Concerns about Work/Family Balance and Spirituality

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A competitive economy has led many managers to devote more time to their

work. In fact, the average number of hours per week that managers work has

been on the rise. The same may well be true of other groups. That, in turn,

has prompted many people to question their priorities. There is more to life

than work, and they know it. Some seek more time with their families or others

in their lives. Some look for religion or a deeper feeling about the meaning of

life. These desires to balance work and life or achieve a greater sense of spirituality

are major drivers for change. I predict that these will become issues of

growing importance to organizational decision-makers. They will find that

high potentials refuse additional responsibility if that responsibility requires

too much personal sacrifice. This situation includes job assignments that

prompt upheavals in their personal lives.

The challenge for SP&M program coordinators will be to find ways to help

high potentials balance their work responsibilities and their personal lives.

This may require using time off as an incentive or giving people time away

from work so they can balance work and personal life or pursue their spirituality.

Prediction 9: Succession Planning and Management Will Focus Increasingly on Real-Time

Talent-Development Efforts as Well as Strategic Efforts

The manager has a role in developing talent. That is a daily responsibility,

not a one-time-a-year-effort to be discussed, and managed, in a talent show.

(text continues on page 328)

Exhibit 14-7. Important Characteristics of Career Planning and

Management Programs

Directions: Use this worksheet to rate your organization on how well it addresses

important issues in career planning and management. For each characteristic of an

effective career planning and management program listed in the left column below,

rate how well you believe your organization rates on that characteristic in the right

column. Use the following scale:

1 _ Not at All Effective

2 _ Somewhat Ineffective

3 _ Somewhat Effective

4 _ Effective

Characteristic of a Career Rating

Planning and Management

Program Not at All Somewhat Somewhat

The career planning and Effective Ineffective Effective Effective

management program is: 1 2 3 4

1 Focused on meeting spe- 1 2 3 4

cific business needs or issues

of the organization.

2 Targeted on specific groups 1 2 3 4

in the organization.

3 Responsive to the organiza- 1 2 3 4

tion’s unique corporate

culture and ‘‘ways of doing

things.’’

4 Organized around a uni- 1 2 3 4

fied model that can be easily

and readily explained to

such stakeholders as managers

and workers.

5 Based on a comprehensive 1 2 3 4

approach that goes well

beyond a ‘‘one-shot’’ approach

to addressing career

planning in the

organization.

6 Involves, and thereby com- 1 2 3 4

mands the ownership of, all

key stakeholder groups

(such as executives, managers,

HR specialists, and

workers).

7 Well publicized to stake- 1 2 3 4

holders.

8 Evaluated both on how well 1 2 3 4

it helps individuals achieve

their goals and the organization

achieves its goals.

Score Add up the numbers in the column

above and place the sum in the box

below:

Interpretation of the Score

Score 1–8 Your organization does not have a career planning

and management program—or, if your

organization does possess such a program, it is

regarded as singularly ineffective. Grade it as

an F.

Score 9–16 Your organization possesses a career planning

and management program, but it is not regarded

as effective or useful; only as somewhat

so. Grade it as a C.

Score 17–24 Your organization’s career planning and management

program is regarded as generally effective.

Grade it a B.

Score 25              Your organization’s career planning and management

program is regarded as highly successful

and effective. Grade it an A.

Exhibit 14-8. An Assessment Sheet for Integrating Career Planning and

Management Programs with Succession Planning and Management

Programs

Directions: Use this worksheet to assess how well your organization’s career planning

and management program is integrated with your SP&M program. For each

characteristic of effective career and succession programs listed in the left column

below, rate how well you believe your organization has integrated them in the right

columns. Use the following scale:

1 _ Not at All Integrated

2 _ Somewhat Integrated—but Not Enough

3 _ Well Integrated

4 _ Very Well Integrated

Characteristics of Effective Rating

Career and

Succession Programs Somewhat

Integrated

Both the career planning and Not at All —but Not Well Very Well

management program and Integrated Enough Integrated Integrated

the SP&M program: 1 2 3 4

1 Are focused on meeting 1 2 3 4

specific business needs.

2 Are guided by program 1 2 3 4

objectives that have

been compared and integrated.

3 Use work requirements 1 2 3 4

or competencies as common

denominators.

4 Identify gaps between 1 2 3 4

what people know or can

do now and what they

need to know.

5 Clarify what career goals 1 2 3 4

are sought by individuals.

6 Can, and often do, use 1 2 3 4

full-circle, multirater assessments.

7 Rely on individual devel- 1 2 3 4

opment plans to narrow

individual developmental

gaps.

8 Are evaluated. 1 2 3 4

Score Add up the numbers in the column

above and place the sum in the box

below:

Interpretation of the Score

Score 1–8 Your organization has not integrated career

planning and management with SP&M.

Score 9–16 Your organization has somewhat integrated career

planning and management with SP&M.

However, they are not perceived as sufficiently

integrated.

Score 17–24 Your organization has effectively integrated career

planning and management with SP&M.

Score 25              Your organization has succeeded in achieving

a very good integration between career planning

and management with SP&M.

Organizational leaders can encourage that practice by rewarding managers for

talent development, establishing mentoring programs (see the CD-ROM that

comes with this book for a briefing on mentoring programs), and clarifying

their role as managers in cultivating talent (see the CD-ROM that comes with

this book for a briefing on the manager’s role in succession planning and

management).

Most development occurs on the job. The kinds of assignments that managers

give their workers build their competencies. That is why experience is

prized in organizations. That experience can be managed in such a way that

workers can build their capabilities while meeting the real-time requirements

of the organization. Managing that situation on a daily basis is the manager’s

job. I predict that, in the future, organizational leaders will do a better job of

building managers’ abilities to develop their workers’ talents in real time.

Prediction 10: Succession Planning and Management Will Center as Much on Ethical and

Value-Oriented Issues as on Competency-Based Issues

Earlier in the book, I explained that, as a result of the Enron and other corporate

scandals, leaders have recognized that performance cannot be gained at

any price. It must be constrained by legal, moral, and ethical considerations. I

predict that potential assessment will increasingly survey how well individuals

comply with corporate codes of conduct, as well as meet other ethical, moral,

and legal standards. Indeed, the mere appearance of impropriety can lead to

onerous new regulations; consequently, organizational leaders will insist that

individuals being considered for more management responsibility—or more

demanding professional and technical responsibility—be measured against

ethical, moral, and legal standards as well as competency-based (productivity)

standards.

Prediction 11: Succession Planning and Management Will Become More Fully Integrated

with Selection Decisions

Some competencies can be developed, but others must be selected for. As a

result, it is essential that development and selection efforts be integrated. During

competency identification efforts, HR professionals and others may need

to pinpoint which competencies can be developed and which must be selected

for.

Prediction 12: Succession Planning and Management Will Focus on Leveraging Talent as

Well as Developing It

It is not enough to develop talent. Since some people are more productive or

creative than others, the challenge is to leverage that ability to mentor, coach,

and build the competencies of others. A challenge for organizational leaders

is to find ways to match those who possess unique talents and strengths with

those who can stand to develop those competencies. Mentoring can occur

between peers and not just between an individual and those at higher levels

of the corporate hierarchy.

Prediction 13: Succession Planning and Management Includes Alternatives to One-Hireat-

a-Time Approaches, Such as Mergers, Acquisitions, or Takeovers, for the Purpose of

Rapid and Broad-Based Talent Acquisition

Organizations can acquire talent in more than one way, and one way to acquire

talent is to hire it. A second way is to develop it. But there are alternatives.

For example, yet another approach is to merge, acquire, or take over other

organizations that enjoy talent that may be otherwise lacking in the organization.

Think of it as a blood transfusion. A merger, acquisition, or takeover can

inject a lot of talent at once into the organization.

Of course, great care should be exercised in such ventures. If the corporate

cultures of the two organizations are not compatible, talent will vanish

through attrition. For that reason, organizational leaders should take steps to

reassure the talented people in an organization being merged, acquired, or

taken over that their futures are not in jeopardy. Without such due diligence,

the high potentials may leave quickly, rendering the whole change effort a

failure.

Prediction 14: Succession Planning and Management Will Become Closely Linked to Risk

Management and Concerns About Security

The unexpected loss of talent can occur in more than one way. Accidents happen,

but if the organization’s leaders take steps to minimize the impact of such

accidents, they are acting prudently with the talent of the organization. It is for

this reason that some organizations limit how many executives may travel on

the same plane, in the same automobile, on the same bus, or in any other

vehicle.

Another issue to consider is what to do in the event of the sudden loss of

an entire facility. It is no longer unthinkable that a whole city could be lost.

Will the organization be able to function if the corporate headquarters is destroyed,

as happened to several companies when the World Trade Center

towers collapsed? Organizational leaders should thus do scenario planning to

prepare for such catastrophic losses of human as well as physical assets.

Prediction 15: Succession Planning and Management Will Become Associated with More

than Management Succession

Most people have traditionally associated succession planning and management

with management succession. Moving up the organization chart has

been a traditional focus, as has finding those who can be groomed for such

advancement. But advancement can mean more than management succession.

For example, it can also mean advancement along a horizontal continuum of

professional competence.10