This document discusses effective succession planning and management. It defines succession planning as ensuring leadership continuity and building talent from within an organization. Succession planning should be paired with succession management. The document then lists reasons for having succession planning and management programs, such as contributing to the organizational business plan, increasing the talent pool, and improving employee morale. It provides models for technical and social relationship succession planning. Finally, it lists requirements for implementing an effective succession planning and management program, such as having management support, replacing aging employees, and basing recruitment and training on developing successors.

1. Effective succession planning
WILLIAN J.Rothel

2. Succession planning & Management
Succession Planning
Ensuring Leadership Continuity and building talent from within .
Succession planning should not stand alone.
It should be paired with succession management,

3. Succession planning & Management
SP&M is likely to attract increasing attention when problems like these surface:
 Vacancies in key positions cannot be filled with confidence.
 Key positions can be filled only by hiring from outside.
 Key positions have few people ready now to assume them .
 Replacements for key positions are frequently unsuccessful in performing.
 High performers or high-potential employees are leaving the organization in droves.

4. Reasons for Succession Planning and
Management Programs
1-Contrubure to implementing the organizational business plan
2-Identify Replacement Needs as Necessary Training, and Employee Development
3- Increase the Talent Pool of Promotable Employees.
4- Provide Increased Opportunities for High-Potential Workers
5-Tap the Potential for Intellectual Capital in the Organization
6-Help Individuals Realize Their Career Plans Within the Organization
7-Encourage the Advancement of Diverse Groups
8-Improve Employee Morale
9-Improve Employees’ Ability to Respond to Changing environmental Demands
10-Cope with the Effects of Downsizing , rightsizing &Re-Engineering .
11-Decide Which Workers Can Be Terminated Without damage to the Organization
12-Reduce Head Count to Essential Workers Only

5. Succession planning & Management
 Benefits of Succession Planning
Manpower
Planning
SP&M
Talent
Management
HCM
(People our
greatest assets)
Replacement
Planning

6. Succession planning & Management
Building the succession planning
Part I
Background Information About
Succession Planning and
Management
Part II
Laying the Foundation for a
Succession Planning and
Management Program
Part IV
Closing the “Developmental Gap”:
Operating and Evaluating a Succession
Planning and Management Program
Part III
Assessing the Present and the Future

7. Succession planning & Management
SP&M is extended .
Management Role
Identifying critical management positions, starting at the levels of project manager and
supervisor and extending up to the highest position in the organization.
This will provide maximum flexibility

8. Succession planning & Management
There kinds of Succession planning:
1- a hot spot, a place ( people eligible for retirement-Critical position )
2- Technical Succession Planning .
3- Social Relationship Succession Planning .

9. Succession planning & Management
 Succession Planning and Management Extends to All Levels
Step 1:
Make the
Commitment
Step 2:
Assess Present
Work/People
Requirements
Step 4:
Assess Future
Work/People
Requirements
Step 5:
Assess Future
Individual
Potential
Step 7:
Evaluate the
Succession
Planning Program
Step 3:
Appraise
Individual
Performance
Step 6:
Close the
Developmental
Gap

10. Succession planning & Management
 Model to Guide Technical Succession Planning
Step 1:
Make the
Commitment
Step 2:
Clarify what
Technical
Knowledge is
most important
Step 3:
Clarify Who Has the
special Knowledge
and who is at risk of
leaving
Step 4:
Find what to
capture the
knowledge and
transfer it in
practical Ways
Step 5:
Evaluate the
Results
Periodically and
Make Midcourse
Corrections as
Necessary .

11. Succession Planning & Management
 Model to Guide Social Relationship Succession Planning
Step 1:
Make the
Commitment
Step 2:
Clarify what Social
relationship is
most important
Step 3:
Clarify Who Has the
social contact and
who is at risk of
leaving
Step 4:
Establishing Mentoring
Relationship Between Those with
Social contact and those need to
be introduce
Step 5:
Evaluate the
Results
Periodically and
Make Midcourse
Corrections as
Necessary .

12. Requirements to implement SP&M
1-Management support to have systematic SP&M program based on what business
needs.
2-Replace the overage employees ( transfer knowledge + Saving ).
3- Recruitment & Training program should be based on develop the successor.

13. The End