If you had to start from square one, and draft a corporate succession planning strategy today, where would you get started?
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SVP, CHRO in Construction24 days ago
I would start by identifying critical roles within the organization and begin preparing succession plans for those roles first then move to leadership roles. Identification of skills and competency gaps are critical and having successors that are ready now, 1 - 2 years out, and 3-5 years out are important. Closing the skills and competency gaps are where you should focus your development. Review succession plans across functions and areas of responsibility to ensure the correct successors are identified. Director of HR24 days ago
My first piece of advice would be don't wait until you have a perfect model to roll it out - identify low hanging fruit to progress with in the meantime. Re where to start with a blank slate, suggest defining key objectives and the scope of your succession group (all leaders, critical roles, specific leadership levels) as your approach for each of these will differ. Consider at this point any other data you have available to identify where you may have key talent risks, e.g. turnover data, info from engagement surveys.If focusing on building succession across the organization (so at the 'all leaders' level), suggest focusing on building general leadership capability - being clear on how you expect leaders to show up at your organization, aligning any development activities and promoting and aligning reward/recognition programs to this. It's a big cultural piece so not an easy undertaking.
Suggest you also implement a standard talent and succession process - identifying top talent from a leadership perspective, their developments and how is the organization can support them in that. Consider short-term and longer-term successors and don't be shy to include ex-employees, as the boomerang employee widens the leadership talent pool further.
Hope this helps, best of luck!
Director of HR in Healthcare and Biotech23 days ago
Gain clarity on what exactly you are trying to accomplish. Retention? Emergency continuity? Preparing for swift/slow growth? Become an organization with top-notch leaders? Something else? All of the above?Director Talent - Talent Management, Mobility, Planning & Acquisition18 days ago
In building a first generation succession and high potential planning framework, we would begin by identifying the problem statements and business outcomes we are looking to drive. We would test those problem statements with key stakeholders and leaders to ensure we are identifying key components of our strategy. A leadership succession and high potential planning strategy contributes to the long-term resilience, agility and competitiveness of an organization by cultivating a pipeline of capable leaders to step into key roles when needed.
I would then reinvent how the organization works to enable the outcomes you started with. (easier said than done)
I would think less about how can we identify and prepare certain peoples to be ready for leadership when the time comes, but how might we create an environment where everyone is a leader.