Introduction
Several options can be used to successfully identify outstanding internal managerial personnel within Twisted and, as a result, design a robust assessment process. First, the company ought to conduct regular performance assessments for all employees. Thus, it is necessary for these assessments to not only evaluate current job performance but also to consider leadership potential and the readiness of employees to accept more responsibilities. The comments from the supervisor, peer and immediate subordinate at these appraisals will bring a perfect overview for assessing the employee’s capabilities.
The ultimate indispensable point in ongoing work is formulating the competency framework. This structure should be designed to present the list of core competencies and prerequisites for managerial posts at Twisted Companies which comprise leadership, decision-making skills, communication skills, and problem-solving abilities. The entity can set up objective criteria and ensure equitable assessment by replicating the methodology for choosing people for these power positions.
Aside from the performance reviews and competency frameworks, it is with succession planning that Twisted should institutionalize. The program would take a strategic and analytical approach to the identification of leadership material and nurture existing talent (Wiklund et al., 2019). Through the formation of manager talent pools for different managerial positions and individual personnel development opportunities like training programs, mentoring, and contributing to high precious projects, the organization can position high-potential employees into upcoming leadership positions.
Performing a 360-degree evaluation would be an additional way to improve the internal assessment system. These assessments collect the perspective of multiple stakeholders, who are not only supervisors, but also the peers, direct reports and others alike. Through the obtaining of different views and perspectives, Twisted can acquire an overall picture of the strong points and the opportunity development areas to be able to make a more educated decision about leadership solution.
Personal movement, that is necessary for search of leadership qualities, is equally vital. The organization have to adopt an internal job postings policy and an internal recruitment option that provides the employees with opportunities of developing vertically or horizontally (Wiklund et al., 2019). In this case, workers learn about all the other facets that make up the company through their process of becoming a manager. The inner growth and the work place loyalty culture are one of the many ways in which this occurrence can be expressed.
The talent identification programs have an effective approach in the specialized domain. The policy of these measures includes the search process and talent assessment on a regular basis and talent meetings to get the core team of future employees of the company Twisted (Wiklund et al., 2019). The company can be assured of a pipeline of strong leaders who are systematically identified and developed to help the company reach its growth goals.
Conclusion
Finally, the provision of on-going learning and development opportunities cannot be underrated. Twisted could acknowledge its obligation to train the managers and leaders by means of seminars, workshops and educational materials. Through the implementation of an employee development strategy, the company can create a potential pool of knowledgeable and well-motivated employees who will deliver sustainable performance for long-term success of the business.
Reference
Wiklund, J., Nikolaev, B., Shir, N., Foo, M. D., & Bradley, S. (2019). Entrepreneurship and well-being: Past, present, and future. Journal of Business Venturing, 34(4), 579–588.
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