Lucy Adams
November 30, 2021
Reading time: 3 minutes
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Our talent strategies are full of movement; plans to promote, to increase responsibilities, to rotate. We focus our energies on building skills and retaining our top talent. But rarely have I seen a talent strategy that tackles the biggest barrier to our talent plans – getting people to leave.

So, why do we need to encourage people to leave, or at least do something different?

Well, there’s a distinct possibility that they’ll get stale if they stay too long in role. They don’t become a poor performer, but their ability to innovate, challenge and refresh can become diluted.

Secondly, because our talent strategies rely upon having space at the top for people to move into. Waiting for someone to leave is frustrating when you’re ready to make that next move. And one of two things happen, our future talent finds promotion elsewhere or they start to get stale themselves – blocking career paths from their juniors in their turn.

Thirdly, we need a strategy to help people move on because it’s difficult to do. They have given their commitment, their time, their loyalty, and their departure should be handled with dignity and respect. What typically happens is that we tend to ignore the issue – until suddenly their exit is essential and urgent. Then we’re trying to negotiate with someone who’s scared, hurt and angry. We end up with bad feeling, disruption and of course, expensive severance pay-outs.

So, how can our talent strategy address this sensitive, but vital area? This short video looks at some options.

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