Cathie Ruffner
SVP, Human Resources – Upper Midwest Region
When company leadership talks about “bench strength,” they’re often referring to the organization’s ability to provide a stable chain of succession. When successful leaders are ready to leave, they can be replaced by someone who’s trained, vetted, and ready to step into the role.
It’s important for organizations to create succession plans that are as seamless as possible—but that’s only part of why bench strength succession planning matters.
Bench strength is also important to help ensure you have skilled, forward-thinking employees throughout the company. That includes middle managers who are effective leaders; diverse teams with complementary skills and styles that help them consistently produce good work; and paths for valuable employees who won’t necessarily end up in the C-suite.
A big challenge in building bench strength is finding talent that challenges the status quo and adds ongoing value. Then you need to find ways to keep them.
Start sooner rather than later.
Building bench strength can take time. Finding the right people exactly when you need them can be very challenging.
Talent often emerges rather than being obvious from the start. Bob Iger, Disney’s current CEO, was once called “unpromotable” by a boss at ABC, where he began his media career. He wasn’t even considered the top candidate to replace Michael Eisner when Eisner stepped down.
But Iger not only stepped into the CEO role but also led moves that helped build Disney into the company it is today. In this case, the dark horse stood out.
Finding people who show promise for your future is a process. Some candidates will seem like “sure things” but may prove ineffective or choose to leave. Some will stumble but eventually grow. And some will consistently deliver on their potential.
This process takes time. So starting sooner can be beneficial.
Identifying your high-potential talent
Once you’ve hired employees you believe will grow in their roles and produce strong work, you need to make sure you know who will truly help build your bench strength.
According to Harvard Business Review, the top 20% of employees account for 80% of a company’s output. That’s a significant contribution to invest in. Make sure you know who makes up that 20%. How? By identifying employees who:
- Inspire others to excel
- Exhibit high performance
- Show curiosity about everything
- Take responsibility and ownership
- Learn and adapt quickly
- Not only work well with others but also lead them
Once you’ve identified these employees, find ways to help them stay and grow in the company.
For example, a Quantum Workplace study found that organizations that invest in recognizing employee accomplishments had a 31% lower turnover rate.
What are the most effective ways to train potential leaders?
The first rule of training employees to help build bench strength is not just to educate them. Rote learning is necessary, but if possible, create immersive experiences and put employees in situations where they have to solve problems and lead teams.
Use artificial intelligence (AI).
Various tools, including AI-powered by simulations, can immerse employees in realistic, interactive scenarios that help them practice skills. These simulations let them learn from mistakes without any real-world consequences.
AI can also provide continuous, real-time feedback and adjust the difficulty or complexity of a simulation based on the employee’s ability to adapt and improve.
Rely on mentoring.
Pairing high-potential employees with experienced leaders can help develop skills. These leaders can share challenges they’ve faced and how they overcame them. Mentors can also help identify which employees have the strongest potential by working closely with them.
AI can provide virtual coaching that offers 24/7 support, answers questions, and provides insights. This can help make mentoring more scalable and accessible.
If you use leaders to provide mentoring, make sure the “coaches” are effective teachers. Not every leader makes a good mentor.
Motivate employees to think strategically.
- Encourage them to ask questions.
- Reward thinking as well as action.
- Make sure employees have all the information they need.
- Foster a culture that promotes challenging, innovative thinking.
Measure to make sure your employees are making progress.
First, you need to define and clearly explain your objectives. What outcomes are you aiming for? Do employees fully understand what they’re learning and why?
Make sure employees finish the training with a clear idea of what they’ve achieved and the next steps to move forward.
One commonly used approach is the Kirkpatrick Method, which is designed to:
- Evaluate learners’ reactions to the training.
- Measure the knowledge and skills gained during training.
- Assess behavioral changes (if any and to what extent) after training.
- Measure the training’s impact on business goals and results.
Using an approach like this can help support your training efforts and employee development.
Ready to build your bench strength?
Why leave your organization open to the risks of losing valuable talent or missing it in the first place? Find out why it may be beneficial to partner with Marsh McLennan Agency (MMA) to help build long-term success.
Contact your MMA representative to learn how we can support your efforts to identify high-potential employees, develop them into high performers, and build a resilient workforce to support your future.
