260 Part 3 People resourcing leadership and management development in the talent management programmes of respondents. Many of them referred to the introduction of a variety of management and leadership development interventions to properly equip managers. While some spoke in general terms ­ `launching leadership and management development programmes' ­ respondents also referred to specific training and development around particular themes, including: plan and implement recruitment and selection programmes that ensure good-quality people are recruited who are likely to thrive in the organization and stay with it for a reasonable length of time (but not necessarily for life); introduce reward policies that help to attract and retain high-quality staff; design jobs and develop roles that give people opportunities to apply and grow their skills and provide them with autonomy, interest and challenge; provide talented staff with opportunities for career development and growth; recognize those with talent by rewarding excellence, enterprise and achievement; provide for management succession. change management; talent management and development; people and performance management; decision making and difficult conversations. Management succession planning Management succession planning takes place to ensure that, as far as possible, the organization has the managers it requires to meet future business needs. It is considered in detail later in this chapter. It can be difficult to introduce comprehensive talent management processes covering all the activities referred to earlier. A phased approach may be best. Resourcing activities take place anyhow, although the advantages of planning them on the basis of