PurposeThe purpose of this article is to discuss succession management within the context of talent management, with specific reference to the role of talent reviews in the identification, development and retention of potential successors for critical job roles at different organizational levels.Design/methodology/approachThe article utilizes a case study of talent reviews from a Saudi Arabian mining company, explores the different succession management approaches and highlights emerging best practice solutions in the field. In the case study, the primary task was to evaluate a sample of 59 executives and senior managers against the company's leadership competency framework in order to support them in a structured career development process within the context of the company's talent strategy.FindingsThe main findings indicate that the sample's strategic thinking ability and leadership skills are generally weak and that the current leadership capabilities might not be aligned with the company's growth strategy.Practical implicationsTo enhance the talent review process, companies should: apply additional measures to develop a more complete picture of individual capability; fast‐track the talent review process; create a talent score card; review selection practice; determine retention risk by means of a risk‐criticality analyses; and implement individual conversations about performance and career development.Originality/valueThe article has found that talent review is a powerful intervention tool that helps to identify high‐potential employees and future leaders, determine bench strength at a specific level and identify talent gaps, organizational capability and risks. This study contributes to the practice of strategic human resources management with implications for succession management.
The aim of this study was to determine whether adventure training could be utilised to enhance the self-concepts and self-efficacy of young career officers in the South African National Defence Force. A quasi-experimental design with a pre-test, post-test and post-post-test was used. Two measuring instruments were administered, namely the Self-description Questionnaire III and the General Self-efficacy Scale. No statistically significant improvement was measured in the various dimensions of the self-concepts and self-efficacy of members of the experimental group, but some encouraging indications of change in the experimental group were observed after the intervention. The implications of the findings are discussed further.
OPSOMMINGDie doel van hierdie studie was om te bepaal of avontuurgerigte opleiding gebruik kan word om die selfkonsep en selfdoeltreffendheid van jong beroepsoffisiere in die Suid-Afrikaanse Nasionale Weermag te bevorder. 'n Kwasieksperimentele ontwerp met 'n voortoets, na-toets en na-na-toets is gebruik. Twee meetinstrumente is aangewend, naamlik die "Self-description Questionnaire III" en die "General Self-efficacy Scale". Hoewel geen statisties beduidende verbetering in die verskillende dimensies van die selfkonsep en selfdoeltreffendheid van lede van die eksperimentele groep gemeet is nie, is bemoedigende aanduidings van verandering in die eksperimentele groep na die intervensie waargeneem. Die implikasies van die bevindinge word verder bespreek.
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