By The Guardian, Phil Daoust, Ed Pilkington
A booklet of perception, response and research to commemorate the 10th anniversary of 9/11.
A decade after that fateful autumn day, the extreme photographs and stories stay with us – the place we have been after we heard the scoop; how we felt at seeing the 1st, then the second one tower cave in. September 11: Ten Years On brings jointly the superior mother or father journalism of the prior ten years to provide a second of mirrored image and figuring out, with a brand new creation by means of Ed Pilkington.
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Extra info for 9/11. Ten Years On
This means executives should have a clear sense of the complexity demands of key leadership roles. The author suggests multisource ratings instead of relying on a single manager’s assessment of candidate potential, which can lead to a number of problems. • Assessing and developing talent are skills that need to be developed. Often, executives rely on their own intuition for selection, a method that may lack reliability. The author suggests that an executive team work through rating and ranking candidates.
Focus on linchpin positions—jobs that are essential to the long-term health of the organization—and manage the pipeline to ensure development opportunities and experiences. • Have a transparent system—that is, enable employees to know how they are doing and what they need to do to reach the next step. Also enable employees to provide input on goals, experience, etc. • Regularly measure the progress of those in the system. It is important to know whether the right people are being developed at the right pace for the right jobs.
The CEO and other line executives own the outcomes of talent development; HR owns the process. It is critical that HR support line management’s ownership of the outcomes of the talent management process and avoid dominating staffing and other related decisions. Instead, HR should provide the assessment data and facilitation needed for the line to make critical talent management decisions. , Bruer, R. , & Maki, B. R. (1996). Succession management: The next generation of succession planning. Human Resource Planning, 19(3), 16–29.