HR professionals must re-evaluate talent pipelines before leadership effectiveness can be addressed, according to assessment and development consultancy, a&dc. Recent research from Deloitte, has highlighted that the first point of attack is to assess leadership pipelining strategies to ensure individuals are well-equipped to enter such roles. In its Global Human Capital Trends report, Deloitte found that leadership effectiveness is the biggest priority for UK HR teams, up from 2013 when it was ranked fourth. It also revealed that only 43% of respondents are ready to address this key area.
However, in order to resolve this issue, HR teams must first review leadership succession plans, as Pip Clarke, Business Development Director at a&dc, explains:
“Having an effective leadership team in place is clearly a high priority for the HR community. Business leaders will be under increasing pressure to perform in an ever-changing environment and for those already holding a senior position, there is a level of responsibility for HR professionals to up-skill these individuals and enable them to adapt and thrive. However, in order to create a longer term solution, the pipelining process should be reviewed to ensure those moving into these positions are equipped with the skills to thrive as a leader.”
“Considering we are now operating in a VUCA (Volatile, Uncertain, Ambiguous and Complex) environment, it stands to reason that leadership succession plans identify talent that is able to operate in this market. By identifying those individuals that demonstrate learning agility, drive, values and emotional intelligence early on, HR teams will be better placed to implement development strategies and build a more efficient senior team.”
As published on www.personneltoday.com