Do you know where your next generation of leaders is coming from? How do you identify top talent? Where are your retention risks? What plans do you have in place to develop and grow talent within the company? Having the right answers to these questions is critical to ensuring the long-term success of any organization.

One of HCI’s recent daily mailings contained a link to an interesting article from Harvard Business Review, called When Growth Stalls, by Matthew S. Olson, Derek van Bever and Seth Verry.

With the battle for the Stanley Cup finally underway – and avid hockey fans glued to their TVs – one of the biggest sports stories last week wasn’t in the rink, it was the announcement that Steve Yzerman is leaving the Detroit Red Wings. After 27 years with the organization as a player and executive, he accepted an offer from the Tampa Bay Lighting to be their GM. For the Red Wings, the departure wasn’t a major surprise as he’d nearly accepted a position with Minnesota several months prior.

We recently hosted a webcast with the Human Capital Institute (HCI) that featured research on the market drivers of succession planning, and how progressive organizations are leveraging talent pools for comprehensive talent development and performance management. It’s an ever-important issue, even in this challenging economy. As the market for skilled talent becomes more competitive, succession planning is a critical differentiator for strategic organizations, and particularly for mid-sized companies who rely on quality talent pools.

I recently wrote an article on succession planning, and thought I’d share some of it with you . We’ve talked a lot about the benefits of taking a talent pool driven approach to succession planning, so I’m not going to rehash why you need to get rid of the org-chart model here. I wanted to take some time to look at some of the incorrect assumptions that can be made when talent pools are [...]