Succession Planning and Management (SPM) is one of
the major components of workforce planning aside from traditional HR functions.
In fact, SPMs are essential to doing business because no matter how certain the
future seems, we need to plan for the big picture. The big picture focuses on
current and future needs as well as possible unplanned events which affect how an
organization functions. For instance, a leader may become ill, tender resignation,
or an unexpected weather event such as tornado that displaces key employees. I
suggest organizations create SPM plans to ensure continued operation of the
organization. Based on my experience, I recommend creating a SPM at least 3-5
years prior to the projected key role vacancy date with an “emergency temporary
succession,” in case the leader is unexpectedly unable to maintain the role to
death, illness, or resignation.
SPMs are defined as an organization’s systematic
approach to attract, hire, and retain key employees to ensure continuous leadership
for key roles within the organization through personalized training to develop
his/her knowledge, skills, and abilities needed for advancement. There are
three things involved in succession planning, which include:
Replacement Planning: reactive
planning to replace employees in key roles based on organization’s “silos” of names
of employees who could potentially fill the vacancy. Generally, it is assumed that the
organizational structure will not change and employees’ readiness is assessed
for the role. There is little to no direct development of employees.
Succession
Planning:
proactive planning to replace employees in key roles based on identified talent
pools. Generally, an individualized/group development plan is created based on
organizational bench marks to ensure the identified employee pool is ready for
advancement when a vacancy becomes available.
Succession
Management:
Overall management of the leadership transition process.
Succession management steps can include but are not
limited to the following. To make it easier, I have matched the steps to the
change management process:
1. Identify
Key Roles (Define Stage)
·
Ex. Ex. Deliverables: identify
stakeholders, potential dates of vacancies, business goals/objectives, visions,
etc…
2. Preform
Succession Assessment i.e. Competency Skills Gap, Organization Readiness, etc. (Define/Design
Stage)
·
Ex. Deliverables: potential talent pool
profiles (internal/external applicants), recruitment/retention strategies, retirement
readiness, temporary “emergency succession pool, and reports outlining results
of organizational readiness and skill competencies gap assessments.
3. Create
Individual/ Talent Pool Development Plans
(Design/Develop Stage)
·
Ex. Deliverables: Individual career path
plans, training materials, revised job descriptions to include succession path,
and etc.
4. Implement
Development Plans (Deploy)
·
Ex. Deliverables: Trainings, Job
Assignment Rotation, and other activities to increase skills and knowledge.
5. Evaluate,
Revise, and Maintain Succession Planning (Deploy/Hand-off)
·
Ex. Deliverables: Make changes to plan
based on vacancy inventory, skill gaps competencies, and changes in current/future
needs of the organization.
Succession management is an ongoing and continuously
evolving guide or roadmap that outlines succession. Plans are not set in concrete and should not
be overly complicated to change. Remember, organizations needs will change
based on current/future needs, therefore, positions can be added or eliminated
at any time.
Please feel free to comment or ask questions.
Dr. Kay
