Identifying, developing, and retaining talent for critical roles
The growing role of succession management within the overall field of talent management is puttingpressure on human resource and talent management professionals to figure out what succession methods to use for their particular organization and employee population.
Succession practices that work in one company often fail in others. For example, formally identifying “high potentials” may increase motivation and retention in some organizations but create infighting, mistrust, and turnover in others.
There is no single “best practice” for succession management. But there are practices that are best for each particular company.