| Succession and Advancement |
According to credible research, the top 10% of organisations fill, on average, 65% of their positions internally. The bottom 10% manages to fill just 35% this way. The reasons are several. First, top performers need to see a clear career path inside the organisation. If they don't, they will pursue their ambitions and develop their talents elsewhere. Second, organisations that spend the time identifying high potential employees - aligning them in directions that best leverage their talent - and grooming them through the use of mentors, coaching, stretch assignments, training and education will breed a more loyal and more competent workforce while avoiding the costs of turnover, recruitment and mistakes in hiring. In this track, we explore the practice of ongoing succession planning, innovations around identifying and investing in high potentials and the question of whether and when it is better to bring in "new blood" versus promoting and re-deploying from within.
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| COmmunity advisor |
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Marion Stone has 15 years of experience both nationally and internationally in talent and leadership development, a first degree in chemistry (UCT) and an M.Sc. in Strategic Training and Development (University of Surrey Roehampton). She has worked in complex global environments and more recently in the SMME market. Currently Marion acts as an independent consultant to a number of SMME’s and as an associate to Deloitte. Marion is accredited me as a Chartered HR Practitioner with The South African Board of Personnel Practitioners and she has a keen interest in enabling people to fulfil their potential for themselves and the organisation. |
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