How can you create a succession plan that works for your company?

I have implemented a notion of "development readiness" for every colleague. This is applied to the entire population in the org instead of the typical "HIPOs" focus. When leaders understand what each employee development needs are at any given moment and acts on them, the organization actually has created the opportunity to go very deep on succession planning. It is no longer just focused on the top two layers of the org. We need to actively "ready" as many colleagues as possible for future leader or other positions. With learning & development modalities being so accessible and cost effective why not expand the idea of succession planning to as broad a population as possible?

Creating a successful succession plan involves several key steps. First, identify critical roles within the organization and the skills required for each. Then, assess current employees' strengths, development needs, and career aspirations to identify potential successors. Provide targeted training, mentorship, and development opportunities to prepare them for future roles. Implement a transparent and well-communicated process for identifying and promoting internal talent. Regularly review and adjust the succession plan as needed to align with changing business goals and workforce dynamics.

In my experience, the first step is to look at the needs of the business in future and assess which roles will be critical for business success. One can use Discovery Interviews, Focus Group Discussions, Performance Reviews to gather inputs. This should be followed by a high potential identification and development program. Looking at a leadership journey that is tailored to the success factors for the organization along with mentoring and coaching can help this pool get future ready.

Start by identifying key roles, talents, and potential successors. Encourage skill development and mentorship. Foster a culture of growth and open communication. Document processes and knowledge transfer. Regularly review and adjust the plan based on performance and organizational changes. Ensure transparency and support for all involved.

In my experience the plans that are simple, realistic and fact-based always win over those that look “pretty” but never get used. We must remember that the average tenure of talent is approx 3-4 years. Best to follow the adage: where much is given, much is expected in return. So we should hire people and provide good management, a wholesome culture (not caustic) and opportunities for development IN RETURN FOR TOP NOTCH PERFORMANCE AND RESULTS!

1. Document Processes and Knowledge: Ensure that key processes, information, and knowledge are documented and accessible to successors. 5. Identify Potential Successors Identify individuals within the organization who have the potential to fill key positions in the future. 6. Create Development Plans Work with potential successors to create personalized development plans to prepare them for future roles. 7. Implement Cross-Training: Encourage cross-training and job rotation to broaden employees' skills and knowledge. 8. Communicate the Plan: Communicate the succession plan to relevant stakeholders, including employees and senior management, to ensure buy-in and support.

Careful considerations of strategic recruitment, job evaluation and onboarding processes must be linked to carefully designed career planning, and skills development strategies. The must be a continuous review if the capacity also relating to knowledge, expertise, partnerships and stakeholders engagement ...which is targeted at impactful implementation of all interventions addressing the filling of gaps in the overall effectiveness of the workforce at all levels. This includes performance management, monitoring, and evaluation.

6 Process Steps to evaluate for your org that lead to better Succession Planning; The critical position process: Are you doing succession for the right positions? The nomination process: Are you identifying all relevant candidate? The evaluation process: Are you accurately identifying a successors readiness? The development process: Is enough being done to get the person ready? The retention process: Are you keeping your top talent? The transition process: Is there a transition plan in place when the successor is appointed?

Creating success profiles helps for critical roles helps organisations to identify the best fit. The Success profiles lays down the expectations and make it easier to map the candidates and come up with an objective development path for them.

That specific act comes as a sustained process granted by governance and standardisation tools, however that couldn’t be successful without a real HRIS that copes with corporate goals and communicated strategic priorities; the target was knowing is there any particular posts so as to cope with dynamic requirements as our industry and type of business is demanding full awareness of competition based on safety and quality standards, apart of new AI trends. So selecting successors fulfilling industry requirements blended with authentic attitude is not an easy job without reliable HR system based on professionals along full decision takers support.

The importance of developing successors cannot be overstated. This is the step where many companies fail. Help successors write detailed development plans, emphasizing experiential learning. Create accountability for both the successor and their manager to coach and give feedback to the succezor. Talent professionals can intervene to ensure that development plans are specific and that they progress. Talent professionals can also create dashboards to create visibility for senior leadership. Finally, the right metrics must be put in place.

To identify your successors define what is the criteria you're looking for: high level of specific expertise, a “potential” (and what does really means, specific personality traits or competencies. Create an extra success profile - what one needs to successfully perform in the forts 6months in the role and what they need to achieve success after 2 years. If you don't differentiate you'll always end up bringing experienced external talent over internal inexperienced high potential.

In my experience, playing a business simulation with the workforce can surface some really key insights and challenges as a core part of succession planning. It will confirm many knowns and give assurance across many areas of thinking, whilst also bringing out some unexpected outcomes and fresh thinking and innovative ideas to take forward and actively implement in the succession plan.

Um dos maiores erros da organiza??o é n?o trabalhar o desenvolvimento interno pensando na promo??o e sucess?o. O plano de carreira é uma ferramenta fundamental nesse processo, já que é preciso entender os objetivos de carreira da pessoa, verificar se est?o alinhados ao da organiza??o e ao que ela pretende lhe oferecer. Dessa forma evita-se frustra??es dos dois lados, e ainda é possível investir energia e dinheiro de forma mais assertiva para essa prepara??o.

The right fit successor never exists, which also doesn't necessarily mean go ahead with (only) option that is perceived. Identification of successor should also be part of strategy with some checklist that allows you to evaluate successor and determine which items are OK to not have checked marks and which items are essential to have check marks. Once identification is done, the next comes strategy to build development plan by which handovers happen in relatively smooth way.

Culture plays an important role in determining how effective your succession process will be; Time horizons: Is there a culture that is future-focused, willing to invest in future leaders, sees the value in having internal successors to critical roles. Evidence-based decision making: Is there a culture of?using evidence, rather than opinion, to?drive important people decisions? Courageous conversations: Will?people speak up if?politics is driving the succession process? Risk Management: Is succession management seen as an integral part of your risk management process? Open communication: Is there a willingness to have the right conversations in a constructive way?

That is the crucial part specially in some firms that consider and believe that information is power, although communication is a real requirement of buying employees in serving strategic interests, the role of ERM ( employees relationship management) function is the main function of EVP (employee value proposition) it may be under looked in deep plants, that should be starting by satisfaction surveys and giving accountability to solve issues and gain trust of capable acts.Knowing employees needs and wants is the key to solve daily problems and fix them, then by them in to reach top performance. Different methodologies through this function shall help in sustainable development.

For creating a succession plan for a company, One can start by identifying key leadership positions and assessing current talent. Develop high-potential employees through training and individualized development plans. Establish a talent pipeline and communicate the plan transparently to stakeholders. Monitor progress regularly, address skill gaps, and hold succession planning meetings to review potential successors. Continuously review and update the plan to adapt to changes in the organization and workforce.

Effective communication will make a lot of difference. Share your plan with the current position holders and those being considered as successors. Do not raise their expectation level (of potential successors) otherwise it can bounce back in case potential successors do not get an opportunity. Circumstances can change. Involve them in the planning and execution process so that they own the whole process of succession management.

A comunica??o transparente é essencial para a implementa??o bem-sucedida de um plano de sucess?o: ?? envolver os colaboradores no processo de sucess?o, comunicando de forma aberta e incentivando a participa??o ativa, contribui para o alinhamento e aceita??o do plano; ?? estabelecer claramente as responsabilidades de cada parte envolvida na implanta??o do plano de sucess?o, juntamente com prazos e metas específicas, ajuda a manter o foco e a dire??o do processo; ?? é fundamental manter um acompanhamento constante do progresso da implementa??o do plano de sucess?o, realizando ajustes conforme necessário; ?? alinhar o plano de sucess?o com o plano de carreira dos colaboradores permite uma transi??o suave entre cargos e fun??es.

4 Measures for Selection ??) ???????????? ???? ?????????????????? ?????????? Effective succession programs must align the identification of high potentials that directly support strategic goals. ??) ?????????????????????? ?????? ?????????????????? High performance is the baseline and then potential to take on greater levels of responsibility. ??) ???????????????? ????????-???????????????????? ?????????????????? Self-Leadership is the foundational skill set that enables us to effectively express all our other knowledge, skills, abilities, passions, and values. ??) ???????????? ?????????????? ???????????????????????????? Aspiration can fluctuate throughout one’s work-life and is impacted by family, health, and other interests.

Whatever efforts are conducted along time and cost…. No gains would be achieved without fully integrated HRIS and full upper management support.

It's worth noting that succession plans initially focus on the talents who will take over without always concerning themselves with the person they are succeeding. Yet, transmission is one of the key elements of successful succession planning. This is where seniors have a significant role to play.

First of all, talent management should be structured specifically for the sector and institution. According to the growth strategy of the institution, new departments to be opened and closed should be developed in the light of future developments and in relation to the performance evaluation system.

I often ask why does this organisation exist? What does success look like? What are the skills required to ensure we stay aligned to why we exist and remain successful? When that is clear, start building up the pipeline of people who have the skills, values and commitment that aligns to where you are going. Succession is not a once off event but a series of intentional actions over a period of time that prepares the right people to step into roles that will contribute to your continued success. Factor in your values of whether development comes from within or requires you to bring in external capabilities. It’s a long game, be patient and intentional. Sustained success will require a clear view of internal and external factors.