Too often, employers neglect developing strategic succession plans. HRM Asia reveals that HR needs to go beyond just putting names in boxes on an organisational chart if it wants to build an effective leadership pipeline.
Rapidly evolving business environments require leaders who are able to think ahead, understand their strengths and limitations, and synergise their workforce and resources. HRM looks at how organisations are grooming their top talent to step up to the challenge
More organisations are making a strategic decision to grow talent from within instead of bringing in external candidates to fill senior roles. Amongst the many benefits, it ensures leadership continuity and reduces turnover
If companies do not have an operational succession plan in place, the HR department will have to begin a transition period which can be lengthy and costly, says Francis Koh, Managing Director, Capita Staffing & Search
Employers are caught in the midst of a global talent squeeze, forcing HR to leverage on creative talent sourcing practices and global talent competencies. HRM looks into what it takes to build a truly international talent pipeline
The countdown is on for Malaysia’s Vision 2020 ambition of achieving developed economy status. The mission was first voiced over 25 years ago, but – as HRM Asia learns – there are still plenty of skills-related hurdles blocking the path
You may have that one manager who constantly spouts ideas and methods of execution. Their creativity in finding solution-oriented actions is often impressive, and it is not always easy to keep pace with all of their ideas. Although their initiative is great, there comes a point when this hyper-creativity becomes counter-productive. Limited financial and/or human resources can hinder timely execution, and there is also a tendency for idea generators to adapt their ideas along the way.
Cutting off these ‘idea machine’ managers would stop them being creative. However, without focus, they will drown your team in hundreds of unfinished projects.
Try this three step solution:
Firstly, welcome these ideas by giving your manager time and space to brainstorm on a consistent basis. It is important to provide a space where the ‘idea machine’ feels they are being listened to. After hearing them out, explain what you need and come to an agreement on a few ideas to proceed with. Then, consult your execution team on the feasibility. This way, there is ownership at all three levels.
Secondly, keep an ideas list from the brainstorming meetings. This way, potential projects will always be on hand, which creates a cycle of ongoing activity, keeping the workplace energy revving away.
Finally, focus the attention on a maximum of three projects at a time. That way, everyone involved is re-energised by the successfully completed project and will be ready to repeat the cycle.