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Succession Planning: Succession Planning Is A Process For Identifying and

Succession planning involves identifying and developing internal talent to fill key leadership positions when they become available. It prepares employees for leadership roles through experiences and training to ensure a pipeline of qualified candidates is available. The document outlines the goals, components, and steps of an effective succession planning process, including assessing positions and talent, developing individual plans, and monitoring progress.

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Lokesh Soni
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277 views15 pages

Succession Planning: Succession Planning Is A Process For Identifying and

Succession planning involves identifying and developing internal talent to fill key leadership positions when they become available. It prepares employees for leadership roles through experiences and training to ensure a pipeline of qualified candidates is available. The document outlines the goals, components, and steps of an effective succession planning process, including assessing positions and talent, developing individual plans, and monitoring progress.

Uploaded by

Lokesh Soni
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Succession planning

 Succession planning is a process for identifying and


developing internal people with the potential to fill
key leadership positions in the company.

 Succession planning increases the availability of


experienced and capable employees that are prepared
to assume these roles as they become available.
Purpose of succession plan
 Preparing for the transfer of leadership “Grow their
Own”

 Manage Diversity to survive in global culture

 Control the learning curve

 Increase commitment and loyalty


Examples of successful succession
planning
 Sports teams.

 The executive branch of government.


Examples of organizations with no
succession plan
 Rock Bands

 Family owned businesses


Goals of Succession Plans
 Identification of company critical skills

 Identification of company critical positions

 Identification of future vacancies

 Identification of future leaders

 Identification of training required


Succession Planning Components

Leadership Support
2. HR Audit Gain Buy-in from Senior Management 3. Identify High Potential
Develop a Pool of HighIdentify Top Leadership Experience,
Education, and Job Experience Successors
Potential Candidates Establish nomination criteria.
Experience, Education, Manager/Mentor

Make Adjustments Integrated


Monitor and Evaluate Progress and Results Recommendation

Leadership 4. Identify
1. Replacement Development Successor
Developmental
Planning
Identify Readiness of Successors
Needs
for Key Positions Identify skills gap, set goals, create
Review Performance and
Development with Key
5. Create Development development plan
Determine measurable goals and
Management Staff Opportunities outcomes
Developmental Activities/Projects
Mentoring/Coaching
Create a Leadership Succession Plan
Key Elements in Plan Design
 Championed by top management
 Integration with strategic business plan
 Identification of critical positions
 Determination of future operational criteria-success

factors
 A review of HR forecasting
 A system of communication
 A system for identification, nomination and selection

of candidates
Succession Planning: Key Elements
Assessment of
Key Positions

Identification of
Key Talent

Key
Elements
Development
Monitoring & Review

Assessment of
Key Talent

Generation of
Development Plans
Succession Planning: Key Elements
1. Assessment of Key Positions:
• What are the competencies and experiences needed
to qualify for each key position?

2. Identification of Key Talent:


• Typically people at the top two levels of the organization
and high potential employees one level below.
• Identified by their management’s assessment of their
performance and potential for advancement.

3. Assessment of Key Talent:


• For each person on the radar screen, primary development
needs are identified focusing on what they need in order
to be ready for the next level.
Succession Planning: Key
Elements
4. Generation of Development Plans:
• A development plan is prepared for how we will help
the person develop over the next year.

5. Development Monitoring & Review


• An annual or semi-annual succession planning review
held to review progress of key talent and to refresh or
revise their development plan.
Steps in Succession Planning Process
1. Gain Buy-in from Senior Management
2. Identify succession planning purpose and goals.
3. Assess the organizations current and future business strategy and top leadership
replacement needs.
4. Identify and analyze key positions.
5. Assess candidates against job and competency requirements.
6. Identify development strategies.
7. Define succession planning process and procedures.
8. Communicate and implement succession planning.
9. Collect information from employees regarding their career interests and expertise.
10. Assess employee competencies.
11. Create individual development plans.
12. Select people to potential fill positions.
13. Develop, select, and schedule training and development programs.
14. Monitor progress.
15. Measure and evaluate outcomes.
SUCCESSION PLAN SUMMARY
ORGANIZATION:_____________________
Position Succession Candidate
Vulnerability Names
Key Position Incumbent
Open Open Open Ready in Ready in Ready in
Title Name in in in
< 1 Yr 1–3 3 + Yrs < 1 Yr 1–3 Yrs 3 + Yrs
Yrs
SUCCESSION CANDIDATES

KEY POSITION TITLE

________________________
Backup Candidate Name:
______________________
Current Title:
________________________________
Div: ______________ Level of Readiness
(Circle One):
Within 1 Yr. 1–3 Yrs. 3–5
Yrs.
____________________________________
______________
Strengths for this position:
EXECUTIVE DEVELOPMENT PLAN 2. Special Assignment: (What task force, projects, or special
assignments will be given this year to aid development?)
NAME: ________________ TITLE: ________________                

verall Performance Summary: 3. Training: (What specific training or seminars are


ndicate recent performance including major accomplishments recommended this year for his/her development?)
performance issues.)              
      

     

ey Strengths:
ist 2 - 3. Indicate key technical or professional competencies, Potential For Promotion:
ills, or knowledge the person has.) (Indicate this persons readiness to be promoted to the next
              organizational level.)

evelopment Needs: Ready now for the next level.


ist 2 or 3. Indicate key experiences, skills, or knowledge the
rson lacks in order to move to the next level.) Ready in the next 24 months.
             
Ready in 2 to 3 years.

evelopment Actions:
On The Job: (What new responsibilities do you plan to assign Recommended Next Position: (List the next assignment that
help this person develop this year?) would most benefit the individual in his/her development.)
             
PLANS FOR SELECTED TALENT
ORGANIZATION:_____________________
Name Title High Level Plan

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