I've recently joined an organisation in which there is not much business growth and not much movement either - especially in relation to new openings in management roles. Therefore, the non-management colleagues feel there is little opportunity for progression, so are more likely to exit the business to seek other opportunities or remain in the business with little motivation.
My initial thoughts are to still provide succession planning for the organisation based upon the ideas that movement will eventually happen, be it sooner or later and that a business needs to be prepared. For those being developed, they are being kept engaged and are in the best position to take on a management role in our organisation should one arise.
Without this approach, how can we keep our ambitious colleagues engaged in the organisation?
I'd appreciate your thoughts!