Talent Management and Succession Planning - CIPD

Developing talent 36
optional use: for an employee to assess himself or herself prior to a talent
management discussion, career coaching session or the annual appraisal.
Materials needed
The Tool, and any data on current performance and specific feedback.
Procedure for using it
1 use the derailment checklist to identify specific issues to discuss.
2 have an early conversation – do not allow the issue to fester. The
assessment is discussed with the employee and agreements are reached on
actions the employee will take to change the behaviour.
3 if the person shows a lack of self-awareness, use instruments to help increase
self-awareness – for example, 360-degree feedback or psychometric tools.
4 when the person recognises the issue, help him/her to identify development
activities that will help improve his/her performance.
5 consider providing performance coaching to help focus on the cause of the
‘derailer’ and to reveal actions that will bring the person back on track.
6 if the problem is significant, and the person is a potentially valuable asset,
consider providing counselling or encouraging the employee to seek
counselling. This is only appropriate where the person is facing deeper
psychological issues.
Evaluating its uses
people stay with the organisation and develop to their full potential.
people who derail are quickly brought back on track.
Links to other Tools
Tool 33: what a development plan looks like
Tool 34: development activities
Tool 39: Giving feedback (having constructive career conversations with people in
the talent pool)
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A sample from Talent Management and Succession Planning 2nd Edition by James A Cannon
and Rita McGee. Published by the CIPD. Copyright CIPD © 2010. All rights reserved. No part
of this excerpt may be reproduced, stored in a retrieval system, or transmitted, in any form
or by any means, electronic, mechanical, photocopying, recording, or otherwise. www.cipd.
co.uk/Bookstore