What do you do if performance evaluations aren't aligning with your succession planning goals?

When performance assessments diverge from succession planning objectives: 1. Evaluate and adapt the assessment criteria. 2. Offer constructive feedback and assistance for improvement. 3. Provide opportunities for professional growth. 4. Explore potential alternative roles. 5. Periodically review and adjust succession plans. 6. Maintain clear communication regarding goals and expectations. 7. Gather input from relevant stakeholders. 8. Address any systemic issues if identified.

I love this one! Succession plan is higher priority that performance evaluation (note! not performance, only it's evaluation) so scrap your process. Redesign to feed the right data from performance management into succession planning. Let's take an example. You are looking for your N-1 leaders. Their core skills are expertise, pragmatism, balance. Then your PMS must also gauge these qualities above all to see if someone has N-1 potential! Simple. (If you think it's not simple, setup a call with me)

Cuando las evaluaciones de desempe?o no coinciden con los objetivos de sucesión, es crucial abordar la discrepancia con sensibilidad. Evalúa las razones detrás de la falta de alineación, considerando factores como la comunicación, la claridad de los criterios de evaluación y el desarrollo profesional de los empleados. Brinda retroalimentación específica y apoyo para cerrar las brechas de desempe?o identificadas. Explora oportunidades de desarrollo personalizado, como mentoría o capacitación, para preparar a los empleados para roles futuros. Asegúrate de que las evaluaciones y la planificación de sucesión se ajusten para garantizar la coherencia y el crecimiento continuo del talento.

Adjust targets to reflect both current performance metrics and future leadership needs, bridging gaps between today's output and tomorrow's aspirations.

Reassess hiring criteria and onboarding competencies. If position is not correctly aligned with education, experience and soft skills, there will be disparity with performance.

Let’s agree performance is a key for succession planning. You may minimize its weight if you think it is full of biases. I suggest we add some checkers like peers’ reviews and Customers feedback plus add more assessments. Keep testing your methods and tools and manage weight carefully Assessment can be expensive but you may develop your own assessment. Either ways, performance evaluation should be handled carefully and having other assessments would always help to avoid bias.

Scrutinize the criteria and tools used for evaluations, making sure they're unbiased and comprehensive. Ensure they measure qualities vital for future roles, not just present duties, to promote a fair pathway to succession.

Unfortunately, talent and leadership development are rarely a match. Too often, companies use a canned approach to leadership that does not match the organization's culture, values, and expectations. Additionally, many programs do not take into account the unique skills, attributes, and experience of the people in them. This leaves both employees and senior leaders frustrated and unfulfilled. I recommend using a G.L.A.D. (Global Leadership and Development) Matrix to identify and customize succession planning needs. This matrix identifies clear opportunities for employees on a personal level, helps them understand how others view them (peers, subordinates, and leaders), and ensures alignment with organizational goals.

Explaining to your employees how their performance metrics tie into the larger career progression framework will help them understand the 'why' behind the 'what' and drive them toward the shared goal.

Integrate succession planning into regular performance discussions, ensuring continuous alignment and relevance. This holistic approach ensures that performance management feeds directly into future planning.

Consider the company culture and internal politics that may influence evaluations and succession decisions. Be mindful of the diversity and inclusivity aspect, ensuring that the opportunities for advancement are equitable. Additionally, consider external factors like industry trends and market changes that might necessitate shifts in your planning.