Human Resource Planning
This term describes the process of reviewing talent to ensure the organization has the right people in the right roles at the right time.
Human Resource Planning (HRP) / Talent Planning
This widely used model states that 70% of learning occurs on the job, 20% from others, and 10% from formal instruction
The 70-20-10 model
Exceptional leaders typically have at least this many clearly recognized strengths.
Three or More
In Larson & LaFasto’s model, this is the foundation: a goal that is both specific and meaningful.
A clear, elevating goal
This social style is less assertive, less expressive, and focuses heavily on details and logic.
Analytical
These two elements are compared in forecasting to determine whether the company faces a surplus or shortage of employees.
Labor demand and labor supply
To ensure transfer of training, organizations must provide an opportunity to apply and create this kind of environment
A supportive climate
Great leadership is less about the absence of weakness and more about the presence of these.
Recognized strengths
According to Lencioni, this dysfunction sits at the bottom of the pyramid and undermines all others.
Absence of trust
This outcome of influence involves agreeing to a request but only doing the minimum because the commitment is external, not internal.
Compliance
This tool, also called a transitional matrix, tracks internal movement such as transfers and promotions over time.
Markov analysis / Transitional matrix
These individuals challenge people, listen well, give private feedback, and "shoot straight," making them essential to development.
This stage of development planning involves identifying actions that improve strengths and development
development action planning
Teams that thrive emphasize open communication and trust, creating this kind of collaborative environment.
A collaborative climate
Someone who flexes their communication to meet others’ needs is demonstrating this key interpersonal capability.
Versatility / Adaptability
This principle emphasizes that HR planning outcomes are only as strong as the information fed into the process
Garbage In, Garbage Out
Effective mentoring programs require this key characteristic (participation must be this, not mandatory)
Voluntary
These two components, along with organizational needs, form the “talent excellence sweet spot.”
Competencies and passions
This method helps teams avoid groupthink by encouraging multiple options and perspectives during conflict.
Multiplying the alternatives
Drivers and Amiables often experience challenges because their styles sit in this opposite relationship on the Social Styles matrix.
Diagonal opposition / toxic relationship
HR planning discussions follow three main sequential elements, which are...
Individual Development planning
talent review discussions
HRP presentations
Examples include personalized learning paths, adaptive learning systems, AI mentors/tutors, VR/AR simulations, microlearning, or AI-driven skills mapping.
This type of flaw, if not addressed, can derail a leader’s career regardless of strengths.
A derailer or fatal flaw
Virtual teams require clear structure because they can’t rely on this form of easy day-to-day interaction that naturally builds trust.
informal or spontaneous face to face interaction
Influencing upward involves building credibility and presenting solutions. One of the most important strategies is aligning your idea with these.
The leader's goals, priorities, and interests