No Potential, Know Potential

Potential, potential, potential. Depending on which popular talent trend you look at (the “war for talent,” baby boomer retirements, etc.), potential—especially with regard to the identification, development, and retention of “high potential” employees—is a prevalent subject. Indeed, a prevailing concern for many organizations is the lack of an adequate talent pipeline of next-generation leaders.

Succession Plans: A House of Cards?

If there is one concern for our clients that has begun to drown out many others, it’s the lack of depth and strength in their executive talent pipelines. Who will solve the complex challenges they know lie ahead of them? Who will take the place of the flood of retiring baby boomers (reaching the age of 65 in the U.S. at a rate of 10,000 per day)? How can they go deep enough in the organization to find that next generation of leaders and get them ready?

The challenge ahead of them is marked by a number of common problems:

Who Is This Person and Why Do I Care?

RHR's Dr. Debra Hughes has a byline in this month’s HR Professional digital magazine. This is the third in a series of articles Dr. Hughes has written for the publication. This month’s article is entitled “Who Is this Person and Why Do I Care?” and discusses successful executive transitions strategies.

Why Half of New Executives Lose Their Grip

Companies put great effort into recruiting top executives, feeling that it is a key to success. But too often they blow it after signing up the person. They leave it to the newcomer to figure out how to integrate themselves into the unfamiliar organization, rather than helping with that critical process. The result can be another executive search in two years’ time, as the failed new leader waits for the minimum time before he can leave without damaging his résumé.

In this article from The Globe & Mail, Dr. Debra Hughes, a partner with the Toronto office of RHR International, outlines how the best firms ensure successful integration by creating an onboarding partnership consisting of the executive, the boss, and the HR department.

Read the article.

How to Cultivate High-Potential Finance Talent

It always comes as a shock when someone with an impressive combination of talent, experience, and results fails to achieve success in a new role. What causes a high-potential executive to crash and burn when scaling to the next level? Failure can usually be traced to one of two causes—either an unaddressed shortcoming in the individual or a failure at the organizational level.In this Treasury & Risk article, Dr. Jessica Bigazzi Foster discusses how companies that hire CFOs and treasurers via external searches are missing out on the opportunity to develop future executives with exactly the right skillset.

Read the full article.

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