The core idea
Talent management coordinates how an organisation attracts, develops, deploys and retains people with capabilities it needs. Some approaches focus on a selected group; others emphasise the potential contribution of the whole workforce. Armstrong and Taylor discuss the choices behind these approaches. Succession planning is one application: preparing credible cover and longer-term capability for important roles.
Source and attribution [1]Using it in practice
Identify roles or capabilities whose absence would create a significant problem. Distinguish immediate cover from readiness for a future role. Define what evidence of readiness looks like, include more than one route to development and discuss aspirations with employees. Review plans regularly as strategy and personal circumstances change. Make broad development access visible even when some roles require targeted investment.
An example, not a reported case
Worked example · illustrative
A regional operations role has only one obvious successor. Instead of labelling that person as guaranteed to progress, HR creates cross-site assignments and supported deputy responsibilities for several interested employees. Readiness is reviewed through evidence from the work. The organisation improves cover while employees gain useful experience without a promise of promotion.
What to watch for
Potential is uncertain and context dependent. A strong performer in one role may not want or suit another. Closed nomination processes can reproduce existing networks and stereotypes. Avoid presenting talent labels as permanent identities or disclosing speculative ratings more widely than necessary.
Separate performance, potential and aspiration
Current results, capacity to handle different work and desire for a future role are different questions. Discuss each explicitly. Examine whether apparent low potential reflects missing opportunity, limited visibility or an unrealistic assessment method.
Develop through real work
Use temporary assignments, project responsibility, mentoring and supported stretch tasks with clear learning aims. Agree workload and feedback. Stretch should develop judgement, not leave someone unsupported in work beyond their competence.
Test the plan against disruption
Ask what would happen if the expected successor left, declined or was unavailable. Build alternatives through team knowledge, documented processes and external recruitment options. A succession chart is useful only if it changes preparedness.
Take it into your next conversation
Three useful questions.
- Which capability would be difficult to replace?
- Who has had too little opportunity to demonstrate readiness?
- Have we discussed aspirations rather than assumed them?
Related terms
Go to the evidence
Sources & attribution
Further reading: Michael Armstrong with Stephen Taylor (2023), Armstrong’s Handbook of Human Resource Management Practice, 16th edition, chapters 28. Edition & reading notes ↗
[1] Armstrong & Taylor (2023), 16th edition, chapters 28 — reading notes ↗
The core idea is an original summary of the cited work. Application notes, examples and sketches are our interpretations, not quotations or reproductions of the authors’ figures. Publisher records may require access to read the full original work.
Original teaching guide informed by the cited handbook chapters. The four-step sketch is an ADM HR application aid, not a named Armstrong model. Examples are invented. The 2023 book is not used to establish current employment law.
Published 2026-09-25 · Reviewed 2026-09-25. Editorial approach