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One essential element of emerging succession management is the identification and development of talent earlier in a career. While some organizations encourage the review of all employees in the process, it can be cost and effort prohibitive for larger organizations. Depending on the size and complexity of a company’s structure, a typical plan will include employees four-to-five levels below the CEO/President – or all employees at the Manager or equivalent level and above.
Nominations for inclusion can occur in several ways – by functional manager nomination, by a proactive search of talent profiles from across the enterprise, and by employee self-nomination. Once all nominations are completed and vetted, “talent pools” are created that compile all successor and HiPo candidates for a given functional role.