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Succession Planning   The Missing Ingredients
 

Succession Planning The Missing Ingredients

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Practical tips on getting the basics right when beginning or refining a succession planning process.

Practical tips on getting the basics right when beginning or refining a succession planning process.

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    Succession Planning   The Missing Ingredients Succession Planning The Missing Ingredients Document Transcript

    • Succession Planning: The Missing Ingredients Cezanne Software White PaperCezanne Software Ltd · T: +44 (0)20 7202 9300 · F: +44 (0)20 7202 9321 · E: info.uk@cezannesw.com · www.cezannesw.com
    • Contents • Introduction – why succession planning is relevant NOW 3 • Mind the Middle Management Gap 4 • Joining up the Dots 6 • Keeping Development on the Radar 8 • Keeping Line Managers in the Loop 10 • Robust Systems and Processes 12 • Getting Fit for the Future 14 • About Cezanne 16Cezanne Software Ltd · T: +44 (0)20 7202 9300 · F: +44 (0)20 7202 9321 · E: info.uk@cezannesw.com · www.cezannesw.com
    • Introduction - 3 Introduction - Why succession planning is relevant NOW At a time when survival is still top of But the constantly changing and highly the agenda in many organisations, competitive environment we’re currently in means it’s more important than ever it may seem incongruous to focus to make sure that talent and succession on planning ahead for succession. initiatives are delivering the goods. Cezanne’s experience of working with numerous The first tentative green shoots of recovery organisations suggests there are several may be appearing, but the reality is that key areas where organisations struggle private sector organisations are still hunkering to ‘join the dots’.Julie Windsor,Cezanne Software down, tightening their belts and shedding jobs. There are undoubtedly difficult times There are some issues – such as line ahead in the public sector too, with estimates manager involvement – that are regarded suggesting 350,000 jobs will be lost between as ‘difficult’ to deal with, so they get left out. now and 2015. Or other areas, like providing wider access to talent data, that organisations perceive So at a time when no-one quite knows what will force them to be more ‘transparent’ is around the corner and talented people about their processes than they are are in plentiful supply, why bother with comfortable with. succession planning? The trouble is, if important issues like Our view is that it comes back to the old these are brushed aside, the result is adage about knowledge being power. If a talent management and succession organisations don’t know who they’ve got planning programme that is dis-jointed and what they’re good at, how can they and only working at half pitch. ensure the business is equipped to meet the next challenge, whatever that might be? This report provides an overview of the common ‘missing links’ and gives guidance If companies don’t know what their people are for those organisations who want to meet potentially capable of, how can they ensure the challenges face on and take their talent they are maximising their talent and getting management and succession planning the absolute best out of their employees? activities from good to great. If they don’t have a clear picture of where the best people are sitting in the organisation, how can they slot them into the right place “Employers have to know where at the right time as circumstances change? their key talent is if they are to meet business critical needs. Forward-looking organisations have It’s about ensuring your business already recognised that an on-going focus is sustainable.” on succession planning will enable them to Claire McCartney, CIPD keep fit for the future. Recent research from the Chartered Institute of Personnel and Development (CIPD) shows that many businesses strongly believe effective talent management could help them out of recession - and they are in fact spending more time on engaging, motivating, retaining and fully using the skills of their existing workforce. Cezanne Software Ltd · Succession Planning: The Missing Ingredients
    • 4 - Mind the Middle Management Gap Mind the Middle Management Gap Succession planning programmes roles, which are absolutely critical to the typically revolve around the top day-to-day running of the business. layer of the organisation – the critical They are being groomed for bigger and positions that provide leadership better things – but is anyone ready to for the business and keep a firm step into their shoes when they move on? hand on the steering wheel. How near are the people in their teams or specialist areas to being ready and able to fill There are of course good reasons for this. the gap their eventual promotion will leave? The people who sit in these senior roles are the ones who have the knowledge Depth, timing and the health of the talent pool and experience that will take the are three critical issues that organisations organisation forward. need to consider when they are fine-tuning their succession planning activities. If the business is to meet the challenges ahead, it has to have a cadre of talented Depth people, ready to step into these pivotal positions when the current incumbents To have a plan with adequate depth means move on. making sure there are enough potential candidates for a key senior role. In an ideal The top end is also, quite sensibly, where world, an organisation would have at least organisations tend to start when they are two or three names ‘pencilled in’. first getting to grips with succession planning. The reasoning is that if they can cut their But it also means looking right down into teeth by successfully managing succession the next layer of management. Are there at the top – they can filter the process down enough people with the right skills and through the organisation later on. qualifications to cover the critical operational roles that could potentially be left empty? What organisations often fail to pay enough What kind of development needs to take heed to, however, is that decisions they place further down to make sure the make about the top leadership and business isn’t leaving itself exposed? management positions can have an enormous impact in the ranks below. When organisations start to look more closely at this issue, they often find two things: The leaders of the future – those people who have been earmarked as high potential and Over-reliance on certain individuals: So put into the talent pool – are the ones sitting there might well be three people earmarked in middle management right now. Often, as possible successors for a particular they are honing their skills in key operational leadership role – but they have also been highlighted as possible candidates for a number of other roles too, and there’s only one of them to go round! Under represented roles: These are the roles that are important but more difficult to plan for, either because they are less ‘popular’ roles (i.e. not many people are interested) – or because they demand a specific and hard to find combination of skills, qualities and specialist expertise. Cezanne Software Ltd · T: +44 (0)20 7202 9300 · F: +44 (0)20 7202 9321 · E: info.uk@cezannesw.com · www.cezannesw.com
    • Mind the Middle Management Gap - 5Timing Key QuestionsTiming is also a key issue. It’s not just about • Does your organisation’s successionwho’s ready – it’s about who’s ready right plan have enough depth?now, who will be ready in six months timeand who will need to get at least another • Have you considered the impactyear’s experience under their belt. of potential moves on critical middle management roles?It might be the right time to parachutesomeone out of middle management into • Is the business in danger of becominga key leadership role – but the wrong time over-reliant on a few individuals?for them to leave because none of theirlikely successors are quite ready to step • Are there roles that are notup to the mark. adequately covered?The impact can be far reaching. Morale in • Do you have a clear picture of how thethe team can plummet, performance can timing of possible moves fits together?take a dip and the department’s ability toprovide a quality service to its customerscan be compromised. Encouraging International MobilityTechnology can play an enormous part inhelping organisations put the pieces of this “A well-designed system can help you see exactly howjigsaw together successfully. It can help well some of your internal talent management initiativesthem plot likely moves and see what the are working.impact will be further down the organisation. One of Cezanne’s global clients was surprised to find thatIt can give a clear picture of how the timing a programme to encourage international mobility wasn’tfits together and can highlight where there as successful as they had thought.are gaps in succession that need to betackled right now. Managers in the talent pool were telling the organisation they were willing to take on overseas roles or assignments.Health of the Talent Pool But the reality was that when these opportunities were offered, they were frequently turned down.Talent pools need regular ‘maintenance’to ensure they remain healthy and fit for Managers clearly felt that if they ruled the possibility of anpurpose. Many organisations fall into the overseas posting out, it would have a negative impact ontrap of allowing their talent pools to become their career progression. But when push came to shove, theystatic. But business is constantly changing didn’t want to uproot their lives and families and move abroad.– and regular reviews need to take place tomake sure succession planning is in line Deeper analysis of the data in the succession planningwith shifting organisational scenarios. system highlighted this pattern, and helped the organisation to see that although the programme looked good on paper,Are there people in the talent pool who the numbers weren’t stacking up and they needed to revieware ‘at risk’ because opportunities haven’t their strategy.”emerged in the expected timescale? Areprocesses in place to ensure that ‘hidden’ Julie Windsor, Cezannetalent in the middle management ranksbecomes visible? Is the age profile ofthe talent pool appropriately balanced?These are the kind of questions that anorganisations need to ask themselves onan on-going basis so that they can regularly‘sanity check’ their talent pool and fine-tunetheir succession planning processes. Cezanne Software Ltd · Succession Planning: The Missing Ingredients
    • 6 - Joining up the Dots Joining up the Dots Effective technology is the • Plan effectively for the future – but retain key to a succession planning enough flex to cope with the unexpected. The best systems can show you where programme that really delivers your key people are, indicate their level the information and interpretation of readiness for their next role and that the business needs. demonstrate the impact of moving them – so that you can respond But many organisations are still tinkering quickly to changing circumstances. around the edges of technology – and failing to take advantage of the enhanced level Organisations are sometimes concerned of understanding that a specialist system that a technological approach will make their can bring. succession planning programmes too rigid. Others expect technology will give them all The best technological solutions can help the answers and they can just input the the organisation join up all the pieces to data and sit back and relax! form a coherent whole, so that they can make decisions based on quality, robust Neither is true. The key is to supplement and in-depth information. what the system tells you with an on-going dialogue between individuals, their Succession management technology managers and HR. can help the business fill critical gaps in its knowledge about what talent is available It’s about recognising that individuals may and how it can be maximised going forward. well have aspirations they haven’t voiced or an agenda that isn’t immediately obvious Technology allows the organisation to: – and making sure these are unearthed through face-to-face discussions and • Gather data about wants and needs factored into the plan. from a wide variety of sources – from individuals, line managers, departmental It’s also about understanding that line or divisional heads, HR and the Board. managers sometimes need help to look beyond the obvious. Are they overlooking • Align information from key organisational a potential candidate who doesn’t stack up processes. Systems can bring together on paper but could perform really well in data from appraisals, career plans and the job? Is there a gap in their team for learning and development programmes someone with a more creative approach, and demonstrate how these connect even though the job profile might lead them with resourcing and succession plans in the direction of someone more analytical? for individual teams, departments and the organisation as a whole. No system alone can give you all the • Identify possible areas of risk or conflict. answers. But organisations who learn There may, for example, be several how to capture the data and exploit it to people ‘ready’ to take on a particular best effect will be the ones who will get role, but no opportunities are likely to be the best return on their investment. available at that level for some time. An effective system will help the organisation identify other roles that would meet those individual’s aspirations and lessen the likelihood of them leaving the business. Cezanne Software Ltd · T: +44 (0)20 7202 9300 · F: +44 (0)20 7202 9321 · E: info.uk@cezannesw.com · www.cezannesw.com
    • Joining up the Dots - 7Swarovski Case StudySwarovski is the world leader in precision cutcrystal. The company, which was founded in1895 in Wattens, Austria, employs 22,000people and has a presence in more than120 countries worldwide.People development is a key strategic priorityfor Swarovski and it is committed to investingin the growth and development of its employees.However, like many global organisations, thebusiness has a number of different HR databasesacross its international operations. This meant that, with so many disparate systems, it was extremelychallenging for the Swarovski corporate HR team to manage key talent processes – such as careerand succession planning – on a company-wide basis.“Although Swarovski were using an in-house Access database to support our career and successionplanning process, I knew that we could manage the process much more professionally and gain a muchbetter understanding of our global talent pool by using a specialist talent management system,” saysRemko Verheul, Global Head of Talent.After a rigorous selection process, the business decided to work with Cezanne Software, who were ableto provide a global talent management solution which could be configured in line with its evolving careerand succession planning processes.The system was implemented within a tight frame frame and rolled out to all of Swarovski’s HR managers in40 countries. They now have a single, consistent view of their top 1000 employees across the globe, whichincludes information about performance, potential, leadership, teamwork, functional expertise, internationalmobility, strengths, development areas and succession planning.The benefits are already being felt. Remko explains: “By utilising Cezane’s talent management softwarewe support and improve the quality of Swarovski’s HR decision making process. One of our most importantHR decisions is when a line manager appoints a certain person to a certain position. If you take a wrongdecision then the impact could be critical to the business.”As well as succession and career planning software, Swarovski is also taking advantage of Cezanne’sintegrated organisation charting solution to provide it with the tools to view key data on people, positions andperformance in a very visual and accessible way. The organisational charts, together with talent and successiontrees, will provide key HR metrics and allow managers to see issues and opportunities more quickly. Importantly,this information will support the decision making process in critical areas of Swarovski’s business.Next year’s talent management process will start again in early March and Swarovski is already lookingforward to the next stage. Remko says: “We are moving in a good direction but the process never stops.So far the focus has been on the implementation and go live date. The next step is to come up with a planto look at how best to maintain and evolve the system. We will also analyse and review this year’ssuccession planning process and work out how we can improve and adjust it to make it more effective.” Cezanne Software Ltd · Succession Planning: The Missing Ingredients
    • 8 - Keeping Development on the Radar Keeping Development on the Radar The training budget is often one survey said funding for training had been of the first to fall under the axe cut, with just over half saying budgets had in difficult times. But suddenly remained the same. calling a halt to development activities can have a serious What did emerge from the research was impact on an organisation’s that the pressure on budgets had led to ability to survive and grow. some highly innovative development approaches. Organisations are finding When times are tough, organisations new ways of building on the skills and need to make sure they are making the capabilities of their managers and keeping most of the talent they have been able to them motivated. retain. But if your people’s development is stifled, they will be less well equipped The following list of thought-starters may to take on new responsibilities and more stimulate your thinking about how to keep difficult challenges – and less motivated development high on the agenda when to pull the stops out for you. budgets are under pressure: Culling learning and development can • Mentor – upwards, downwards and sideways! Yes, get senior managers to also have a longer term impact. If managers act as mentors to people in your talent are not given the opportunity to continually pool – but also think creatively about develop their skills and competencies, the how you can use mentoring to help your organisation will be less fleet of foot when people share experiences and develop it comes to future growth. their own skills. • Run ‘bite-sized’ refreshers on key The key is for organisations to ensure business topics. Could some of your that their succession plan is actually driving senior managers share their knowledge their development programme. An effective in a short internal workshop? succession plan will not only identify possible paths for high potential people – it will also • Pool information and resources. Ask people to recommend books, websites pinpoint gaps in their development and and on-line groups they have found allow the business to prioritise its learning particularly useful. and development activity accordingly. If the board can see that money on training and • Use coaching to help your high potential development is being spent in line with what people prepare for the transition to their the business actually needs, they are less next role. likely to make damaging cuts. • Build learning and development alliances with other like-minded organisations. There is no doubt that budgets for learning Can the managers in your organisations and development have been squeezed learn from each other by sharing insights during the current downturn, although and experiences through facilitated perhaps not quite as badly as had been discussion groups? predicted. Around a third of respondents to the CIPD’s 2009 Learning and Development Cezanne Software Ltd · T: +44 (0)20 7202 9300 · F: +44 (0)20 7202 9321 · E: info.uk@cezannesw.com · www.cezannesw.com
    • Keeping Development on the Radar - 9• Organise ‘work’ exchanges. Can you • Stretch your people with challenging broaden your people’s thinking by giving internal assignments. Get them involved them short, focused experience in a like- on business critical projects where they for-like work swap with a manager from can add a fresh perspective whilst another industry or sector? building their skills.• Investigate funding or grants that • Organise job shadowing to give people may be available to help support in your talent pool a deeper insight into your learning and development activity the challenges facing their more senior (i.e. Train to Gain or grants available colleagues. through bodies such as Regional Development Agencies). • Share the learning. Encourage your high potential people to share their• Consider voluntary placements. Look insights and stimulate each other’s into opportunities for your up-and-coming thinking through a bulletin board or talent to hone their skills by working on blogs on your intranet. projects with voluntary organisations or social enterprises, either in or out of work. Cezanne Software Ltd · Succession Planning: The Missing Ingredients
    • 10 - Keeping Line Managers in the Loop Keeping Line Managers In The Loop Line managers have to be involved in succession planning activities because quite simply, they are the ones who know the people. It just isn’t feasible in any sizeable organisation for the HR team to have a detailed knowledge of employees and what they might be capable of. Many organisations, however, still pay lip service to line managers – keeping them on the edges of succession planning activity only seven per cent of front-line managers rather than allowing them to become fully believe that being open about who is involved in the process. regarded as high potential results in resentment among peers. Some of this reluctance is down to concerns about transparency. It really isn’t that long Lack of line manager involvement also stems ago when succession planning was regarded in part from a lack of understanding about as something that should be shrouded in ‘how to do it’ on the ground. Technology has secrecy. The Board, the HR Director and now advanced to the point where systems a chosen few others knew who the high offer the capability for multiple users to potential people were and what they were enter, analyse and utilise data. destined for, but everyone else was kept in the dark. But organisations are struggling with the practicalities – and often lack real Organisations were concerned that understanding of the groundwork that transparency about who was in the talent has to take place to get line managers pool would demotivate those who hadn’t both engaged and involved. been put on the fast track – and raise expectations among the chosen few that What’s in it for Me? the organisation might not be able to meet. A key issue that needs to be recognised is that line managers may actually be reluctant There are organisations who still struggle to engage in a succession planning process with the concept of openness, although because, quite frankly, they can’t see what’s thinking does appear to have shifted. in it for them. Research from Ashridge suggests that There’s a perception that if you tell everyone in the organisation about your best people, “Line managers need a top down message and organisational they will be whisked away to bigger and wide involvement before they can play a full part in succession better things, leaving you with a huge hole planning. That means that clear communication, driven by to fill. HR, is critical for engagement.” That’s not too difficult to understand. Line Julie Windsor, Cezanne. managers may have spent a great deal of time building up a high performing team that’s delivering great results. Cezanne Software Ltd · T: +44 (0)20 7202 9300 · F: +44 (0)20 7202 9321 · E: info.uk@cezannesw.com · www.cezannesw.com
    • Keeping Line Managers In The Loop - 11They are getting lots of internal kudos, are But there are also issues around consistencybeing rewarded, financially or otherwise for of assessment. Some line managers maytheir efforts, and it’s all working very nicely consistently over-rate people in their team,thank you. because it makes them look good and they can bask in the reflected glory.What line managers need before theywill fully engage is reassurance that the Others may, deliberately or sub-consciously,organisation isn’t going to leave them up under-rate people in their team becausethe proverbial creek without a paddle. they want to keep hold of them or are afraid of exposing weaknesses in theirThey need, first of all, to see that there’s own performance.commitment from the top. That theorganisation’s leaders have made a There is a clear need for organisations tostrategic decision to identify and nurture focus on raising the ability of their managershigh potential people, and that they will be to manage performance and assess andrecognised for playing their part in that. develop potential.They need to understand that someone who But technology can also help organisationscan identify and nurture talent in their team adjust the ‘tuning’, so that they wipe out– and let go of it at the right time – will any bias and get a clearer picture. The bestthemselves be valued highly. talent management and succession systems can, for example, pick up ‘rogue’ data andOn a practical level, line managers also highlight where a pattern of consistent overneed reassurance that the organisation is or under-rating is emerging.looking at the bigger picture. They want toknow that the business will support them Tackling both these elements together isfully in quickly plugging any gaps left if a the key to getting successful line managerkey member of their team is taken off to involvement – putting the groundwork in placepastures new. while also making sure the capabilities of technology are being exploited to the maximum.Willing and AbleOf course being willing to supportsuccession planning isn’t enough Checklist– line managers also need to be ‘able’. • Send a clear ‘top down’ message about your talent management and succession strategy.The CIPD’s recent War on Talent surveysuggests that identifying and developing • Re-assure line managers that the businesstalent in a downturn is an area where is taking a holistic view.managers definitely need more support. • Communicate clearly about the exact roleOnly six per cent of respondents felt you want line managers to play.managers were well equipped to managetalent, 51 per cent said they were only • Emphasise that their contribution will bepartially equipped and 13 per cent felt valued and rewarded.they were not equipped at all. • Equip line managers with the skills they need to assess and develop potential.Part of the issue is around managers’competence to conduct meaningful • Maximise technology to supplement and adjustappraisals, make judgements about the data you receive from the line.people’s ability and potential and findways of developing their people. Cezanne Software Ltd · Succession Planning: The Missing Ingredients
    • 12 - Robust Systems And Processes Robust Systems And Processes The idea of implementing Start Slowly technology based succession A phased approach to implementation can planning can seem daunting for help to ensure you are getting it absolutely those who are new to the concept. right. Consider piloting the system with a Organisations are often concerned small key population first, so that you about how it will fit with their can see how it is functioning, make any existing IT systems and how necessary adjustments or iron out any glitches early on. secure their data will be. They worry that installing a new system Exploit the information and training people to use it will be time- There is only value in putting information into consuming and expensive. a succession planning system if you take it out and use it effectively. Make sure you are Technology based succession planning exploiting the data you have at your fingertips systems are, however, now a widely proven to its fullest extent. Systems can be set up concept. Thousands of organisations to show you much more than the ‘surface’ are using them successfully to track information about capabilities of your talented the potential, mobility and readiness people. It can help you see, for example, how of their key talent to support the future many of your succession ‘plans’ are actually development of the business. translating into reality. Or it can help you assess whether any diversity initiatives There are a number of issues, however, you may have in place are really working. that organisations need to bear in mind when buying-in systems, to make sure the technology delivers exactly what they need and provides the maximum “A clear understanding of critical return on investment. data will help you move the picture from black and white to colour. Plan Carefully It provides businesses with the A system will only ever be as good as the tools to make accurate and information you put into it. So think carefully informed decisions.” about exactly what data you need to support Julie Windsor, Cezanne. your decision-making, where it is going to come from and what controls you may need to put in place to ensure the information is accurate and authentic. You need to be absolutely clear about why you are undertaking succession planning and what you are hoping to achieve before you can gain maximum benefit from the technology. Cezanne Software Ltd · T: +44 (0)20 7202 9300 · F: +44 (0)20 7202 9321 · E: info.uk@cezannesw.com · www.cezannesw.com
    • Robust Systems And Processes - 13Make it Scaleable system is being configured. If the evaluation process is an integral part of the systemOrganisations are constantly evolving and itself, you will be able to extract betteryou need to make sure you are buying in a quality data. Think carefully about whatsystem that can change and grow with you. measures you want to include. Could youSo make sure your succession planning make a comparison between the costssystem can scale up when required – and of losing a key player or investing in theiralso that it can be reconfigured to fit around development? Could you show the savingsyour internal HR processes as they evolve. to be made by making an internal rather than external appointment? Bringing indirectMeasure ROI costs – such as time spent on interviewing and induction – into the equation can alsoThe organisation will need to know that help you make a business case.it is getting the maximum return on itsinvestment in succession planning. It’sbest to think about how you are going todemonstrate this right up front, when the Cezanne Software Ltd · Succession Planning: The Missing Ingredients
    • 14 - Getting Fit For The Future Getting Fit For The Future As UK Plc slowly emerges from confidence to look beyond the ‘obvious’ the recession, it will become candidates for roles. This will ensure that more important than ever for people with potential don’t get overlooked organisations to ensure they just because they appear not to ‘fit the are maximising their talent. mould’ on the surface. Those who have continued to focus Flexibility on developing their people despite the Organisations have a tendency to think downturn will already be a step ahead that once they’ve implemented a succession and ready to grasp new opportunities planning system they can sit back and let it as the economic climate improves. do the work. But businesses are not static, and talent management processes and A public commitment to investing in people systems shouldn’t be either. They need will also help organisations build a positive to keep evolving as the organisations brand and develop their reputation as an changes and grows. employer of choice. The skills, competencies and qualities The changing face of business, however, an organisation needs today may be very presents new challenges on the talent different to the ones that will be required in management and succession planning front. the not too distant future. Organisations who These are some of the issues organisations will need to consider as they move forward. Fit for the Future “We have been looking at what policing looks like now and what Times remain turbulent and no-one can does the changing nature of the job predict exactly what is around the corner. But mean in terms of the skills we are if organisations have a clear understanding going to need in the future? What of what the business looks like now – and are the hours and patterns people where it is likely to head in the future – are working to, how many people they will be able to develop resourcing are going to retire and who is going and succession plans that will help them to fill these positions? We have to get ‘fit’ for the future. be able to develop people with the right skills and attributes for a very Fit for the Job fast changing world – we are dealing with different sorts of crimes Finding people who are the best ‘fit’ for the and working at a different pace – job is an issue that many organisations still so we have to make sure we are struggle with. HR teams need to help line preparing people for that.” managers get better at job profiling so that they can paint a clear picture of exactly Angela O’Connor, what is required in a particular role. They Chief People Officer, National Police Improvement Agency. also need to equip managers with the Cezanne Software Ltd · T: +44 (0)20 7202 9300 · F: +44 (0)20 7202 9321 · E: info.uk@cezannesw.com · www.cezannesw.com
    • Getting Fit For The Future - 15fail to recognise this and adapt their systems service, where users pay a monthlyaccordingly will be in danger of developing subscription for an externally hosted systemhigh potential ‘clones’ who no longer deliver rather than a hefty up-front licence fee, haswhat the business actually needs. now made systems much more affordable and accessible to organisations who want toFleet of Foot develop a real advantage in the talent stakes.HR needs to become more ‘fleet of foot’in helping the organisation paint a pictureof the skills it will need in the future. HRpeople need to position themselves at theheart of the strategic decision makingprocess, so they can take a pro-activeapproach to identifying and developingthe new skills that will be needed as thebusiness moves forward.Forward LookingThe cost of not planning for succession isa real issue organisations need to consider.Developing and implementing an effectivesuccession planning process can be adifficult journey. The board have to beconvinced of the value of the exercise,line managers have to be engaged withthe process and communication withemployees needs to be carefully managed.Cezanne’s experience shows, however,that investment in succession planning –particularly in programmes that are supportedby the latest technology – can pay hugedividends over the long term. Organisationsthat place high priority on successionplanning, report they are making significantsavings in recruitment costs, experiencinghigher levels of retention and are betterequipped to deal with the challengesfacing them.Software-supported systems are now nolonger solely the preserve of huge, globalorganisations. Thanks to a radical shift indelivery models over recent years, they arenow accessible to a much broader range oforganisations. The advent of software as a Cezanne Software Ltd · Succession Planning: The Missing Ingredients
    • 16 - About Cezanne About Cezanne Cezanne Software is a leading supplier of global HRC and Talent Management software systems delivered on both a Software as a Service (SaaS) and on premise basis. Headquartered in the UK, Cezanne Software has over 20 years’ experience of working with some of the world’s leading organizations. Today, it supports over 700 organizations, including companies as diverse as Vodafone, HM Prison Service, Swarovski, TNT, Heineken, LINPAC, & TSYS Europe. The company’s integrated suite of Human Resource systems include solutions for people management, succession and career planning, employee performance management, survey, training administration, recruitment, salary analysis, pay review and budgeting, and reflect many years’ experience of working with clients, independent consultants and academics at the forefront of best practice in HR, talent and compensation management. Designed around modern web technologies, Cezanne’s HR systems offer extensive support for manager and employee self-service and can be deployed in house or on a Software as a Service basis, providing significant benefits in terms of both cost and speed of deployment. Cezanne Software’s focus is to provide flexible, people-centred Human Resource systems that improve the day-to-day execution of HR and business strategies, help drive critical employee performance and reward processes and enable companies to achieve and sustain a competitive talent advantage. Further InformationInternational France - Cezanne Software S.a.r.l. Cezanne’s Case Studies T: +33 (0)1 44 09 71 21 www.cezannesw.com/customers/case-studiesContact Details E: info.france@cezannesw.com Knowledge Bank Latest News and Press Releases Italy - Cezanne Software S.p.A. www.cezannesw.com/news T: +39 080 549 84 11 Cezanne Online Newsletter E: info.italia@cezannesw.com www.cezannesw.com/newsletter Portugal - Cezanne Software Ibérica S.A. Free Webinars T: +351 21 3562024 www.cezannesw.com/webinars E: info.portugal@cezannesw.com Spain - Cezanne Software Ibérica S.A.U. T: +34 91 7684080 E: info.espana@cezannesw.com USA - Cezanne Software, Inc. T: +1 617 418-3945 (from USA 1 800 CEZANNE) E: info.usa@cezannesw.com Venezuela - Cezanne Solutions C.A. T: +58 212 959 87 16 E: info.lam@cezannesw.com For other locations please email info@cezannesw.com or visit www.cezannesw.comCezanne Software Ltd · T: +44 (0)20 7202 9300 · F: +44 (0)20 7202 9321 · E: info.uk@cezannesw.com · www.cezannesw.com