During the course of my executive recruitment work, I have had the opportunity to observe and review a large number of corporate security organizations globally. There are two typical scenarios that occur more often than not:  1) The individual leaving due to retirement or career advancement feels certain their “Number 2” is the person their current organization will choose to lead the program upon their departure, and their company has a very different view; or 2) There is no talent development structure in place at their enterprise, so the role is filled with an experienced, externally-sourced candidate.

One of the best legacies you can offer your current employer is to develop a sustainable program now that results in external talent replacements only selectively in the future. Following are several actions you can take to help build and improve your staff development process: