New research by Right Management has shown that just one in eight (15 per cent) UK-based HR professionals think that their organisation has a robust leadership pipeline. This is causing serious problems for many organisations with a ‘talent retrofit’ being experienced, where business leaders are only receiving development and training after they have been put into leadership roles.

Mark Hodgson, Talent Management Practice Leader, Right Management, has developed a number of tips to help companies address this significant issue:

1)  Identify your business critical roles: What are the most important roles and which ones will prove vital in the coming years? Consider all levels and not just the most senior roles, and then ensure that people filling those roles are receiving the developmental support.

2)  Look beyond the CEO: Many businesses focus on the CEO only but supporting senior roles should be given equal attention to ensure nurturing of key talent and building a talent pipeline with succession planning for the CEO.

3) Identify High Potential Leaders (HIPOS):  Which managers have the potential and ability to perform successfully in leadership roles that are one or two levels above their current positions? Consider all aspects of their potential including their career drive, mobility and flexibility – not just their current performance.

4) Avoid a ‘talent retrofit’:  How often have we seen employees appointed into positions and only then do they get the training and development needed? The critical issue is to provide the development and training BEFORE the person is officially placed in the role, so that the individual can then be confident and capable about undertaking the position.

5)  Go Global:  With the internationalisation of companies across EU and globally, when filling a critical leadership position, always consider options of recruiting internationally and not necessarily from the local pool of talent.