We then report on each candidate’s strengths and risks, linking this clearly to role requirements. Competency modeling Understanding competencies is key to HR strategy. As a pioneer and world leader in this space, Hay Group can help you use competency models to refine your selection and development processes. The issue Competency frameworks are the fundamental underpinnings of human resource strategies, because they reveal the skills that an organization needs to be successful. Modelling an effective competency framework is a complex task, though, because it must reflect business and culture as well as comprising a complex set of behavioral patterns. Why Hay Group? Hay Group is the pioneer and world leader in competency modelling, which traces its history back to Dr. David McClelland, founder of the McClelland Center within Hay Group. Our competency models are unique, reflecting the complex realities of performance. They show how characteristics interrelate in different situations to differentiate performance. Hay Group competency models enable you to be both more flexible and more precise in your selection decisions. They help you to understand development needs and priorities – and they help identify patterns for career paths. The Hay Group approach We look at the full spectrum of what a person brings to work. Each competency identifies a range of behaviors, arrayed in levels of increasing complexity. We use a variety of methods to develop role-based competency modeling – from in-depth interviews to focus groups, or using our extensive competency database.
Posted on: Thu, 20 Jun 2013 02:32:40 +0000
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