How do you communicate and implement succession plans across the organization?

Taking the time to define what constitutes as a 'critical' role' is important. A role can be critical across the organisation, across the specific function or across the specific team. Not all roles are critical and require succession planning BUT some roles across all levels can be critical and require succession planning. Some key parameters that help here are - 1. What impact does the role have on the cost and revenue outputs of the organisation? 2. What level of impact does the role have in furthering the strategy? 3. How difficult is the role (skills) to source a replace for?

In my experience, after defining what are key roles that you want to have successors for step that you should not skip is: Learning needs analysis (LNA) Why? Because that way you will make sure you do the role profile according business needs, and on the other hand you will assess your successors for what they may lack to fill needed position. This is the only way you do it precisely and professionally, minimizing management and assessors' subjectivity. So, go and: 1. Create (or review) profile of identified key roles 2. Assess competencies of potentials successors (in early pool) 3. Do comparison of previous two and define competency gap you need to work on with successors Follow me for more! :)

Start with a conversation in your team to understand: > aspirations and dreams > wishes and wants > vision and goal Often the performance reviews and development plans are focused on the present. It is important to bring the conversation about the future to prepare for succession. Whether it is a succession for yourself or the person in your team, it all starts with an open conversation about what's next. #TheGoodBusy

When developing succession plan keep in mind minimizing subjectivity as much as possible. How? Ensure two (at least) sources for application to identified key role For example: nomination by senior managers and free form for application amongst employees. This is important in terms of diversion and inclusivity, broader opportunities for personal development and dealing with unconscious bias.

Always stress on how succession plan that you made with your team will support business strategy. Focus on: -why and how you identified roles for succession plan -why and how you will assess candidates -what each stage of successors development will look like -what are expected outcomes that will support business and explain in what way Be sure to communicate concise, transparent and inclusive. You do not want to only present what you made you want to discuss it with management/leadership team and take their perspective into consideration.

To engage your successors in their development plan keep in mind: -to stick to their personal needs and competencies they lack to fulfill needs for role they are developing for -to engage different learning styles -to use internal developmental resources such as mentors -to use coaching to support immediate application what they have learned in trainings and to remove/respond to their concerns to empower them in their new role -to give them "hands on" experience, like doing some of the activities they would have to perform once they are promoted Follow me for more! :)

There is value to incorporating success metrics to better understand the value of the SP strategy. Some metrics (at an organisational level) that may support are - 1. Development investment for successors (vs non successors) 2. % of leadership positions filled internally vs externally 3. Average tenure of successors, average turnover of successors 4. Pipeline utilisation - % of roles filled with identified successors 5. Development plan activation for successors (vs non successors)