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Succession Planning: Think Succession, Not Replacement

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This article examines succession planning and the 'It's not rocket science' steps organizations can establish a strategy to plan for succession that is well-thought through and sustainable.

This article examines succession planning and the 'It's not rocket science' steps organizations can establish a strategy to plan for succession that is well-thought through and sustainable.

Published in: Business

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  • 1. Succession Planning Think Succession, Not Replacement Ian Tomlin, Workspend Inc. July 2013 There's no need to slash and burn the quality and richness of talent if sourcing professionals focus more on 'doing better things' rather than 'doing things better'. At 16:24 BST on the 22nd July the Duke and Duchess of Cambridge welcomed the birth of their newborn 8lb 6oz son, yet to be named. Let the celebrations begin! London will be a very noisy place today with a 64-gun salute from Gun Wharf, a 41-gun salute in Green Park topped with 3- hours of bell ringing from Westminster Abbey as Great Britain and the Commonwealth celebrate the birth of the third in line to the throne. From this point forward the child will begin a journey preparing for the ancient institution that is the world's best-known hereditary monarchy. Succession in practiced to perfection in the Royal Family. It’s not just a question of understanding the future planned role and duties; it’s also about understanding the ‘soft- measures’ of monarchy. A good day then to raise the subject of Succession Planning. …. Few organizations today have a clearly described and truly robust plan for succession. When they do, the term ‘succession’ is confused with ‘replacement’ and the task often becomes more about spreadsheets and charts rather than thinking through the learning and development requirements of those individuals primed to take on key roles in the future of your enterprise. The start point is whether to hire from outside versus inside. I’m a big fan of internal workforce development because I think loyalty is a trait that should be rewarded. It can also take 2-3 years to bring newcomers of an organization up to speed and even then they don’t always ‘get’ the business. Of course it’s not rocket science to walk through the key positions that are targets for succession and to debate the point of who meets the desired talent, character, skills and capability check boxes. But this is a small part of succession planning and possibly the least important. The basic action list is this:  Develop a plan a long time in advance to give you time to source, develop and grow talent  Identify holes in your plan  Establish an approach to filling the holes!
  • 2.  Formalize the learning and grow agenda surrounding candidates for succession – including a check to make sure it’s what they want to do (never assume)  Install a succession planning system (there are many of these cloud-based systems now and they’re not expensive)  Follow the good practice – monitor, review, plan, deliver – life-cycle to make sure succession planning doesn’t fall off the radar and make it part of regular management reviews. It might be that some or all of the candidates don’t measure up to the role. The point about succession planning in advance is that it gives you time to react  Set the balance between being scientific and subjective so that opinions don’t overtake the pragmatic assessment of ‘fit’ While all of the above are worthy of mentioning, the most common pitfall I see in succession is that people pay lip-service to the culture of the business and the type of enterprise. People that have enjoyed careers in large corporations might have impressive CV’s but they don’t necessarily have a grasp of what it is to work in a mid-sized company. Similarly, organizations that experience rampant growth require very different leaders to mature businesses that need to harvest their opportunity over a long period of time. To work successfully, succession plans need to balance many things. It’s always a good exercise to treat the Succession Planning Process as a topic in its own right and to get colleagues on-board by walking through and setting out expectations on outcomes and approach. But you could do worse than think about how the Royal Family do it. Ends. www.workspend.com