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Potential and succession

The long-term viability of organisations depends on having a strong leadership pipeline that ensures continuity and growth. In fact, the top two strategic concerns for HR executives in the Middle East are recruitment and selection, and talent management.

In Africa, the Middle East and parts of Asia, there is also a heavy reliance on expatriates to meet key skill demands. Investing in the calibration and development of the talent pipeline of graduates, high-potentials and successors is a critical step, particularly with the ageing workforce profiles in many companies.

Identifying talent

Identifying the best talent with high-potential and for succession is critical for the long-term leadership pipeline and building bench strength.

Harvard Business Review, identified four “X” factors that are common among high-potential employees. High-potential employees, Ready et al contend, are all hardwired with the following traits:

  • A drive to excel
  • A catalytic learning ability
  • An enterprising spirit
  • Dynamic sensors  

A leadership survey conducted by UNC Kenan-Flagler Business School found that while many talent management professionals reported a high demand for high-potential talent, nearly half (47%) said their current high-potential talent pool did not meet their anticipated needs, and 65% said they were only slightly or moderately confident in their organisation’s ability to fill mission-critical roles.

We work with HR and talent management professionals to develop a systematic, criteria-based approach to identify high-potential employees and successors, which also reinforces the perception of consistency and objectivity. Our three-step process is:

  1. Analyse workforce data and identify future executive and management requirements 
  2. Develop objective criteria to identify an initial talent pool 
  3. Assess and rank selected talent using objective best practice tools and methods

High-potential and succession capability

Having identified the best and brightest, their development and career planning must be carefully designed and managed. We help you achieve this in five steps:

  1. Assess the level of succession capability using a best practice framework 
  2. Design development solutions to fit the talent demographic 
  3. Manage or support solution implementation 
  4. Deliver tailored development 
  5. Evaluate effectiveness

The development of high-potentials and successors is achieved using:

  • Mentoring and coaching 
  • Simulations 
  • Action learning 
  • Mobility 
  • Project assignments 
  • Experiential learning 
  • Classroom learning 
  • On-the-job learning projects

We are ready to help you harness the power of the talent in your organisation by providing consulting and training services that will enable the application of best-practice into your organisation.

Graduate development

The 2014 MENA Labour Market Index indicated that one of the most critical sources of talent for organisations is the quality and availability of entry-level candidates. The data shows that only 17% of entry level candidates are considered ‘excellent’ when rated on overall quality. With over 60% [IFC, 2011] of the population under the age of 30, developing this talent pool needs to be a top priority.

The top five areas for development in National entry-level candidates are:

  1. Technical skills 
  2. Effective communication skills 
  3. Work ethics 
  4. Time management 
  5. Team work and collaboration

We have used this data to create accelerated graduate programmes that are designed to target the skill gap and make each candidate an effective part of an organisation.

We can design a programme around your specific needs or you could select from our suite of graduate and nationalistion options:

  • From college to career (graduate development programme) 
  • Personal effectiveness boot camp 
  • Administrative Development Programme 
  • English Language Development
Potential and Succession
  • Embrace change

    08 02 2015 Sunday UAE

    The long-held received wisdom is that people don’t like change. As Niccolo Machiavelli said in The Prince, “There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the…

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  • Happiness Means Good Business

    08 08 2016 Monday UAE

    Research proves that happiness leads to better business outcomes and a healthier bottom line. Companies can easily implement initiatives that reap the benefits of workplace happiness.

    Read article
  • Women in leadership can boost profits by up to 15%

    23 10 2016 Sunday UAE

    Research of 22,000 companies proves that promoting women into senior leadership drives bottom line results. Taking steps to develop women has proven benefits for company leadership.

    Read article
  • Expatriates staying ahead

    13 04 2015 Monday UAE

    Expatriates are often skilled at making things happen. More often than not they are recruited because of competences (attitudes, skills and knowledge) that are not readily available locally. They arrive and get straight on with the job. At the same time, they…

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  • Mentoring for talent development

    10 06 2015 Wednesday UAE

    With population and unemployment figures on the increase, attracting and retaining talent would be should be getting easier. However, some startling statistics suggest otherwise.

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  • Motivation myths

    03 08 2015 Monday UAE

    What makes people behave the way they do? Why do some people seem to be motivated to do well in their work, while others do not? The study of motivation is endlessly fascinating as it concerns the driving force within individuals by which they attempt to…

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  • Selection matters

    29 09 2015 Tuesday

    Mark is the CEO of an SME in the engineering industry. He has just recruited a key member of staff, John, and is beginning to regret it. Instead of getting on with the job the new recruit seems to be needing an awful lot of Mark’s time – time that is…

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  • Targeted training brings many benefits

    19 11 2015 Thursday

    It is sadly common for some companies to look at the cost of training and not see the numerous benefits stemming from it. Some take a short-term view and see training purely as a cost. Others see training as an investment in the future that derives many…

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  • Does leadership philosophy matter?

    01 02 2016 Monday UAE

    The Global Financial Crisis was the worst market correction since The Great Depression. So devastating was its impact, after seven years it is still an event from which many economies are still struggling to recover. It’s common knowledge that the…

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  • The Leadership Challenge: Interview with Jim Kouzes

    06 03 2016 Sunday UAE

    Jim Kouzes, co-author of The Leadership Challenge, sat down with Focus' David Brennan to discuss leadership in the 21st Century, the Five Practices of Exemplary Leadership, what it takes to be a truly great leader and if leadership is different in the rest of…

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  • Keeping the team on track in challenging times: grief and change management

    21 03 2016 Monday UAE

    Challenging markets can often mean cost optimisation of which staff reductions may be required. Whilst the process of realigning the staff profile is relatively clear, moving the remaining team forward is less so. Dealing with the grief of losing colleagues…

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  • Focus Training Centre LLC &
    Focus Management Consultancy
  • Al Salmein Golden Tower, Suite 602
  • Electra Street, PO Box 322
  • Abu Dhabi, United Arab Emirates
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