ABSTRACT
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.
