Frequent organisational change and the absence of an instrument to groom and to quickly identify potential candidates for senior management succession led to an initiative of the CEO to set up a
talent management process.
Project Overview
The management board signed off on a set of filter criteria, which identified candidates for different talent pools. These criteria were both competency and performance based. Given the frequent
organisational changes in this company a classic and static 'person for job' succession planning process would be ineffective. Therefore the approach of flexible 'pools' was chosen, in which candidates
were developed according to key competencies and from which the appropriate successors were chosen according to the requirements relevant at the time of succession. A Key Human Capital Database featuring
on-line evaluation by candidates and their managers was designed as a decision making tool.
Results
Improved effeciency and effectiveness of senior management decision making on deployment, development and retention of key talent.
