Like many companies, Belden had succession plans that looked strong on paper, but didn’t always result in an internal fill for an open succession position. As the company grew in size and geography through mergers and acquisitions, it became more challenging to break down business unit silos and move talent horizontally across the organization. Belden set out to bring a level of strategy to its talent and succession management efforts that mirrors its rigor around financial and operational performance. A sophisticated, yet pragmatic, system was built to inform its hiring needs and build and sustain the talent pool. The model is producing strong results including a 78% internal fill of succession positions and 50% hiring productivity gains.

In this session, you will learn:

- How to create a succession “machine” by operationalizing and measuring the talent pipeline

- Best practices and learnings that will help you customize a succession model that meets your organization’s business needs

- How to gain leadership buy in and ongoing business unit support for this type of model