How does one approach the subject of Succession Planning in order to derive maximum benefits for the organization and the individual employees? We recommend the following steps:
- Create a common context and understanding of the Process and Risks
The first stage is for the organization to create a common context and understanding of what the process is and what it is intended to achieve. The following definition may suffice to bring about the desired level of appreciation:“Succession Planning is a proactive, deliberate and systematic process to:
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Identify leadership and mission critical position requirements
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Identify a pool of talented high potential candidates
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Develop leadership and core competencies through targeted learning experiences”
As part of the definition it should be emphasized that the ultimate goal of succession planning is to enhance the capacity of the organization to grow and supply high performing individuals required for current and future organisational success.
It should also be understood that an effective succession planning system helps the organization to manage the following risks:
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Vacancy Risk – the risk of a critical role becoming and remaining vacant
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Readiness Risk – the risk of appointing successors who are not ready: thus without the requisite skills and competencies to perform
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Transition Risk – the risk of a new job holder failing to make a successful transition from old role to new role
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Portfolio – Risk of deploying successors to roles for which they do not have the background and experience
2. Review the Strategic Plan
It is vitally important that succession planning is viewed as part of the overall strategic plan of the organization. At this stage it is important to highlight the key business strategies and objectives for the organization during the plan period. You should be clear about where the organization is going and how it will get there.
In particular, you should highlight those business objectives which depend for their achievements on organisational leadership and skills capability. For example, entry into a new market or territory or significant growth or downsizing which impact skills, resourcing or training needs.
3. Organisational Structure Review
Here you should review the capability of the current organization structure to deliver the business strategy. What are the current strengths and weaknesses of the structure and what actions do you propose to address the latter? Describe any proposals to change the structure in terms of the business rationale for the proposed change and the impact that the structural change will have on the organisational skills required.
4. Determine the type of Succession Plan.
In order to ensure that the Succession Plan addresses the organization’s needs in a comprehensive manner it is essential to be clear about the type of plan to be implemented. Ask the following questions:
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Does your organization require new kinds of competencies as evidenced by the fact that you might be failing to meet certain objectives due to reasons like slow adjustments to the changing world?
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Does the plan cater for leadership and skills development?
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Where there are known vacancies coming up due to retirements, illness, relocation etc. Does the plan cover these adequately?
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Is the organization planning for radical changes?
5. Establish a Succession Planning Panel
Succession Planning should not be a one person band: We recommend that you should constitute a Succession Planning Panel with the right balance of people. Select people who are process oriented, knowledgeable about job competencies and development. The Panel must have both specialists and line people.
6. Identification of Potential Successors
At this stage you should critically review all the positions on the organization structure and the current job holders. Record their qualifications, experience, competencies, age profiles, length of service etc. For each position identify potential successors and spell out the required competencies, talents, skills and knowledge. It should be noted that while obvious successors may be the second in command, you should not disregard other promising employees regardless of current role or title.
Also, identify source of potential successors: Is it internal or external?
For all the relevant positions you should complete an Individual Development Plan which highlights the skills gaps and relevant gap closing interventions over a certain period of time.
7. Strategic Resource Issues
Here you should cover any key resourcing issues that have or will have a significant impact on your business. For example, any shortfalls or surpluses of key skill groups or key management. You should also review individuals or groups which have skills which are particularly critical to the business or which may be unique or in very short supply. You should consider how you are managing the risk of losing or not fully exploiting these key skills.
8. Implementation and Monitoring
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The plan now needs to be translated into action plans with measurable goals, specified time lines and accountabilities for the desired action. In order to be successful the implementation of the plan needs to be continuously monitored by the Succession Planning team, evaluated on an ongoing basis and adjusted where necessary. We recommend that the plan should be reviewed formally at least ones a year.
In conclusion, most business leaders know that a business plan is not complete without considering how the plan will be delivered in people and organisational terms. Succession Planning is the means by which the leadership of an organization discusses the current availability of the people with the relevant knowledge and skills to meet the current and future needs of an organization. The process sets an agenda for action on people management and development. Succession Planning is therefore as a central to running an organization as the annual budget or the market plan.
Emmanuel Jinda is the Managing Consultant of PROSERVE Consulting Group, a leading supplier of Professional Human Resources and Management services locally, regionally and internationally. He can be contacted at
This email address is being protected from spambots. You need JavaScript enabled to view it. tel: 263 773004143 or 263 4 772778