The future of organizations is thought of in many ways, from the products and services it offers in its portfolio, to the technology it incorporates in its management systems and also to factors such as coverage and participation, but without a doubt one of the components The key to an organizational design, thought to remain over time, refers to the human talent required and available to face the great challenges that challenge the managerial imagination every day.
The selection processes today cannot be limited to “filling a vacancy”, a strategic thought is required capable of intuiting, in this new connection, the leader who will develop the skills required to design and offer unique service experiences. This is how today's collaborators must be included in the future development of the organization.
Management training schools are born from the need to imagine a prosperous future full of opportunities, to believe that their value offer is endorsed by customers and that they can navigate firmly and safely through the turbulent waters of competitive markets that They permanently threaten the financial stability of companies that continue to embrace the glorious successes of the past but are no longer significant in conquering, or at least maintaining, the territories where our products are consumed.
Promoting training, training and development hotbeds is the commitment to the permanence of our talents, those who adapt to the business culture and adequately interpret the challenges they must overcome to stay in the competition for the shared triumphs offered by an organization. that values and promotes the development of competencies as a differential factor in the management that collaborators carry out in their jobs. It is about identifying the potentialities and elaborating a program oriented to the development of their capacities in favor of a sustained growth that articulates the different dimensions of life,in such a way that the company assumes the responsibility of building a future where each of its potential leaders recognizes the spaces and situations that will allow it to grow through shared learning processes.
Developing a career or succession plan (depending on whether you look at it from the starting or ending point) implies that the executives who currently occupy the management positions of the company accept that their destination is determined by the ability to understand that their time has a date in which the witness must be handed over to the person who is going to relieve him in the race and that, therefore, it is part of his responsibility, to accompany the necessary mentoring process to those who are in the talent quarries where the character is recognized, the knowledge and skills of those who have been selected to prepare themselves as future managers of the company.
Some suggested steps (although not the only ones) for the design of a career plan to guide the development of high potentials are:
- Identification of critical positions: It is about recognizing the positions to which a seedbed of leaders is oriented, those that represent a differentiator in their management in relation to their impact in terms of the expected results. When speaking of critics, he refers to the future of the company, not to the immediate consequence of not having an occupant in it, but to the impact that would cause the organization to lack the management expected from that position in terms of addressing and controlling resources., guidance of a work team and decision-making to ensure and consolidate the operation for which the position is responsible. Define the program time: In general, these are times ranging from 24 to 36 months that allow both the company as the collaborator,develop the different phases of the program both in its content and in its methodology, a time that allows personalized accompaniment on the progress and improvements required in the process. The time can be extended or decreased according to the realities that the organization lives, but it cannot be so short that it leaves the training processes unfinished or so long that it generates anxiety in the collaborator who feels that the goal is not being reached. the difference between spending and investment is essential in organizations that bet on a future winner, how many resources are you willing to offer so that those who have been selected to participate in the management seed program receive what is necessary to feel that they are part of a valuable project for the company ?.We know that this can represent an important value in the annual budget of the company, which risks envisioning a new generation of leaders. Agreeing on the policies of entry and permanence in the program: It is the valuable talents for the future of the organization that They are part of the program and it will be the daily management that will endorse that there was no error in proposing to the collaborator for the development of this shared process. It is possible that at some point you can or should leave the program, it is perhaps necessary to demand a little more than the rest of the group, in the understanding that it is a difficult path that must be achieved as a result of the self-discipline that implies recognizing the efforts you must make to stay in the leading group that will represent the interests of the company.Establish the retention plan:Compensation is a very important component in the organization's ability to retain talent. It is not only about designing a model of economic recognition, factors must also be included that allow the family to be integrated, offer training and training spaces that go beyond the specificity of the position, include recognitions that imply preparing them to acquire prominence in contexts business in which it works, among others. Design and implementation of the training plan: After selecting the group of talents with high potential to participate in the program, it is necessary to adjust the content, methodology and logistics required to that the schedule allows articulating the formation experience and that it integrates the formand and the formator,It is about selecting a group of coaches and mentors who live the process aligned with the expectations of the organization. These teachers or facilitators will have the responsibility to design meaningful and relevant content in a certain time that allows the inclusion of theoretical but also experiential frameworks that allow the participant to recognize, through simulations and other techniques, the importance of deepening each of the topics proposed for the process. It is important to verify the progress made, adjust and align the course, incorporate new aspects that are emerging in the development of the different modules, validate the learning schemes and ensure methods of evaluation and qualification of what has been done.It is vitally important to recognize the times that must elapse from the start of the process to the official receipt of the new responsibility for which it has been formed. The transition must be respectful of the person handing the position and at the same time clearly establish the challenges for the new occupant, so that there is a time lapse, unless something unexpected and unscheduled occurs that forces the process to accelerate. Performance evaluation in the new position: After a reasonable period of time, around six months, it is convenient to apply an evaluation to the occupant of the position that recognizes the evolution of the management carried out and suggests improvement actions that include strategic improvement conversations.The transition should be respectful of the person handing the position and at the same time clearly establish the challenges for the new occupant, so that there is a time lapse, unless something unexpected and unscheduled occurs that forces the process to accelerate. Performance evaluation in the new position: After a reasonable period of time, around six months, it is convenient to apply to the occupant of the position an evaluation that allows recognizing the evolution of the management carried out and suggesting improvement actions that include strategic improvement conversations.The transition should be respectful of the person handing the position and at the same time clearly establish the challenges for the new occupant, so that there is a time lapse, unless something unexpected and unscheduled occurs that forces the process to accelerate. Performance evaluation in the new position: After a reasonable period of time, around six months, it is convenient to apply to the occupant of the position an evaluation that allows recognizing the evolution of the management carried out and suggesting improvement actions that include strategic improvement conversations.Performance evaluation in the new position: After a reasonable period of time, around six months, it is convenient to apply to the occupant of the position an evaluation that allows recognizing the evolution of the management carried out and suggesting improvement actions that include strategic improvement conversations.Performance evaluation in the new position: After a reasonable period of time, around six months, it is convenient to apply an evaluation to the occupant of the position that recognizes the evolution of the management carried out and suggests improvement actions that include strategic improvement conversations.
I hope that these ideas allow those who have the responsibility to design and implement a career plan in the organization to incorporate them into their work plans and models that finally allow us to recognize that talent makes our organizations dynamic and oriented towards generating processes of adaptation to the reality of current markets that require specific competencies to achieve the proposed success and obtain the achievement of both personal and organizational goals.
