Succession Planning

The Process of HR Planning

Human resources planning is a process that

identifies current and future human resources
needs for an organization to achieve it goals.

Human resources planning should serve as a

link between human resources
management and the overall strategic plan
of an organization.

What is Succession Planning?

The process of identifying highpotential employees, evaluating and

honing their skills and abilities, and
preparing them for advancement into
positions which are key to the success of
business operations and objectives.

Determining workforce trends and

predictions.

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

Benefits of Succession Planning

Aligning strategic goals and human resources

to enable the right people in the right place at the
right time to achieve desired business results
The development of qualified pools of
candidates ready to fill critical or key positions
Providing stability in leadership and other
critical positions to sustain a high-performing
operation

Benefits of Succession Planning

Identifying workforce renewal needs as a

means of targeting necessary employee
training and development
Helping individuals realize their career plans
and aspirations within the organization
Improving employees ability to respond to
changing environmental demands, and
The opportunity for timely corporate
knowledge transfer

We put good people in

big jobs before they are
ready.
Pepsi Co.

Why is it Important to Have a

Succession Plan?

To avoid extended and costly vacancies in

key positions and assure the stability of business
operations.
To provide meaningful developmental
opportunities for both the organization and its
employees as it targets key leadership positions
at varying levels.
To help develop a diverse workforce by
enabling decision makers to look at the future
make-up of the organization as a whole.

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 managements 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 is
held to review progress of key talent and to refresh or
revise their development plan.

Its vital to Communicate it!!

Once a workable succession plan is

developed, it is critical to keep it
current and to communicate it to
all employees.

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Communicating the Plan to Employees

Determine the method of communication; all staff

meetings, employee newsletter, public affairs
announcement, etc.

Take this opportunity to inform employees about the

benefits of developing a succession plan and how it
affects them.

Employees recognize that the organizations

management looks toward the future with optimism
and invests in employee development and growth.

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Steps Involved in Succession Planning

Step 1: Identify critical positions

Critical positions are the focus of succession planning

efforts. Without these roles, the department or agency
would be unable to effectively meet its business
objectives.
Workforce projection data or demographic analysis is
essential in identifying risk areas.
A risk assessment may also be conducted and
compared to current and future vacancies to identify
critical positions within your organization.

13

Steps Involved in Succession Planning

1.

2.

14

Step 2: Identify competencies

essential for guiding learning and development plans,
setting clear performance expectations, and for
assessing performance.
current and future employees gain an understanding of
the key responsibilities of the position including the
qualifications and behavioural and technical
competencies required to perform them successfully.

Steps Involved in Succession Planning

1.

15

Step 3: Identify succession management strategies

Now that critical positions have been identified and
have been profiled for competencies, the next step is to
choose from a menu of several human resource
strategies, including developing internal talent
pools, onboarding and recruitment to address
succession planning.

Steps Involved in Succession Planning

Step 4: Document and implement succession plans

Once strategies have been identified, the next step is to

document the strategies in an action plan. The
Succession Planning: Action Plan provides a mechanism
for clearly defining timelines and roles and
responsibilities.
Step 5: Evaluate Effectiveness
To ensure that the department or agencys succession
planning efforts are successful, it is important to
systematically monitor workforce data, evaluate activities
and make necessary adjustments.

16

Selecting Key Employees 9 Box Grid

17

Selection is based on available candidates. There will be

some available candidates who are ready while there will
be some who will not meet the demands of critical
positions and in some cases there will be no identifiable
candidate for succession at all.
A common method used to chart the available
candidates and their readiness level to succeed is a 9box grid.
The 9-box grid helps management to visualize the
available successors along with the
strengths/weaknesses in the plan.
The next slides depict an example of a 9-box grid and a
sample readiness chart.

Sample 9-Box Grid

Potential

Satisfactorily Placed

High Professional

High Potential

Remain at current level of

organization, in current or
similar role; has likely
achieved highest career level.

Able to do the work of

bigger jobs at the same
management level in the
next 1 to 2 years.

Able to do the work at the

next management level in
3 to 5 years or sooner.

Box 4

Box 2

Box 1

Outstanding/
Excellent

Highly valued, seasoned

professional in current role;
remain at current level.

Does extremely well at current

job with potential to do more,
give stretch assignments to
help prepare leader for next
management level.

Consistently performs well

in a variety of assignments,
prime targets for recruitment
by other companies.

Box 7

Box 5

Box 3

Effective

Probably solid performers in

current roles. Could progress
higher in specialty and
become a box 4.

These individuals should be

considered for a bigger job at
the same level if they can
deliver better results.

Current role may still provide

opportunity for growth/
development; focus should
be on helping them improve
performance.

Box 9

Box 8

Box 6

Needs
Improvement

Consider reassignment,
reclassification or exit.

Tight performance
management is crucial,
consider helping leader
manage time more effectively.

Maybe job mismatch, new

hire with lots of potential,
or new assignment. May
require coaching to improve
performance.

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*Source: Motorola 9 Box Grid Definitions

Sample Readiness Level Chart

Succession Plan
Organization Name, Department Name
___________________

Position
Vulnerability
Key Position
Title

19

Incumbent
Name

Open
in
< 1 Yr

Open in
13 Yrs

Succession Candidate
Names
Open
in
3 + Yrs

Ready
in
< 1 Yr

Ready
in
13 Yrs

Ready in
3 + Yrs

Keeping the Plan Current

How will the plan be kept current?

20

Develop a recurring timeframe, whether

semiannually or annually.
Determine effectiveness of existing plan.
Determine whether the current plan still meets the
organizational objectives.
Determine whether the candidates have changed and
make necessary adjustments in the plan.
Assess and develop new candidates as with initial plan.

ADC Telecommunications

Experiences Profile
General Manager
1. Bottom line accountability; Has managed a P&L
2. Experience in several different functional assignments

3. Negotiation of a relationship with an external partner

4. Living and working in multiple locations including overseas
5. Has multi-company or multi-divisional experience
6. Management of a unit during a downturn; Has effected a turnaround
7. Successful product creation and deployment
8. Heading up a start-up or new venture assignment
9. Significant customer contact; Has demonstrated the ability to close big deals

10. Successful experience in transforming the culture of an organization

EXECUTIVE DEVELOPMENT PLAN

NAME: ________________

2. Special Assignment: (What task force, projects, or special

assignments will be given this year to aid development?)

TITLE: ________________

Overall Performance Summary:

(Indicate recent performance including major accomplishments
or performance issues.)

Key Strengths:
(List 2 - 3. Indicate key technical or professional competencies,
skills, or knowledge the person has.)

Development Needs:
(List 2 or 3. Indicate key experiences, skills, or knowledge the
person lacks in order to move to the next level.)

3. Training: (What specific training or seminars are

recommended this year for his/her development?)

Potential For Promotion:

(Indicate this persons readiness to be promoted to the next
organizational level.)

Ready now for the next level.

Ready in the next 24 months.
Ready in 2 to 3 years.

Development Actions:
1. On The Job: (What new responsibilities do you plan to assign
to help this person develop this year?)

Recommended Next Position: (List the next assignment that

would most benefit the individual in his/her development.)

Development Toolbox
Highest Return
Full Job Change Focused On Development Needs
Job Restructuring Based On Development Needs

Mini P&L Assignments

Cross Divisional Project Leadership Or Assignment
Focused Coaching & Counseling
C. M. Denny Leadership Scholarship

Industry Representation
Customer Visits Accompanying Senior Executives
Formalized Education Programs
Full 360 Degree Feedback and Evaluation
Motivated Self Development
Seminars and Conferences

Lowest Return

DEVELOPMENT TOOLBOX
On The Job:
Job Enrichment
Special Projects
Committee Assignments
Task Force Participation
Lead Person Responsibilities
Giving Presentations
Preparing Proposals
Installing A New System
Leading A New Program
Temporary Job Assignments
Full Job Change

Learning From Others

Working With a Mentor
Teaming with an Expert
360 Feedback
Focused Interviews
Training & Education
Seminars & Conferences
Continuing Education
E Learning
Cross Training

Semi-Annual Succession Planning Review

Review of succession candidates and

development plans in each organizational unit
Report development progress and make necessary
adjustments to the plan
Orchestrate moves for the next six months