Succession planning is serious business. Learning and development leads the process, but other members of the organization, called “talent developers,” play important roles in the capacity-building process for business continuity. Regardless of their functional role in the business, they make sure that potential successors are ready for their next roles at the right time.
Some natural choices for talent developers could be someone from learning and development or the potential successor’s manager or supervisor. However, not everyone has what it takes to succeed in this mission. Yes, becoming a talent developer goes beyond a role or an assignment. Preparing people to take over key positions is a serious responsibility that demands a solid combination of technical knowledge, business acumen, and interpersonal skills, among other competencies.
So who can be a talent developer?
Meet Nelsi. Nelsi is a supervisor in the customer service department of an insurance provider. She is in charge of a team of 27 professionals who handle patient requests for approval of cancer-fighting medications. She is the only one in the company with the specialized knowledge and authorization to manage patients who are classified as Cancer Stage IV. Therefore, in addition to leading her team, she handles many individual cases directly.
The company is preparing Nelsi to become the manager of customer service. Phyllis, her immediate supervisor and whom Nelsi will replace, is extremely busy preparing to go to another department. Phyllis is very good at day-to-day operations.
Phyllis and Nelsi have had several development sessions over the last six weeks. Phyllis insists on having Nelsi shadow her or observe what she does; however, when Nelsi asks a question about why something is done a certain way, the answer that she usually gets is, “You will learn when you take the position” or “You will figure out what you need to do it your way.” Neither answer satisfies Nelsi’s need for information. Phyllis cannot communicate or transfer knowledge effectively; she “just knows” how to do what she needs to do.
Frustrated by her lack of progress in her plan and aware of the fact that she needs to be ready for the new position in three months, Nelsi approaches the learning and development team for guidance. She tells Anne, the director of learning and development, what is going on and requests a change in talent developer.
What would you do if you were Anne? Here are some suggestions for you to consider:
- Meet with Phyllis to find out more about what she is doing as a talent developer.
- Identify Phyllis’s own development needs to improve her performance in this role so that she can continue to develop Nelsi.
- Locate someone else within the company who can become Nelsi’s talent developer in partnership with Phyllis so that Nelsi can get the technical and business knowledge and competencies that she needs.
- Find a completely new talent developer for Nelsi from either customer service or another department.
- Closely monitor the progress of the talent development relationship and the learning that is taking place in terms of Nelsi’s readiness for her new role. Learning and development is still responsible for Nelsi’s development.
Whatever choice Anne makes, she needs to consider the following interpersonal elements of the talent development situation. Anne needs to have a clear understanding of these elements as well as options to address them honestly and openly with all the parties involved.
- How will Phyllis react to Nelsi’s request?
- How will the relationship between Phyllis and Nelsi change after Anne’s meeting with Phyllis?
- If Anne selects a new talent developer for Nelsi, to work either with Phyllis or independently, how will this person feel about the situation?
What should Anne look for as she seeks another talent developer for Nelsi, to work either in partnership with Phyllis or independently? What role do Nelsi’s needs have in this process? As Anne decides what to do, she needs to find the best talent developer to meet Nelsi’s needs while focusing on the continuity of the business. As a general rule, a talent developer should meet the following criteria, among others:
- business acumen
- ethics and respect
- adaptability and flexibility
- self-confidence
- credibility
- influence
- depth of knowledge.
Remember: Knowledge transfer is at the center of the transition process for a potential successor to be successful in her new role. The talent developer is critical for an effective knowledge transfer; however, a good talent developer for marketing may not necessarily be ideal for customer service. Talent development is not a one-size-fits all solution.
Why? Find out during our session at the ATD 2016 International Conference & Exposition.
