SUCCESSION PLANNING

Succession planning is the process

systematically
identifying, assessing, and developing employee talents to

of

meet the future staffing needs of an organization.

EFFECTIVE SUCCESS'.O* PLAN NING

A graphic representation of a six-step process for effective
succession planning.

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Succession Planning Process icontinued)

Step 1: Link
This step involyes:
Strategi aBd
Workforce Planning . Identifiring the long-Eerm vision and direction
Decisions
. Analyzing future requirements for products and ser+ices

.
.
.

Step 2:

Analyze

Gaps

Us;ng data already collected

Connecting succession planning to the vafues of the
organization
Connecting succdssion ptanning to the needs and interests of
senior leaders,

This step jnvolves:

Identif/ing core competencies and technical competenqy

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.
.
.

Determining current supply and anticipated demand

requirements

Determining talents needed for the [ong term

Identifying "real" continuity issues

Developing a business plan based on long-term talent needs,

not on position replacement,

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ldentifiling core competencies and technical competen.y

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.
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.

Determining current supply and anticipated demand

ii1"ai,er+

requirements

Determining talents needed for the tong term

identifying'real"continuity

issues

Developing a business plan based on long-term talent needs,

not on Fosition replacement,

This step involves:

.
.
r
.
r

Using pools of candidates vs. development of positions

Identifying tafent with critical competencies from multiple

levels-early in careers and often
Assessing competency and skill levels of current l',iorkforce,
using assessment instrument(s)
Using 3600 feedback for cievelopment purposes
Analyzing external sources of taleni.

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Succession planning process (continued)

Step

4: Develop

This step involves:

Succession

strategies

Identifying recruitment strafegirs:

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Recruitrnent and relocation bonuses

Speciai programs

Identifying retention strategies:

Retention bonuss

Quality of u.rork life progranrs

Identifuing developrnent/learning strategies:
- planned job assignments

Step 5: Implerirent

Assessnrent and feedback

Shadowing.

Formal development
Coaching and mentoring

This step involves:

Successaon,

Strategies

.
.
.

Implernenting recruitment strategies (e.g,. recruitnlent and

relocation bonuses)
Imp.lementing retention strategies {e.g., retention bonuses,
quality of work life programs)

Implementing development/learning strategies (e.g., planned

job assignments, formal development, Comrnunitiei of

Practice)

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Comnrunicationplanning
Determining and applying nteasltres of success

1.;

Reasons for Succession planning

1. Succession planning enables an organization to respond

appropriately and stay on track when inevitable and
unpredictable changes occur. It provides for continuity and
future direction even in the turmoil of change.
2. It helps develop people as they prepare for new experiences
and jobs and this development can also help improve their
performance in current positions.

3. When Succession planning takes into account employees

performance and promotes them for it, employees are
positively motivated.

4. It supports new organizational structures and flexibility by

explicitly providing backups to various positions, thereby
reducing organrzational dependency on any one employee.

5.

It

saves time and money by having plans already in place to

enable smooth internal employee movement and continuity

and therefore external hiring is an exception to the process.

TIPS FOR SUCCESSFUL SUCCESSION PLANNING

Ensure senior management is on-side.

tr Set specific goals. For example to reduce

turnover by a certain percentage, or to
increase internal promotions by a specific
percentage.

tr This kind of goa-l .setting will demonstrate

the effectivenes-s of the program.

tr Plan and design the program thoroughly.

ldentify who will be involved and how often
you will meet to review your progress and
accomplishments.

tr Determine assessments and create templates.

Keep assessments simple and promote objectivity.
Multiple assessments might be required for fairness.

D Design a reporting process. What do you want to

know? How will you track career progression,
history, terminations and performance development?

tr Train managers and supervisors. Ensure that

managers are trained on how to approach employee
performance appraisals and ranking in an effective
manner without introducing bias.
EEvaiuate the program on a regular basis.

E Revise

as necessary.