Many organisations struggle to get started with succession planning.  Often this is because of the complexity associated with traditional replacement planning models. In many cases the struggle is based on the outdated expectations that HR alone should own the programme, instead of a C-Suite supported initiative.

Moreover, firms that feel their “planning” choices are limited to conventional succession planning templates should think again. These are a dated, static, and limiting way…

Its not the change - its how you do it!

I recently held a workshop which had a section around organisational change and particularly redundancy.  It’s obviously a big subject at the minute, and one which is exercising many managers and HR professionals.

What struck me about the difference within this workshop to those I had held before was that there was less discussion about the case for redundancy.  …

Organisations are busy places.  People meet together in formal and informal contexts and talk about what’s going on, what should be going on, and what’s ‘in the wind’.  Others are planning, proposing and discussing ideas, strategies, and approaches.  People are involved in a myriad of activities as they go about their working life.

What is the effect of all this talk and all this activity?  Hopefully it is helping the organisation fulfil its purpose, but what is in no doubt is that it…