Talent and Succession Management Strategy

Cite this

Executive Summary

Succession management guarantees an organisation’s talent sustaining when significant portfolio holders quit the organisation. Succession management permits the organisation to proceed with its day by day functions even after the departure of senior administration personnel; even if the person is the CEO of the organisation. In unrefined terms, it can likewise be termed as substitution arrangement. To execute a succession management system effectively, it is critical to take a gander at the patterns and current practices followed by present organisations. A few organisations consider succession management as a key method that reduces authority voids for discriminating positions and allows the best employees to build up aptitudes that are fundamental for future portfolios. On the other hand, some organisations consider that succession management is a steady battle that is seen as a managerial practise instead of leverage.


In today’s worldwide economy, organisations should constantly put resources into human capital. As business accomplices, HR pioneers work in coordination with senior administration to draw in, contract, create and hold exceptional people. However, inadequate aptitudes pose both financial and social difficulties as efficient candidates shift globally. Consequently, in the perspective of workforce patterns, for example, moving demographics, worldwide supply chains, the maturing workforce and expanding worldwide portability of talent, forward-looking companies must reconsider their methodology to talent management to saddle efficient people. This way, they will be ready to succeed in an exceedingly focused commercial environment. Moreover, organisational culture, personnel commitment and initiative advancement have a critical effect on holding efficient people. Mulling over these elements, and incorporated methodology to talent management offers a pathway to maintaining remarkable business outcomes.

The current study demonstrates that most of the HR officials express that the single most noteworthy test in workforce administration is making or keeping up their organisations’ capacity to go after talent. Undoubtedly, powerful talent management gives a standout amongst the most discriminating purposes of vital influence today. Offering colossal business esteem, talent management is perplexing and ceaselessly advancing. Basic achievement components for efficient talent management are affected by outer variables like the economy, worldwide development, and mergers/acquisitions. Such components incorporate arrangement with vital objectives, dynamic CEO support, and HR administration. Over the long haul, regular topics around talent management are rising, for example, the part of line pioneers in the advancement of talent (figure 1). Generally, the fundamental repeating topics are CEO involvement, culture, administration, courses of action and responsibility (Morton, 2004).

Common principles of the talent management agenda
Figure 1: Common principles of the talent management agenda

Previous research demonstrates that companies progressively concentrate on talent management. Moving from responsive to proactive, organisations are endeavouring to exploit talent. As indicated by SHRM’s 2006 Talent Management Survey Report, 53 per cent of companies have particular talent management activities set up. Of these organisations, 76 per cent regard talent management as a significant requirement. Likewise, 85 per cent of HR experts in these organisations work straightforwardly with the administration to actualise talent management systems (Fegley, 2006).

However, diverse organisations may not characterise talent in the same way. The confidence in the talent and its effect on how the money adds up is at the heart of talent management. To be compelling, talent mentality should be inserted all through the company, beginning with the CEO. Going past succession arrangement for top initiative portfolios, organisations that respect talent have a profound thankfulness for the commitment of people at all levels, present and in future. Fundamentally, talent is the medium to take the company where it needs to be (Morton, 2005).


The purpose of this paper is to understand the role of talent and succession management strategy in retaining efficient employees.


It is almost consistent that HR can and ought to increase the value of partnerships. The ideal approach to do this is by being a business accomplice; by specifically enhancing the execution of the business. This can be fulfilled by powerful talent management, assisting with change administration, impacting method and an assemblage of other significant functions that affect efficacy.

In an aggressive commercial environment, talent management is an essential determinant for organisational achievement. Comprehensively characterised, talent management is the usage of coordinated techniques or frameworks intended to build work environment profit by creating enhanced methods for pulling in, creating, holding and using individuals with the obligatory abilities and inclination to fulfil present and future business requirements.

Literature Review

Determinants for Talent Management

To attain competitive lead, the requirement for human capital determines talent management. Talent management procedures concentrate on five essential territories: pulling in, sorting, captivating, creating and holding talented people. Although pay and perks are the main concern for workers, top-level administration companies concentrate on holding and creating talent (figure 2) (Watson, 2014).

Seven hallmarks of distinction of top-tier leadership organisations
Figure 2: Seven hallmarks of distinction of top-tier leadership organisations

Workforce patterns determine talent management techniques. Elements, for example, an undeniably worldwide and implicit workforce, distinctive age groups functioning jointly, extended futures and an engaged and independent workforce have perpetually transformed the work environment. Because of demographic changes, the workforce is likewise progressively differing – from age, sexual orientation and background to ways of life, movement prototypes and social standards. Companies are now gaining from these working environment patterns. Like, The Home Depot, Inc., the home change monster, centres its recruitment activities on more established specialists and accomplices with AARP for recommendations; 15 per cent of its staff members are more than 50 years of age (Tucker, Kao, & Verma, 2005). Talent management relates to multiplicity and adherence as well. As Proctor & Gamble is of the opinion that acquiring the correct blend of individuals is a significant aspect of talent management and contracts, a large portion of its pioneers as fresh graduates (Morton, 2005).

Talent management is likewise determined by the expected aptitudes deficiency in future. Even though most of the companies, commercial enterprises and occupations will not encounter a shortage of talent, companies are as of now vying for talent. Case in point, customer service, medicinal services, IT and engineering repair are regions where there is a foreseen intense talent shortage (Dell & Hickey, 2002). Also, as noted in SHRM’s 2005 ‘Future of the U.S. Labor Pool Survey Report’, the foreseen shortage of talent in the ensuing years will differ by company magnitude, segment and industry.

Lastly, significant business systems additionally determine talent management. For instance, with the increasing requirement for worldwide specialised proficiency, Ford Motor Company includes proficiency advancement to its vital objectives. Corporate marking, a key organisational technique, is an alternate business system that determines talent management. Progressively, firms are connecting their image to workers and corporate conduct. At JPMorganChase, for instance, the idea of authority for all workers is a component of its corporate marking.

Responsibility for Talent Management

The human resources department is in charge of talent management; basically, the HR manager. He is assisted by the CEO and top managerial staff. Though the complete organisation is responsible for talent management, it is the HR manager who distinguishes and conveys ideal methods to captivate workers by driving fulfilment, steadfastness and retention. Responsibility for talent management necessitates HR to be a vital business accomplice. A 2005 study on worldwide human capital established that HR officers played a crucial part as vital business guides by supporting human capital to enhance the company’s output and employees’ adequacy. Because of CEO preferences, the main seven Chief HR Officer (CHRO) activities were company change, employees’ efficiency, talent management, HR change, authority advancement, recruitment activities and incentives (IBM Corporation, 2005).

Making headway with talent management activities, nonetheless, obliges organisational purchase-in. This means all levels of administration have to be energetic about the criticalness of talent management techniques. At the point when the board is included, the estimation of talent management is evident and has high perceptibility. However, to be effective, the importance must be seen throughout the company. In organisations having better outputs, for instance, higher authorities are additionally in charge of the achievement of talent management. In the meantime, for talent management activities to be compelling, companies need formal techniques, with numerous individuals included and with solid connections in the middle of initiative and talent to interpret into particular organisational quality based practices.

Responsibility for talent management is likewise evident in committed resources. A proper financial plan for talent management activities, for instance, is confirmation of organisational duty. As noted in SHRM’s 2006 ‘Talent Management Survey Report’, businesses with talent management activities (72 per cent) are more probable than companies without such activities (39 per cent) to have proper recruitment plan (Fegley, 2006).

Additionally, HR must inform higher authorities about the connection amid the talent management sequence and the expense of proceeds. For instance, workers’ choice to continue or quit is identified with potential vocation outcomes in the organisation and, also, how they can get to be better arranged to shift to different open doors. To retain an efficient worker, the simple answer is not just reimbursement. Workers’ steadfastness tends to be more coordinated to their expertise instead of to the company (Dell & Hickey, 2002). Thus, to best pull in, captivate, create and hold the talent, the individuals who have an obligation regarding talent management must comprehend what is imperative to workers.

The Role of HR

As an essential manager of talent management, HR has numerous responsibilities; a standout amongst the most critical is that of a catalyst of talent mentality. HR heads the path for the company to possess, as a substance, the part of talent management for authoritative achievement. As a business accomplice, HR lives up to expectations while working in association with the board, the CEO and senior administration to guarantee that they are focused on talent management. As talent management catalyst, HR likewise gives careful consideration to how the company’s environment helps talent. Comprehensively talking, HR’s responsibility envelops imparting talent management reasoning throughout the company and knowing the business rivalry. HR needs to create a coordinated and proactive vital approach to talent management (the master plan) and also overseeing discriminating data, for example, following a turnover and comprehending what elements help holding efficient people (Figure 3).

Seven keys to effective talent management
Figure 3: Seven keys to effective talent management

To incorporate talent management into all zones of the organisation, HR likewise assumes the responsibility of change management specialists. To determine this transformation, HR deals with four talent management functions: staffing, PM, authority advancement, and authoritative technique. In this responsibility, HR deals with four noteworthy dangers to the business: 1) opening threat (to shield key business capacities, concentrate on rare abilities and fit to position); 2) inclination threat (to quicken authority advancement, give a full business presentation to climbing stars); 3) switch threat (to dodge loss of key talent, select successors with administration capacity and contract for company talent); and 4) portfolio threat (to boost vital talent power, concentrate on senior administration’s dedication to improvement and execution guidelines).

Lastly, upbeat HR pioneers take a comprehensive methodology to talent management. It is paramount to create clear desires and impart straightforwardly about the talent management process. By HR clarifying to administration and workers why talent management is vital, how it functions and what the profits are to the company and members, talent management techniques are more prone to be seen as a reasonable procedure (Walker & LaRocco, 2002).

Worker Commitment and Its Link to Talent Management

Successful talent management approaches and hones that show responsibility to human capital bring about more captivated workers and lower turnover. This way, worker commitment has a generous effect on worker benefit and talent maintenance. Worker commitment can represent the deciding moment how the money adds up. Most dedicated workers perform 20 per cent better and are 87 per cent less inclined to leave. Also, the establishment of a captivated workforce is built by the quality, profundity and legitimacy of correspondence by HR and senior administration to workers, and, also, the nature of supervision. The part of the chief as the most paramount empowering agent of worker responsibility to the employment, company and groups can’t be overemphasised. Besides, when done well, rehearses that help talent management likewise helps worker commitment (e.g., work-life parity projects, working from home, packed workweeks, incentive schemes, performance management frameworks) (Corporate Leadership Council, 2004).

Incentives and appreciation likewise help both to hold the talent and to enhance execution. A Carlson/ Gallup paper on worker commitment and business achievement demonstrated that workers who were happy with their work were four times more probable than disappointed workers to have an official estimation method set up and also get general appreciation. Further, 82 per cent said appreciation roused them to enhance work output (The Gallup Organization, 1998). Progressively, companies are putting formal and casual prize projects set up. Case in point, as indicated by SHRM’s 2005 Reward Programs and Incentive Compensation Survey Report, 84 per cent of organisations offer some type of fiscal and nonmonetary incentive schemes to workers. To be best, nonetheless, companies should frequently impart to workers about incentive schemes. Talking about incentive schemes as ahead of schedule as amid the meeting procedure exhibits that the company values its workers (Burke, 2005).

The procedure for building worker commitment is continuous. Past recompense and profits, worker commitment, is best encouraged through a serious and candidly advancing work experience. Viable worker commitment – a blend of unmistakable and elusive variables – cultivates an environment of incitement, advancement, learning, help, commitment, and appreciation. Nonetheless, a study found that less than 20 per cent of workers were exceptionally committed, 20 per cent of the workforce was withdrawn, and around 67 per cent were decently committed. The effect of worker disappointment differs, contingent upon job experience (e.g., overpowering workloads, far off and non-communicative higher authorities, few chances for progress). The threat is that respectably committed workers may move to be separated. The opportunity and test for HR, working with senior administration, is to expand the quality of worker commitment. Concentrate on commitment requests solid authority, a feeling of imparted predetermination, self-sufficiency, responsibility and opportunities for improvement and progression. To ensure the better commitment of employees, organisations must work harder to move individuals and give a feeling of obsession, honour and mission (Watson, 2014). Ultimately, it is an organisational environment that decides worker commitment and holding of talent.

Studies on Talent Management

Examines on talent management uncover various normal topics. In the first place, the concentrate on talent management powers organisations to wind up mindful of—and survey their workforce talent and present and future talent needs. Second, companies that comprehend the business case for talent management effectively interface talent management and authoritative technique, harvesting profits in expanded work environment execution. Third, companies are looking for powerful approaches to measure talent and focus primary concern sway.

2005 Talent Management Strategies Survey (Deloitte, 2005)

The survey suggests that more than 42 per cent of organisations consider holding of efficient workers as the concern that might affect business significantly.

Further, 72 per cent of companies are worried about the negative impact on how the money adds up because of deficient aptitudes of approaching labourers. The study underlines that as people born after the war turn 62 in 2008 and aptitudes crevices augment, the approaching talent emergency will rapidly turn into a worldwide, cross-industry danger. For instance, 33 per cent of organisations state that 11 per cent of their workforce may resign in the following few years. For 31 per cent of organisations, the issue of retirement and looming abilities deficiencies is consistently examined at the board level. Notwithstanding, just half of the companies have a characterised rundown of basic abilities for what’s to come.

The High-Performance Workforce Study 2004 (Brakeley, Cheese, & Clinton, 2004)

Administrators in six nations traversing more than 15 commercial enterprises were overviewed. The discoveries uncover six practices that significantly enhance workforce execution, yielding solid commitments to business execution. The most obvious practice is a formal methodology for talent management, upheld by advances, that empowers a company to dispassionately evaluate worker aptitudes and capacities and rapidly distinguish the best contender for open positions.

Review of Global Talent Management Practices (IRC, 2004)

This review investigates worldwide talent management hones among multinational companies (MNCs), concentrating on worldwide scale techniques to recognise and create pioneers. As indicated by the study discoveries, the best methods for recognising talent and expanding the perceiving ability of high potential applicants are appraisal methodologies with open and straightforward examinations. Only a few MNCs regard these talks to be of this stature; 80 per cent of American organisations consider talent survey gatherings as free to express in comparison with 55 per cent of European organisations. Numerous MNCs expressly look for and support differing qualities in their talent pools. Inside improvement arranging, the most discriminating encounters are those that give high possibilities an expansive organisational view, perceiving ability and experience outside of their safe places.

How Leading Organisations Manage Talent

From top to bottom meetings with HR pioneers of extensive businesses in an assortment of commercial ventures, this study uncovers that leading organisations make drawing in, captivating and holding workers a key business need. Senior authority concentrates on obviously conveying the business procedure to the workforce and also characterising the part individuals play to execute that system. Viable pioneers have an agreeable understanding of what determines esteem in their companies, which inspires their clients and how to attain development later on. Numerous organisations have created talent management measurements to help business and budgetary measures, with measurements incorporated with the adjusted scorecard. Through the execution administration framework, administrators are considered responsible for worker maintenance and making open doors for high-potential workers.


The researcher adopted a qualitative method to gather information for completing this paper. Various surveys have been referred to understand the perception of employees about talent and succession management policies of organisations. Significant aspects of such management have been linked to various multinational organisations such as Intel Corporation, Yahoo Inc., and The Home Depot Inc. Special reference has been made to HSBC Bank PLC.


In the search for talent, organisational achievement relies on successful staffing and holding. To perform this objective, HR can give importance by concentrating on five key zones: guaranteeing authoritative security, underlining manager brand and status, creating coordinated talent methods, supporting multilevel responsibility, getting included in talent management activities, and offering open doors for vocation and individual growth (Dell & Hickey, 2002).

Concerning staffing and holding talent, HR has to face various difficulties. As indicated by SHRM’s 2006 Talent Management Survey Report, the top ranges in need of change concerning talent management practices and methodologies are 1) building a deeper supply of successors at each level; 2) developing an environment that makes workers need to stay with the company; 3) distinguishing crevices in present worker and hopeful competency levels; and 4) making arrangements that support professional development and improvement opportunities (Fegley, 2006).

To pull in and hold the talent, staffing for similarity is discriminating. Moreover, organisations with phenomenal status and solid brands are decently situated to pull in top talent. Yahoo! Inc. represents the company that adequately connects organisational environment and organisation values in its staffing activities to focus the best competitors. This methodology, nonetheless, requires significant investment. Case in point, in the initial six months of 2004, Yahoo used 6,000 hours talking to applicants to hire 500 people (Throop, 2005).

An alternate viable staffing procedure is taking advantage of particular work pools. By surveying the company’s ranges of quality in its work environment projects and strategies, HR may recognise conceivable portions of the work-energy to target. For instance, ladies who have either not yet started their professions or are re-emerging the work market from childbearing years speak to a sizeable talent pool. With a working environment steady of ladies’ vocation improvement, Whirlpool Corporation, a top U.S. home apparatus producer, targets ladies in selecting and advancement. A few companies concentrate on labourers with inabilities, a phenomenal wellspring. Case in point, at IBM, 42 per cent of the company’s disabled specialists have key aptitudes, for example, showcasing, IT building design and programming engineering (Tucker et al., 2005). By precisely evaluating the company’s present and future talent needs, HR can create staffing and maintenance methods that adjust to the organisation business objectives, consequently advancing organisational development and survival.

Interest in human capital needs cautious scheduling. Talent management necessitates that succession planning and authority improvements are imperative organisational trade procedures to create and hold talent. As noted in the 2005 Human Capital Index Report, progression arranging is additionally one of the key methodologies to diminish turnover expenses (Wyatt, 2005). While in the past progression arrangements were essentially centred around key administration parts, companies are presently building initiative advancement and progression arranging activities ahead of schedule currently worker vocation improvement. What’s more, as indicated by SHRM’s 2006 Succession Planning Survey Report, 58 per cent of companies have either a formal (29 per cent) or casual (29 per cent) progression arrangement and 26 per cent plan to create one. The study discoveries note that huge companies (500 or more workers) and freely or exclusive revenue-driven companies are more prone to have formal progression plans. The obligation regarding executing progression arranging shifts, beginning with HR and took after by senior administration, the president/CEO and the COO.

Nonetheless, not all companies are bouncing on the fleeting trend to create progression arranges; 16 per cent don’t mean to do so. The rationale behind this is varied as organisations consider that there are more important requirements that need prompt attention. Some organisations have very few staff, and others do not receive the expected backing from the senior management (Fegley, 2006).

In the meantime, companies think about how to best use progression arranging and the comparing authority improvement activities to oversee, create and hold talent. For those considering authority improvement as a feature of their talent management plan, it is paramount to 1) figure out if the parts of the system, when joined, empower the company to be more focused; 2) survey if the initiative advancement framework strengthens recognitions about the organisation that the company needs others to have; and 3) assess whether workers see the administration programs as real. For instance, do they consider them important? Do these activities truly influence business decisions? (Cohn, Khurana, & Reeves, 2005).

Progressively, companies are putting organised procedures set up for administration improvement (Figure 4). As highlighted in SHRM’s 2006 Talent Management Survey Report, companies suspect that their worker improvement plan will increment in the following three years (as indicated by 60 per cent of companies with talent activities and 58 per cent of those without talent initiatives) (Fegley, 2006). Worker advancement is seen as vital for organisational security and development. S.C. Johnson & Son, the purchaser items organisation, is a great illustration of an organisation that uses its execution evaluation system to recognise climbing stars for administration and specialised positions. High entertainers are assessed through 360-degree criticism to assess advancement status. The organisation has methodologies to recognise prepared substitutions for critical employments. Because of the company’s precisely sharpened talent advancement methods, almost 90 per cent vacancies are filled from the existing staff (Cohn et al., 2005). As HR pioneers work to backing their companies, administration improvement and progression arranging are territories that give considerable business esteem.

Structured process to develop, track and evaluate employees
Figure 4: Structured process to develop, track and evaluate employees

Talent management measurements join human capital speculation to monetary execution. As per administration masters Huselid, Becker and Beatty (2005), there are three basic difficulties to effective workforce estimation and administration. First, there is “the viewpoint test”—significance, do all chiefs truly see how workforce practices and abilities determine method execution? Second, there is “the measurements challenge”—that is, are the right measures of workforce achievement identified (e.g., workforce environment, attitude, leadership, competencies and practices)? The third test is “the execution challenge”—particularly, with a specific end goal to screen advance and convey the key purpose of talent management activities, are directors propelled to utilise this information and do they have entry and capacity to do so?

Talent management measurements are developing. As companies progressively concentrate on talent management procedures, they look for approaches to approve these activities and measure their business sway. Numerous firms are starting to incorporate talent management in their control strategy and appraisal. For instance, HSBC, a keeping money and monetary administrations foundation, utilises the Balanced Scorecard™, with talent management recorded under learning and development. Scorecards give an acceptable “viewable pathway” to organisational key objectives by connecting talent management to goals and execution evaluations. Measures may incorporate components, for example, worker overview results, turnover (e.g., talent pools) and the number of workers on secondments (impermanent assignments) (Morton, 2005).

Organisations additionally make their particular estimations to fit their authoritative societies. Pfizer, for instance, created three essential talent management destinations quality of authority group and pipeline, the heartiness of talent management methods, and improvement of talent mentality and qualities with relating determinants and measurements. Avon, a worldwide makeup organisation, is an illustration of an organisation that changed its talent management framework by moving how it takes a gander at the talent and hence how it uses engineering. This change was important to have the capacity to answer four key inquiries: 1) is there the fundamental seat quality to staff the company’s development and change activities; 2) is world-class talent in key parts; 3) in what manner can the talent “hit rate” be expanded, and 4) when and where does the organisation make or purchase talent? Earlier jobs were given on a referral basis, but things changed, and now the approach is inclined towards talent management. This movement brought about talent being evaluated impartially through an initiative model to better focus on talent suited for different parts. Worker profiles are stored in software that can be referred to as and when required. Accordingly, the company can make more information-driven choices concerning talent (Accenture, 2004).

Databases with all significant information in one area can bring about huge time investment funds for staffing, for example, the capacity to rapidly recognise talent for open positions. Companies are prescribed in any case, to deliberately assess which talent management innovation program best fits their present and future needs. A few sellers incorporate talent management arrangements in their HR suites. Key talent management programming may help oversee workforce abilities and capacities (hourly, salaried and unexpected), demographics, vocation arranging, worker maintenance activities, workforce and progression arranging, and execution and learning administration. Albeit few sellers offer these choices in one bundle, it is imperative to know whether the product can be coordinated with other systems (Schweyer, 2004). Opinions change, then again, on the estimation of engineering frameworks concerning talent management.

Worldwide rivalry for talented labourers is sharp; around the world, numerous executives are encountering a talent lack. A study of about 33,000 superintendents in 23 nations uncovers that 40 per cent are attempting to find qualified candidates (Manpower, 2006). With the liberation of exchange arrangements, transnational organisations moving creation to minimal effort territories and the relating development of worldwide supply chains, expanded globalisation has brought about financial and social difficulties. Further, the talent now takes numerous structures, from transients intersection outskirts (briefly or looking for new homes), understudies picking up degrees and exiles on task to vacationers, displaced people and business voyagers. Subsequently, the interest for aptitudes has nations endeavouring to create arrangements that will pull in talent with human and innovative abilities to backing monetary development, hold the talent and even switch talent relocation. In a “converse mind channel” impact, China and India, for instance, sway their informed nationals to return and fill occupations at home (Kuptsch & Pang, 2006).

Accordingly, the requirement for talent makes development between nations. The United States depends on remote talent, especially in specific fields. U.s. Colleges, for instance, are not graduating enough U.s. Understudies in science and building, and by 2010, 25 per cent of the country’s researchers and specialists will achieve retirement age. Reflecting this shift, in 2000, 22 per cent of all U.s. Science and building positions were held by remote conceived experts, up from 14 per cent in 1990 (BEST, 2004).

Conversely, nations, for example, China and India have an abundance of talent in science, designing what’s more engineering. Every year, China delivers 350,000 graduate architects and India 120,000, contrasted and 63,000 in the United States (Gandossy & Kao, 2004). Also, the interest for outside conceived talent is further exhibited by the way that the aggregate top on the quantity of accessible H-1b visas under U.s. Migration approaches routinely arrive at months ahead of time of the application due date. The capacity to pull in and hold talent is progressively imperative to long haul development.

Overseeing worldwide talent has challenges and noteworthy ramifications for manageable quality and development. A late investigation of worldwide organisations, for instance, expresses that organisations are worried about the improvement of future pioneers fit for exploring the worldwide business environment. Significant discoveries demonstrate that an essential deciding factor of GTM achievement is the level of contribution by the CEO, the governing body and the GTM pioneer in talent management exercises. Generally, for instance, CEOs invest 16 per cent of their time talking openly about GTM, tutoring high possibilities, taking an interest in talent surveys and favouring the progression plans. Board parts in 46 per cent of organisations give data into the evaluation of key workers, and 39 per cent meet with high possibilities amid the year (IRC, 2004).

In sync with the pattern to create worldwide HR strategies and practices, companies are making worldwide talent management forms. Examination shows companies worth having worldwide systems, particularly around a typical dialect and structure in regions, for example, execution administration, authority advancement for high possibilities and expert improvement. There is less understanding, then again, about creating regular systems for recruitment (Morton, 2005).

Final Recommendations

Foreseen workforce changes and financially savvy approaches to get to talent are important to the up and coming era of talent management. Prescient workforce observing will prompt powerful key talent choice making. Variables, for example, adaptable talent sourcing, tweaked and customised compensates, conveyed and compelling authority, and bound together and sympathetic work environment societies will be paramount for fruitful talent management. Organisations will progressively use distinctive sorts of occupation connections, and nonstandard job models will keep on evolving. Free office livelihood connections contracting for the best talent on an as-required premise will get to be more normal. To profit from the information, aptitudes and corporate memory of developed labourers, staged retirement will get to be pervasive. Keeping specialists captivated, especially the following eras may call for HR to upgrade the workweek, advantages bundles and prize programs (Tucker et al., 2005).


In concluding, to manage exceptional business brings about a worldwide economy, companies will revaluate their methodologies to talent management. Compelling talent management calls for solid participatory authority, organisational purchase in, worker commitment and working environment scorecards with talent management measurements. Organisations that ace talent management will be overall situated for long haul development in workforce execution for a considerable length of time to come.

HSBC, a global budgetary association, uses worldwide global methodologies for evaluation, authority advancement, execution and vocation administration. Local business locales, notwithstanding, are given the scope to adjust these methods, inside points of confinement, to their asset abilities and social necessities. HSBC utilises an ability pool framework to track and deal with the vocations of high possibilities inside the association, which are characterised as having the capacity to achieve the senior official level in three to five years and to move into top administration positions over the more drawn out term. Workers in these ability pools are at first set in assignments inside their district or line of business. As these workers create, they are given a chance to fill positions that cross limits. The most remarkable workers in these ability pools, as perceived by their administrators, are then put into a midway regulated “gathering” ability pool, which gives an organised set of encounters that prompt a profound understanding of all parts of the business, and the social situations in which HSBC works. To achieve the most elevated amounts of administration, HSBC workers must work in no less than two altogether different social situations.


Accenture. (2004). The high-performance workforce study 2004. Web.

BEST. (2004). The talent imperative: Meeting America Section 1s challenge in science and engineering, ASAP. San Diego, CA: Author.

Brakeley, H., Cheese, P., & Clinton, D. (2004). The high-performance workforce study 2004. Web.

Burke, M. E. (2005). 2005 reward programs and incentive compensation survey report. Alexandria, VA: Society for Human Resource Management.

Cohn, J. M., Khurana, R., & Reeves, L. (2005). Growing talent as if your business depended on it. Harvard Business Review, 83(10), 62-70.

Corporate Leadership Council. (2004). Driving performance and retention through employee engagement. Web.

Dell, D., & Hickey, J. (2002). Sustaining the talent quest. New York: The Conference Board.

Deloitte. (2005). 2005 talent management strategies survey. Web.

Fegley, S. (2006). 2006 talent management survey report. Alexandria, VA: Society for Human Resource Management.

Gandossy, R., & Kao, T. (2004). Channels to anywhere: The supply chain for global content. Web.

Huselid, M. A., Becker, B.E., & Beatty, R. W. (2005). The workforce scorecard: Managing human capital to execute strategy. Boston: Harvard Business School Press.

IBM Corporation. (2005). The capability with: The global human capital study 2005. Web.

IRC. (2004). IRC survey of global talent management practices. Web.

Kuptsch, C., & Pang, E. F. (2006). Competing for global talent. Web.

Manpower. (2006). Talent shortage survey: Global results. Web.

Morton, L. (2004). Integrated and integrative talent management: A strategic HR framework. New York: The Conference Board.

Morton, L. (2005). Talent management value imperatives: Strategies for execution. New York: The Conference Board.

Schweyer, A. (2004). Talent management systems: Best practices in technology solutions for recruitment, retention and workforce planning. Canada: John Wiley & Sons Canada, Ltd.

The Gallup Organization. (1998). Employee engagement = business success. Web.

Throop, M. (2005). Fuelling the talent engine: Finding and keeping high performers, a case study of Yahoo! Inc. Alexandria, VA: SHRM Foundation.

Tucker, E., Kao, T., & Verma, N. (2005). Next-generation talent management: Insights on how workforce trends are changing the face of talent management. Web.

Walker, J. W., & LaRocco, J. M. (2002). Perspectives: Talent pools: The best and the rest. HR. Human Resource Planning, 25(3), 12-15.

Watson, T. (2014). Working today: Understanding what drives employee engagement. Web.

Wyatt, W. (2005). Maximizing the return on your human capital investment: The 2005 human capital index report. Web.

Appendix 1: Questionnaire

For CEOs

  1. What are the qualities that make an efficient CEO?
  2. Does your organisation have well qualified and experienced employees who can take over the role of a CEO?
  3. Are there any candidates who can take charge of CEO during emergency situations?
  4. What will be the criteria for you to recruit candidates?
  5. How can you have a better understanding about candidates so that it becomes easy for you to select.
  6. What measures are being adopted to identify talent within your organisation?
  7. Do you monitor the progress of the identified talent?
  8. How would you know that the identified employees are ready to shoulder the responsibility of a CEO?
  9. Are you facing any problems regarding retention of employees?
  10. If yes, what are the measures being taken to retain employees?

Cite this paper

Select style


BusinessEssay. (2022, November 2). Talent and Succession Management Strategy. Retrieved from https://business-essay.com/talent-and-succession-management-strategy/


BusinessEssay. (2022, November 2). Talent and Succession Management Strategy. https://business-essay.com/talent-and-succession-management-strategy/

Work Cited

"Talent and Succession Management Strategy." BusinessEssay, 2 Nov. 2022, business-essay.com/talent-and-succession-management-strategy/.


BusinessEssay. (2022) 'Talent and Succession Management Strategy'. 2 November.


BusinessEssay. 2022. "Talent and Succession Management Strategy." November 2, 2022. https://business-essay.com/talent-and-succession-management-strategy/.

1. BusinessEssay. "Talent and Succession Management Strategy." November 2, 2022. https://business-essay.com/talent-and-succession-management-strategy/.


BusinessEssay. "Talent and Succession Management Strategy." November 2, 2022. https://business-essay.com/talent-and-succession-management-strategy/.