This paper intends to provide guidance on talent planning, with specific emphasis on role clarity. Given the flurry of activity being conducted during capital projects and transitions to operations, developing a talent plan may appear to be somewhat administrative or insufficiently urgent. This often leads site leaders to forego a focused and thoughtful talent planning process, treating the “people” workstream of Operational Readiness as a purely tactical staffing effort assigned to recruiting and HR and possibly with insufficient ownership from operational workstream leaders.
Role-based Talent Planning
Director, Human Performance, CAI
Serving as the Global Director Human Performance Services at CAI, Harry Benson leads a team of experienced professionals in developing and executing structured programs, processes, and tools across industry sites to prepare, standardize, and improve the performance of their people. A former nuclear-trained submarine officer, he is an expert in organizational culture and structure, operational staff readiness, and continuous improvement. With decades of experience in applying current methods for organizational effectiveness, his work has driven strong measurable improvements for a wide range of companies and sites. Harry has a B.S. from the U.S. Naval Academy and a master’s in International Business from Wright State University. He and Karen live in Dayton, Ohio.