Does the glove fit?

Fit on the job is a glove of a certain size and style. How well does the hand fit and look with that glove on?  The glove is designed for a certain task - but does the individual fit the task that the glove is designed for? 

"JOB FIT"

"POSITION COMPATIBILITY"

"IDEAL ROLE"

"GREAT MATCH"

"DREAM JOB"

.... whatever we want to call it, think about the ideal job and you are the ideal candidate.  Start with yourself, your passion and dream opportunity, you went to school for the best training and now you are here at your first or a new starting gate. Regardless whether a company is trying to fit from an internal or external pool of candidates the approach should be the same.  The approach is a by-product of the organizational culture.   

A client of mine expressed it this way as we started setting up benchmarks for his company.   “The Right Person, in the Right Position,  doing the Right Things, getting the Right Results”

This is what this CEO saw as a great fit.

As hard as I’ve worked on this concept for many years when incorporating Succession By Design - perfection in “Job Fit” is hard to come by.  Good fits are greatly enhanced, however, by a well- designed On Boarding Process.

One of my clients designed an On Deck System following one of our strategic processing sessions on succession and bench strength. Each candidate that made it through a rigorous pre-screening and interviewing process, then completed a Talent Assessment, and then the final step was a group of SME’s who determined who would be the Best Fit. 

They were invited to go through On Deck Three  (this is third iteration of this program for this company, making it better each year). The On Deck program is a combination of working in the job, coaching and mentoring.  The expectation is to help people be as successful as possible.  It also gives the client company an opportunity to screen out any who may not make it to the next level by not being a good fit.

The more the company invests in the individual the greater the results and the bottom-line is favorably impacted.  Everyone comes out a winner.

- John Oakes

Owner, SBL Co Management Consulting, Inc.

 

 

 

5 Tips for Sustainable Succession Planning

According to the 2012 Chief Executive study by Booz & Company, of the world’s largest 2,500 public companies, 15% of CEOs were replaced last year, and 72% of the CEO turnovers were actually planned successions, suggesting that companies are working more thoughtfully than ever to ensure they put in place new leaders who will best serve the company for years to come.

Consider the senior leadership of your organization. Has your company made plans for the transition of these individuals? Succession planning is least effective when it is developed on an as-needed basis (in fact, it really should be called “crisis management” in that case); rather, succession planning should be ingrained in your complete talent management plan, making it a part of the way you do business. With every new hire you make, and as you onboard each employee, there are simple ways you can ensure the strength of your bench can withstand the inevitable changes that lie ahead:

Benchmark every position. Succession planning originates in the role definition process. It is there that stakeholders begin to truly understand the traits necessary for success in the role.

Don’t just hire for now. If you hire for now, you may miss the candidate who has the opportunity to flourish in the future. Picture each candidate in future roles within the company.

Be candid throughout the interview process. As much as you are interviewing candidates to better understand if they will fit into the culture of your organization, those candidates are interviewing you. Listen for their desires to grow within your company.

Instill the ubiquitous question, “What’s next?” Don’t wait for new employees to become acclimated to their jobs to intentionally communicate the company’s plans for growth. When you start having these conversations from day one, your “A-players” will subscribe to your vision and will see themselves in the company’s growth plan.

Don’t assume all employees desire the same things. Just because you see leadership potential in an individual doesn’t mean he or she shares in that desire for growth. Make sure those employees are comfortable in positions that are more constant, and continue to communicate with those individuals in case desires change as the company changes as well.

When you are operating with a sustainable succession plan, you will be able to look ahead and identify any gaps before they can affect the company. And, as you are identifying high potentials within the organization, you’ll be able to adjust each person’s development process to suit the critical needs of the company.

More concepts on Succession Design and the “T” System to be posted in the next couple of weeks.

Contributors:  John Oakes & Adam Wong