Is Past Performance a Good Predictor of Future Potential?

Both assessment centres and 360 degree feedback have become very popular new era HR tools. With human resources gaining strategic importance combined with raising costs of talented managers and their scarce availability, organizations are left with no alternatives than identifying and grooming talent from within. This has led to the increased use of assessment centres and 360 degree tools for developing leadership competencies. Some times 360 degree feedback is used as tool for career development and succession planning. Sometimes assessment centres are used as predictors of fast track managers. However research on the predictive ability of ACs or 360 degree feedback is scant. This study is based on data gathered from three organizations that have conducted assessment centres as well as 360 degree feedback. In all three organizations ACs and 360 degree feedback were used as development tools. In all these organizations competency mapping was done and common competencies were identified using behaviour indicators. Competencies were assessed by external assessors and by their seniors, juniors, and colleagues on the same competency model. Results showed no definite patterns and lead to the conclusion that past performance as assessed by 360 degree feedback predictor of future potential as assessed by the assessment centres. The findings seem to be valid irrespective of the nature of competencies assessed and across various categories of employees. Given the lack of correlation, caution is necessary while using the data for promotion and succession planning exercises.

National succession planning framework for children's services section two: resources

"This section provides a range of materials to support use of section one of the national succession planning framework for children’s services" - Page 1

Nonprofit Leadership Development: A Model for Identifying and Growing Leaders Within the Nonprofit Sector

Offers step-by-step guidance on identifying future challenges, the core leadership competencies needed to meet them, and a pool of potential leaders; assessing their skills; and creating a tailored leadership development program with frequent feedback

Nurse Manager Succession Planning: Building a Leadership Pipeline for the Future

Problem. This academic medical center was increasing bed-capacity and needed to hire 12 additional nurse managers (NM) to meet these new requirements. Promoting assistant nurse managers (ANM) to the NM role saves time and money, supports leadership and cultural continuity, and demonstrates a strong organizational commitment to internal human capital. Context. Formal nurse manager succession planning (NMSP) programs have been shown to increase nurse manager competency and retention rates, while also helping to identify and develop new generations of nurse leaders. To mitigate the recent loss of ANMs and strengthen the remaining leadership bench strength, the organization is developing, implementing, and evaluating a formal NMSP program. Interventions. The Doctor of Nursing Practice (DNP) project included the development, implementation, and evaluation of a formal NMSP program for the nurse manager role, with the aim of decreasing turnover and filling NM positions with internal ANM candidates. Measures. Comprehensive NMSP project evaluation and outcome measures were improved ANM retention and internal promotions to the nurse manager role, as well as improved candidate perceptions of leadership and management skill competency post leadership development program using a valid and reliable tool. Results. Comprehensive NMSP program evaluation showed increased ANM retention and internal promotions to the nurse manager role, as well as improved candidate perceptions of leadership and management skill competency post leadership development program. Conclusion. The increased retention and internal promotion outcomes of this DNP-led evidence-based project suggest that formal and deliberate succession planning, along with individualized developmental plans has positive implications for preparing future NMs

What are Best Practices to Define a Common Understanding of What is Expected of Companies\u27 Leaders, and How is this Understanding Structured?

[Excerpt] Today, companies need to have strong and meaningful leadership drive their business. A critical component of strong leadership involves identifying the competencies and behaviors that enable leaders to succeed. This is primarily accomplished by implementing a leadership competency model (LCM), which has benefits but is often ineffectively utilized. Knowing which leadership competencies are key for global companies and how companies are implementing LCMs is critical for success in developing strong effective leaders to influence their teams and the overall business

Strategic human resource management: insights from the international hotel industry

In the strategic human resource management (SHRM) field three approaches have dominated, namely, the universal or best-practice, best-fit or contingency and resource-based view (RBV). This study investigates evidence for the simultaneous or mixed adoption of these approaches by eight case study firms in the international hotel industry. Findings suggest there is considerable evidence of the combined use of the first two approaches but that the SHRM RBV approach was difficult to achieve by all companies. Overall, gaining differentiation through SHRM practices was found to be challenging due to specific industry forces. The study identifies that where companies derive some competitive advantage from their human resources and HRM practices they have closely aligned their managers’ expertise with their corporate market entry mode expertise and developed some distinctive, complex and integrated HRM interventions, which have a mutually reinforcing effect

Special Considerations in Estate Planning for Same-Sex and Unmarried Couples

Sub-Nyquist sampling makes use of sparsities in analog signals to sample them at a rate lower than the Nyquist rate. The reduction in sampling rate, however, comes at the cost of additional digital signal processing (DSP) which is required to reconstruct the uniformly sampled sequence at the output of the sub-Nyquist sampling analog-to-digital converter. At present, this additional processing is computationally intensive and time consuming and offsets the gains obtained from the reduced sampling rate. This paper focuses on sparse multi-band signals where the user band locations can change from time to time and the reconstructor requires real-time redesign. We propose a technique that can reduce the computational complexity of the reconstructor. At the same time, the proposed scheme simplifies the online reconfigurability of the reconstructor

Planning A Future Workforce: An Australian

Libraries throughout the world are facing the dual challenge of an aging workforce and a workplace which is requiring significant reassessment of the skills base of its staff as a result of the impact of technology on the delivery of information services. The implications for libraries in responding to this environment are significant. This paper looks at the age profile of the library workforce and discusses the need for libraries to acknowledge and plan for the impending retirement of a significant proportion of their workforce. The paper argues that integral to this planning is the need to identify the skills and attributes required of library staff in both the short and long term. The response of some Australian academic libraries in preparing to address these challenges is described. Particular reference is made to strategies adopted at Queensland University of Technology Library in Brisbane, Australia to ensure that existing and new staff are equipped with the skills to be able to work in changing environments and that staff are provided with opportunities to develop leadership skills that will be required for the future