A Note from Ujima Donalson, POD Director
As Mindy Kornberg explains in this issue, UW Human Resources is in the midst of an effort to foster succession planning and talent management across the University. As someone who lives in the training and organizational development world, this work is personally and professionally gratifying for me. I’ve seen how traditional succession planning works in the private sector and, by and large, that approach would not work here at the UW. However, I believe the University can approach succession planning in a way that makes sense for our institution, and I have high hopes for how an increased focus on talent management can shape our culture and help ensure future success.
What I experienced in the private sector is what many people think of when they hear succession planning. Certain “high potential” employees were cherry-picked early on in their careers and then given unparalleled access to mentoring, executive leadership, stretch assignments, and development opportunities to groom them for leadership and for a long and illustrious career in the organization.
That approach is problematic and even outmoded in some respects, and it’s also more suited to a corporate culture. At its heart, succession planning is about two things the University is already deeply invested in: people and the future. It’s about developing people who know they have a place here, who can readily see their contributions, and who can see themselves making a future impact.
I believe that the reality at the UW—which has been affirmed in conversations with organizational leaders—is that most leaders and units are already doing talent management in some form or fashion. However, we don’t yet share a common language to describe this work here at the UW. Establishing a unified and consistent vocabulary for talent management will in turn help formalize this process, give it greater clarity and legitimacy, and encourage a collaborative approach.
And collaboration is vital. Talent management is a complex process with many interdependent parts and is integral to strategic planning and organizational priorities. At any given point in time, no one leader knows enough about everything that’s happening, or that’s anticipated, across their department and across the University as a whole. Good talent management takes a village. It deserves a place on the agenda at your next leadership retreat and a seat at the table during future-oriented discussions with your leadership team.
You may be thinking that talent management is just “one more thing” we’re being asked to do. I’d encourage you instead to start thinking of it as part of everything. Continually and strategically thinking about your current employees in light of your future needs is one of the best habits you can develop as a leader.
