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Alan Downs

Mervyns U to the rescue

 Switching careers is a challenging step in any field, and particularly in talent development. For the most part, the “community” can seem relatively small and well-networked in most geographic areas, so you typically need to gain experience and become a “known quantity.” Here are five critical success strategies for moving into a career in talent development.Step #1: Join Your Local AssociationBecome active in local chapters of professional associations, such as ATD or SHRM. Start off by attending local chapter meetings, but do not go with the intent of giving your resume to every potential employer you meet. Instead, determine a professional question or issue you would like to gather more information on so you can present yourself as a serious professional—rather than a frantic job seeker.Step #2: Pay Attention to Your Online Professional PresenceBe sure that all of your online professional networking profiles (such as LinkedIn) are well-written, accurate, and present the image you want. Be aware of “hot” terms and phrases, and try to use them in your profile naturally. Many recruiters do searches on professional networking sites before even posting a job (or even in place of posting a job). Your profile will help you get noticed!Also, be very careful about any information that you post on social networking sites like Facebook. Although I do not advocate using social networking sites for professional networking, many employers search them when conducting informal background investigations. If they find something “embarrassing,” it could affect their willingness to consider you for an available opportunity.Step #3: Seek Out InternshipsIf you are pursuing an additional degree to help you break into the field, find out what internship opportunities are available through your degree program. Most talent development managers not only look for a degree, but also for experience. Having a high-quality internship helps conquer the challenge of getting experience when you don’t have any.In addition, many corporate employers use internships as a recruiting tool. Internships enable potential employers to review your skills on the job, as well as discern what kind of “fit” you are for the company. Likewise, you can get a feel for the organization’s culture and whether it is a good fit for you. Some retention statistics indicate that employees recruited through internships are more likely to stay in the long term.Step #4: Find Ways to VolunteerIf not currently pursuing a degree, look for volunteer opportunities that will provide related experience. Remember: Experience does not have to be paid! Many nonprofits and community organizations can use the skill sets of aspiring talent management professionals—not to mention, they provide exceptional volunteer experiences.You should also look for volunteer opportunities within the local chapter of the association you joined. These opportunities might range from being a greeter at chapter meetings to volunteering on a professional task force or committee. In a volunteer capacity, you will have a “purpose” to meet more people, and become known as someone truly interested in the profession.Step #5: Conduct Information Meetings With the Pros in Your AreaSeek out opportunities to have informational meetings with people currently working in the talent management field. I find that offering to take a potential contact out to breakfast or lunch is a good way to get them to agree to a meeting.When you do sit down for an informational meeting, have a carefully prepared list of questions. Do NOT treat the opportunity as a job interview. This meeting is simply an opportunity to learn more about the talent development field and expand your network.Bottom LineSwitching careers can be a challenging and frustrating experience. Simply pursuing an additional degree, although it may help, will not guarantee success in making the switch. Using these strategies to gain experience and become a known quantity in the talent management community will increase your prospects for success.For more career advice, join Alan De Back and Barbara Seifert on October 30 for the webcast, Leveraging Your Degree in Talent Development.

5 Strategies for Switching to a Talent Development Career

Let me share something that might surprise you: Most organizations are getting performance management completely backward. They’re piling on more systems, frameworks, and “best practices,” yet 82 percent of HR leaders say their efforts aren’t working. Why? They tend to add more complexity when they should be removing interference—the stuff that gets in the way of people giving their best.Here’s my truth: Performance management isn’t about complex systems—it’s about conversations—simple, human conversations that clear the path between where someone is and where they want to go. In my work with organizations, they often tell me they need better tools, frameworks, and processes. There’s nothing wrong with that, but what they really need is to get better at having real conversations that matter.Whether we like it or not, every interaction between a leader and team member has an impact. Whether it’s a scheduled performance review or a quick hallway chat, these moments build trust and capability or create interference and resistance. What makes the difference? It’s all in how we navigate through each conversation.Let’s break this down into two scenarios we all recognize:The Formal Performance ConversationYou know these well—the structured reviews, the goal-setting sessions, the KPI discussions. Many organizations load these moments with so much process and paperwork that they create exactly what they’re trying to avoid: interference and resistance. The key isn’t adding more structure—it’s removing the barriers that prevent honest, productive dialogue.What if instead of focusing on forms and ratings, we approached these conversations with curiosity and partnership? When leaders adopt a coaching mindset, something remarkable happens:Goal-setting becomes a collaborative exploration rather than a top-down directive.Feedback transforms from a one-way broadcast into a two-way discovery.Development plans shift from prescribed paths to journeys of self-discovery.The Informal Performance ConversationThese are the golden moments—the “do you have a minute?” conversations that happen naturally throughout the day. They’re often where the real magic happens because there’s less interference from formal structures and expectations. These spontaneous interactions are always opportunities for:In the moment, course corrections that feel like support rather than criticismBuilding trust through showing up as caring, candid, and being constructiveBringing a growth mindset to everyday challengesHere’s what I’ve learned after decades of working with leaders: The most effective performance management isn’t about managing at all—it’s about creating space for people to access their own knowledge and capability. When leaders approach both formal and informal conversations with a coaching mindset, they remove the interference that blocks natural development and growth.Remember: Your team members already know more than they think they do. Your job isn’t to pile on more knowledge or create more complex systems. It’s to help clear away the noise, so they can access what they already know and connect it to what matters most—both for them and for the organization.The inclusion of a coaching approach into performance management is less about adding new tools to your toolkit and more about removing the barriers that make these conversations feel forced, formal, or threatening and more busy work. When we do that, performance management transforms from a dreaded institutional requirement into a natural, ongoing dialogue about growth and possibility.

Putting the Humanity Into Performance Management Conversations

Consulting is an attractive career option for professionals eager to share their knowledge and experience to improve workplaces and foster growth in organizations. The freedom of a self-directed work life, choosing clients that align with your ethos, and bringing in substantial earnings are some of the draws of starting a consulting practice. With your own practice, you will encounter many challenges and growth opportunities that might not come in a traditional employment situation. You can take what you’ve learned from your years of experience in talent development to become a trusted advisor and active partner to different organizations.To keep up with a rapidly changing landscape, every consultant can benefit from different perspectives on how their peers start, build, and scale their consulting practice. We asked two contributors for ATD’s Handbook for Consultants the questions that every consultant should ask themselves routinely throughout their career. Together, Sharon Wingron and Dolores Kuchina-Musina bring close to 40 years of experience to give you valuable insights to take into your consulting career. If you’re launching your company, are steadily growing, or need a new direction after years in business, these experts provide an honest glimpse into their practices, lessons learned, and advice for creating and sustaining a rewarding and meaningful career as a consultant.How did you decide to become a consultant?Sharon: With a degree in engineering management and work experience in telecommunications and manufacturing, I completed my MBA and decided it was time to figure out what I really wanted to be when I grew up. I did several informational interviews, took personality and career assessments, and reflected on my strengths, talents, and dreams. After my “year of reflection,” I determined I was destined to be in the training and development profession, and that having my own consulting business would be the best way to fulfill my purpose and have the flexibility and lifestyle I desired.Dolores: I chose consultancy due to my inherent curiosity and passion for unraveling complex systems. Raised in a physics-centric household, with my mother and grandmother holding PhDs, I learned the value of inquiry and exploration early on. Despite this scientific backdrop, I gravitated toward contract law and negotiation, fascinated by their creative use of language to shape outcomes. Venturing from science to law allowed me to nurture my creativity while engaging in intellectually stimulating work. Pursuing a PhD deepened my understanding of contracts, particularly Other Transaction Authorities (OTAs), enriching my analytical toolkit for navigating innovation policy. As a consultant, I’m driven by curiosity and a commitment to effecting meaningful change in contracts and innovation.What’s something unique or unconventional about your consulting practice?Sharon: Early on, I decided I wanted “products” to pay for life and my “services” to provide a positive contribution to the world and fuel my passion. I became an independent distributor of Carlson Learning Company’s DiSC assessments, which provided the opportunity to sell the assessments directly or embed them in my services. Being a part of this network supported my ongoing professional development while the tools legitimized my offerings and gave me frameworks to build on. Over time, this evolved into being an Authorized Partner for the Wiley Workplace Learning Solutions of Everything DiSC, The Five Behaviors, and PXT Select.Dolores: REXOTA’s consultancy stands out for its focus on fostering cross-sector collaboration and transforming innovation policy. While many firms target specific sectors, REXOTA bridges businesses, government, and academia, offering a holistic approach. It prioritizes practicality over theory, delivering measurable solutions for real-world applications. This approach reflects my diverse experience and ensures clients receive tailored actionable insights. Moreover, REXOTA’s mission to redefine acquisition practices underscores its forward-thinking ethos. By advocating education and support, it empowers clients to navigate innovation policy confidently. REXOTA’s commitment to cross-sector collaboration, practical solutions, and innovative acquisition strategies positions it as a leader in consultancy for driving impactful change.What’s your litmus test to determine if a potential client will turn into a mutually fulfilling relationship?Sharon: In our discovery and needs assessment discussions, I get a feel for the company and their leadership approach, as well as the services they are requesting and the outcomes they are pursuing. In addition, I seek information about their timeline, budget, and internal resources. While it is important to ensure I have the capacity and skillset to do the work and they have the resources to support a successful project, ultimately their foundational philosophy needs to align with my values and beliefs. I’ve learned that if they don’t value people as I do, the relationship won’t work.Dolores: I employ a litmus test aligned with REXOTA’s ethos. Firstly, I gauge alignment of objectives, ensuring shared values and missions. Collaboration is pivotal; I seek clients who value teamwork for mutual success. Prioritizing practical solutions over theory is key, resonating with REXOTA’s approach. Long-term commitment matters: I assess clients’ interest in sustained collaboration. Lastly, respect for expertise is crucial; clients valuing REXOTA’s cross-sector insights foster a trusting relationship. This multifaceted evaluation ensures partnerships are productive and mutually fulfilling, echoing REXOTA’s commitment to driving impactful change in innovation policy and acquisition practices.What’s a consulting mistake you made at the beginning of your career, and what did you learn from it?Sharon: Early in my career, I said “yes” to too many projects. This had negative outcomes: I did work that I wasn’t the best suited for, and I over-extended myself. I’ve learned to deeply consider the needs of the client, my skills and passion for the work, and my physical, mental, and energetic capacity to deliver excellent results, both from a project outcome basis and a client relationship perspective. I’ve learned to be more realistic regarding what I’m capable of and to manage my calendar conscientiously: blocking time, noting other responsibilities and commitments, and ensuring balanced work/rest/play time.Dolores: In my eagerness to always grow and meet the needs of my current and future clients, I sometimes took on more work than I could handle effectively, leading to high stress without asking for help. From this experience, I learned the importance of setting realistic expectations and managing workload effectively. I realized that it’s crucial to carefully assess my capacity and capabilities of myself before accepting new projects. Additionally, I learned the value of clear communication with clients regarding project timelines, deliverables, and potential challenges. I discovered the significance of prioritization and delegation. Recognizing that I couldn’t handle everything on my own, I brought on additional team members to help manage the workload. By delegating tasks appropriately and leveraging the strengths of my team, we could deliver higher-quality work within the allocated time frame. Ultimately, this mistake taught me valuable lessons about workload prioritization and the importance of building a capable team. These lessons have since guided my approach to consulting, resulting in more successful outcomes for both me and my clients.What’s an aspect of consulting that you still find challenging? What do you find rewarding about getting to the other side of it?Sharon: Like many consultants, I struggle to set my fees and price my projects, especially if it is a more complex, longer-term project. There are always so many variables to take into consideration. I prefer to use a “value-based” fee (popularized by Alan Weiss); however, it can be challenging to nail down the outcomes we are working toward and set up appropriate measures since we are focused on “soft/people” topics such as leadership development and culture. I am relieved when we move past the financial aspects and can focus on doing good work that makes a positive difference in people’s lives.Dolores: Staying in tune with the rapidly evolving consulting landscape poses a perpetual challenge. The industry continually births fresh methodologies, tools, and best practices, demanding constant learning and adaptation to maintain relevance. Embracing this challenge fosters expertise expansion, novel ideation, and innovative problem-solving for clients. By investing in ongoing education and skill refinement, I establish myself as a trusted advisor equipped to navigate the dynamic business milieu. Successfully navigating evolving trends empowers me to deliver heightened value, utilizing cutting-edge tools and methodologies to drive tangible results. Witnessing the transformative impact on clients’ enterprises reaffirms my dedication to perpetual learning and innovation in consultancy.Improve your skills with ATD’s certificate for consulting. Learn a five-phase consulting model to reach learning project performance goals.Browse chapters 10 and 19, and download a sample chapter of ATD’s Handbook for Consultants to get more in-depth insights on setting up, running, and growing your practice from Sharon and Dolores and the more than 37 consultants who contributed to this essential resource. In each chapter, you’ll get actionable consulting tips, in-depth discussions, resources, and other tools.How will you transform your consulting practice today?Sharon Wingron, CPTD®, has been enabling clients to connect, adapt, and thrive in the workplace with assessment-based solutions that develop PEOPLE (personal excellence–organizational performance–leadership effectiveness) since 2002. She is an award-winning Everything DiSC by Wiley Authorized Partner and a leader in the application of psychometric assessments. Sharon travels widely and supports clients around the world.Dolores Kuchina-Musina, PhD, MBA, PPCM, CFCM, NCMA Fellow, is the chief disruptor at REXOTA Solutions, a company in the Washington, DC, metropolitan area focused on strategy, planning, pursuit, capture, management, and administration of federal contract and agreement awards. Dolores has more than 10 years of experience in federal, state, and international public procurement.

Building a Career in Consulting: Insights From Two Seasoned Consultants

“Acquiring and keeping good people is a leader’s most important task.”—John Maxwell Many organizations hire and promote using the wrong criteria. The results can be disastrous: egomaniacs, poor team players, or ethical corner-cutters who cause embarrassment and financial loss to the organization.When hiring, many organizations focus on “head” characteristics, such as knowledge, expertise, intelligence, education, experience, and skills. Of course, those factors are important. Ron Sugar, former CEO and chairman of Northrop-Grumman, told us, “A lot of our work is literally rocket science, so we have 45,000 outstanding scientists and engineers.”“Heart,” on the other hand, includes such intangibles as character, will, passion, courage, and persistence. Parker Palmer, a distinguished author and teacher, captured this sentiment well: “I’m using the word ‘heart’ as they did in ancient times. It meant that center in the human self where everything comes together—where will and intellect and values and feeling and intuition and vision all converge. It meant the source of one’s integrity. It takes courage to lead from the heart.”As Lynn Easterling, vice president and deputy general counsel at Cisco Systems, told us, “I can teach the hard skills, but I can’t teach good character or good relational skills.”CharacterThe search for heart in people begins with ascertaining their personal character. People with character do the right thing even when it is costly or hard. Character involves trustworthiness, humility, courage, willingness to serve, and the realization that there is something bigger than the self. We cannot expect perfection, but we can probe for what people learned when they made mistakes.We need to look for character flaws in new recruits and colleagues, including excessive ambition, controlling behaviors, hyper-competitiveness, bullying, narcissism, arrogance, and greed. Perhaps the biggest red flag is ego. Our friend Chuck Wachendorfer quips, “My ego is not my amigo.”Emotional intelligenceAnother important component of heart is emotional intelligence. Ursula Burns, CEO of Xerox, told us she no longer interviews to determine task skills, relying on others to screen such head matters. Instead, she probes for character, humility, empathy, emotional intelligence, self-awareness, authenticity, and fearlessness.According to psychologist Daniel Goleman, emotional intelligence entails “managing feelings so that they are expressed appropriately and effectively, enabling people to work together smoothly toward their common goals.” It also includes the ability to work well with others despite differences and challenges.Phil Soucy, co-president and CEO of Modern Technology Solutions, told us, “They may be very knowledgeable in their discipline, but if they lack emotional intelligence, it just does not work.”Cultural fitThe next component of heart is cultural fit. Burns focuses on “fit and fitness” for the Xerox culture when interviewing executives. She explained to us. “I want them to fit with our values and culture.”Alan Lewis, owner and chairman of Grand Circle Corporation, says, “Alignment with my company’s culture and values counts far more than do skills or experience. In most cases, if an associate shares our values, we can teach the job skills.”Be selectiveWe need to be very selective about whom we hire and promote. We recommend panels of multiple interviewers to get different perspectives on candidates. Start reading resumes “upside down,” the way Google does, to find the hidden gems at the bottom under “activities and interests.”Remember to be patient. Resist pressure to fill a vacancy rapidly—because someone weak in heart will be a painful mistake. Take the time to get it right.Some sample questions we have uncovered for interviewing for heart can be viewed on our website at http://triplecrownleadership.com/assets/Interviewing-for-Heart.pdf.Core concept: Recruit and promote for both head and heart. Head involves the knowledge, skills, and experience necessary. Heart involves integrity, emotional intelligence, and fit with the desired culture.“A good head and a good heart are always a formidable combination.”—Nelson MandelaPractical Applications for Leaders    Do people in your organization have good head and heart qualities?  How have leaders in your organization shown heart?  What else could you do to assess a candidate’s heart qualities?  Do you recognize and reward people for both head and heart?  What more could you do to build both head and heart in your organization?

Hire and Promote for Heart

More Than Half of Large, Downsized U.S. Businesses Plan to Rebuild Their Workforces to Pre-Recession Levels by 2012

The worldwide talent development community is diverse. Our members bring a wealth of experience and insight to their work. We're spotlighting their stories.Sarah Crawford has been a member of ATD since 2016. Here's her story in her own words.Tell us a little bit about yourself.I'm a California girl at heart—I was born and raised in the Golden State and love easily exploring the ocean, vineyards, and farms or the mountains and lakes. I'm a busy, active mom to three kids (one in elementary school and two in high school), a wife, a daughter, and career-long trainer and instructional designer. I've been blessed to spend my entire career thus far (more than the last 20 years) in the corporate training and talent development industry. I've worked in the private, public, and nonprofit sectors, and I've been a training assistant who set up the classroom, to the one who designed the courses, to the one who conducted the train-the-trainer sessions for multiple state agencies, to managing teams, to consulting with businesses or public entities. It's been a fun ride!What are your personal and professional goals?This year my professional goals have been focused on building our local community of talent development professionals as board president of our local chapter at ATD Sacramento and expanding my experience and knowledge in topics related to employment practices, California HR law, and effective training techniques to affect real change in our workplaces. My primary personal goal has been to spend as many moments as possible with my growing kids since my oldest is reaching college age, and I feel the clock ticking on our family moments together.What challenges have you had to overcome in your career?After surviving the economic downturn but enduring mergers and acquisitions and downsizing in the early 2000s, probably the biggest career challenge was when I left full-time employment and chose to be employed as a mother full-time while also working on my master's degree in HR/OD and doing volunteer project-based work and small project-based consulting gigs.After a 14-year gap, I returned to working full-time and needed to refresh some of my skills. I didn't view it as a challenge so much as an opportunity to invest in myself to get up-to-date on technology improvements (online learning grew exponentially while I was out of the workforce) and in newer techniques in brain-based learning to be the best candidate for the positions I was applying for. ATD was helpful in providing much of that professional development.What’s the most valuable thing you’ve gained or experienced during your membership with ATD?ATD is where I went for professional development when I began my career in training and talent development, and it was where I went to get back into the workforce after I had took a break to raise my kids. I refreshed my skills and stayed current by obtaining training and practice in e-learning instructional design through partnerships our local chapter had in our community. And I networked and learned about job opportunities I probably never would have explored had I not been involved with the chapter. Since then I've expanded my expertise in online training facilitation and instructional design techniques through ATD’s workshops and certificate programs. Really, ATD has shaped my career. I don't know where I'd be without it.Can you share any professional tips, specific to talent development, that you have picked up along the way?The great Covey principle of "begin with the end in mind" really sums up my approach to talent development. Focus on the learner and what they need to be able to do to get where they want to go and build any learning experience with that as the primary focus to ensure that they're able to be successful. Too often I see educators/trainers focused on themselves and all the great things they need to impart on their student, but a participant-centered approach will be more effective, relevant, and more fun for everyone involved.What’s a common misconception you see when it comes to talent development?I hear a lot of people who aren't in the training industry who think that "training" is a waste of time or something they're mandated to do. I'm on a mission to improve those classes to make them practical and useful and change the context of mandated training to something that can make a difference. I think the training industry is morphing into this broadened definition of talent development because it expands the repertoire of tools we can use to help the workforce grow and develop—and that's a good thing.Do you have any advice for people looking to further their careers?Get involved with the professional development organization for your field of interest. Roll up your sleeves and help the volunteer leaders in that organization put on events or sessions focused on the topics that interest you. You'll learn more doing that than you ever would by just attending. If you want to build a career in training or talent development, you need to get involved with your local ATD chapter. And if you don't have one locally, start one!What is your personal definition of talent development?Unfortunately, I think many people don't really understand what talent development means. It's not from an episode of Star Search or America's Got Talent. They don't realize that it encompasses all learning and growth, from a variety of modalities. Talent development happens every time you have a question and search Google for the answer, then find an article, or class, or person who has input or steps or a theory for you to explore. Or, when you talk to others with more expertise than you and you learn from them. I think talent development is how we grow our workforce and how we grow personally.How do you stay motivated?As a busy mom, wife, working career woman, volunteer, and more, I need my downtime to recharge. I actually build it in to my daily schedule and purposefully plan multiple trips and experiences each year with my family, so I can get away from work and reset my mental state on the things that really matter. Professionally, I stay motivated by attending trainings or webcasts or reading articles about topics related to our field—always in search of practical takeaways I can use myself when teaching or in sharing as a resource to others.Have your own story to tell? Share it with us.

"Begin With the End in Mind"

Consider the following scenario: You’ve recently purchased a nice plot of land and are in the process of engaging a builder to construct your new home. During your first meeting with the builder, you let him know that you want a three-story house. He asks for additional details, of course, and learns that you would like the house to be approximately 3,500 square feet, modern design, and offer lots of light. In essence, you want “the most recent trends in modern homes, but not necessarily everything.” Then, you ask him for an estimated cost to build the home. He asks you to make more decisions on details about the types of materials you would like in the house (tile, hardwood, custom kitchen elements, and so forth). But you insist that he just give you a “ballpark estimate” on what it costs to build a three-story house—because you have not made those decisions yet. Sound familiar? Alas, this scenario is reminiscent of the headache that many of us encounter when we try to estimate the expense and time commitment of an e-learning project. If you plan to work with a vendor or contractor, there is the effort of finding the right person to design and develop it. Then, how do you effectively communicate the scope of your project? Is there something you could do to better prepare for your e-learning initiatives? Often, organizations will base the scope of their projects on the “run time” of the deliverable. For example, some may use this chart (derived from surveys in 2003 and 2009) as a guide to determine the number of hours it should take to develop one hour of e-learning. Although this information could be used as an extremely generic resource, there are many factors that could dramatically skew even those time estimates. Fortunately, there are some things you can do to prepare for a more accurate estimate. Let me share my “consultant’s view” to scoping a new project. To determine the real level of effort, I request some time to conduct an in-depth analysis before quoting design and development hours. Not only does this help me provide a more accurate estimate, it also allows me to partner with the project owner to ensure that we have a “blueprint” for the right training solution. This process includes the following steps: Interview the Project Owner I have a form that is chock-full of questions to help draw out the project description and goal, learning objectives, technical evaluation (operating system, screen resolution restrictions, LMS requirements, delivery method), and an existing content evaluation (to identify what source content is currently available as an input or resource for the project). Most importantly, this is when we work together to determine how we will define success. To make the most of this process, include all relevant stakeholders in the meeting.   Create a Content Map Not long before I began working in mobile learning, I started using mind maps over other visuals, such as an outline document or typical flow chart. Mapping a project helps me clearly visualize the components of the solution (as well as validate those components with the project owner). Here is an example of a content map for a recent project:Tie-In the Source Content Once I have mapped the project, I can connect the relevant content to each of the components of the solution by adding notes to each. This content has typically already been identified during the interview(s) with the project owner, so it only needs some paring-down at this point. Meet with Key Stakeholders You will want to meet with key stakeholders to validate the map, or blueprint, and present the solution(s). In this step, my goal is to ensure that we have included all relevant information and are in agreement for the type of solution that will best meet their needs. Bottom Line Not to go all “ADDIE” in here, but starting each project with a thorough analysis and a project “blueprint” will result in a more accurate estimate of the time necessary to move forward with design and full development of the project solution. And, much like with building a house, having a thoughtful plan helps mitigate the risk of getting deep into the project and not getting the results you had intended.

E-Learning Estimates Made Easy: Start With a Blueprint

(From CareerBuilder) -- When a high level leader leaves a company, there's a lot of pressure associated with the selection of his or her successor. Even with so much weight placed on future leaders, many companies reveal they don't have a formal plan of action to replace their higher ups. According to a new CareerBuilder survey, nearly one-third (31 percent) of companies with more than 1,000 employees said they don't currently have a succession planning program at their organization. In addition, 50 percent of senior management (CEO, CFO, Senior VP, etc.) and 52 percent of those in a vice president position said they do not have a successor for their current role. The survey was conducted online by Harris Interactive on behalf of CareerBuilder from February 21 through March 10, 2011 among more than 1000 employers with 1,001 or more employees.A lack of succession planning can adversely affect an organization in a variety of ways, from the absence of strategic direction to decreased productivity to weakened financial performance. More than one-quarter (27 percent) of companies said they've been adversely affected financially by poor succession planning or a lack thereof.Employers cited the recession as an obstacle to effective succession planning. More than one-quarter (28 percent) of companies said that the recession has left gaps in their succession plans due to downsizing or workers leaving voluntarily."As the economy gradually improves, it's important for organizations to proactively plan for the future of their businesses," said Jamie Womack, vice president of corporate marketing and sales training at CareerBuilder. "Having a blueprint on who will succeed management at all levels is a critical facet to your overall strategy, as it ensures that your organization will be able to tackle future challenges and compete in your industry."When asked what is lacking in their current succession planning program, companies said the following:Not enough opportunities for employees to learn beyond their own roles - 39 percentProcess isn't formalized - 38 percentNot enough investment in training and development - 33 percentNot actively involving employees or seeking their input - 31 percentIt only focuses on top executives - 29 percentManagers also reported that workers' awareness of and input on their own succession planning is important. Forty-nine percent of employers said employees don't set up career paths with their managers with timelines and milestones.Read more.

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