Succession management principles

1. SUCCESSION MANAGEMENT

2. INTRODUCTION
Introduction
SUCCESS means achievement, or a favourable accomplishment
of endeavour
SUCCESSION refers to a process by which one person succeeds
to the office or position of another
ION-the suffix of success that denotes ELEMENT, the constituent part of the
whole (succession) as the rudimentary principle.

3. SUCCESSION MANAGEMENT
OVERVIEW
Managing the succession process involves planning, organizing, activating,
and controlling
As a process, it ensures that there are leaders and talents implementing
organizational vision
As a result, long-tern leadership sustainability is assured thru attraction,
retention and development of talents

4. PURPOSES
Creates opportunities to identify ways to grow capability in
-Strategic importance
Enhancing senior management team depth
-Improving performance and potential talent
-Develops profile of current performance and leadership potential
to better plan for
-future leadership needs
-development actions

5. CORE PRINICIPLES
-Leaders really do matter
-Performance is what counts
-Today’s top performing leaders aren’t necessarily tomorrow’s
-Talent is an enterprise resource
-A broad set of experiences and assignments is the best classroom
-Incumbent upon leaders to leave a legacy of future talent
-Invest on the best

6. ELEMENTS OF EFFECTIVE SUCESSION PLANNING
Assessing Key Position
Identifying Key Talent
Evaluating key talent
Generating development plan
Putting in place monitoring and review

7. ASSESSING KEY POSITIONS
Information that may help identify key positions:
Current and future strategic goals and objectives
Retirement forecasts
Turnover rates
Current and expected vacancies
Changes to existing programs and services

8. IDENTIFYING COMPETENCIES
Reviewing the job descriptions
Interviewing current and former job incumbents
Interviewing supervisors, clients, and other stakeholders
Conducting focus group or surveys
Reviewing any existing development plans (i.e. leadership competencies)
Reviewing organizational values

9. IDENTIFYING & ASSESSING POTENTIAL CANDIDATES
SUCCESSION PLANNING MUST BE:
-Objective and independent of personal bias
-Merit-based
-Communicated to and understood by all employees
-Transparent at all stages of the process

10. METHODS TO IDENTIFY POTENTIAL CANDIDATES
Written exams
Candidate interviews
Review of resume/CV
Simulated work experiences
Performance reviews
Reference checks
Talent review meetings

11. LEARNING & DEVELOPMENT PLANS
Plan should focus on decreasing or removing the gap between expected
an the current knowledge, skills and abilities of candidates.
Manage expectations-modern succession planning is based on learning and
development to fulfil employee potential rather than merely filing a vacancy.
Ensure appropriate strategies are in place to support the transfer of corporat
e knowledge to candidates for key jobs:
-mentoring, coaching or job-shadowing
-documenting critical knowledge
-exit interviews
-establishing a community of practice

12. IMPLEMENTATION & EVALUATION
-Have all key jobs identified and do they have succession plans?
-What is the impact of succession plans on business continuity in key
positions?
-Are successful candidates performing well in their new roles?
-What is the impact of learning and development efforts? Are employees
ready to compete for a vacant key position?
-Is the candidate pool diverse and reflective of employment equity values?
-What are the areas for improvement in the succession planning process?

13. TALENT REVIEW
Most high potentials are high performers
PETER Principle

14. CLUES in Assessing Potential
Solid Track Record of Success
High Learning Agility
Demonstrate Commitment
Manifest Aspiration
Exemplify Willingness and Ability to Lead
Elicit “presence”
With high Degree of EQ
Seek and Open to Feedback
Curious and Adapt to New Experiences

15. PERFORMANCE & POTENTIAL MATRIX