2. SUCCESSION PLANNING
Succession planning is a process for identifying and developing
internal people with the potential to fill key business leadership
positions in the company.
The leadership "bench strength", as it is commonly called, remains a
common problem across many if not most companies. Once a
leadership position is vacated and there is nobody ready to fill that
position, it can create a significant problem.
Succession planning ensures that employees are recruited and
developed to fill each key role within the company. Through a
structured succession planning process, high potential employees
are first identified and then developed. This includes their
knowledge, skills, and abilities, which prepares them for
advancement or promotion into ever more challenging roles.
Assessments can be used in many different ways as part of the
succession planning process. They broadly cover three main
activities: defining, identifying and developing talent. Each
assessment listed below brings something unique and valuable to
each of these activities.
3. DISC PROFILE in SUCCESSION PLANNING
This assessment measures 4 core behavioural tendencies.
The DISC profile is a great way to understand natural behavioural
tendencies, which may contribute to the judgment of a candidate's
suitability for promotion into a leadership role. People use DISC to
determine if there is an apparent mis-match between the role and
the internal candidate's natural behaviour, as well as a development
tool when preparing individuals be ready for the hand over of
responsibilities from one leader to the next.
MOTIVATORS PROFILE in SUCCESSION PLANNING
This assessment measures 6 core values or motivators.
Values are those things that are of primary interest to us, causing us
to move toward their fulfillment. Our values also shape what we
dislike and will try to avoid. This means that our values are the
primary source of our motivations. Understanding someone’s core
values is key to finding work where they will be motivated and
engaged. Having a discussion about values is the first and most
important task of good career planning.
4. TTI EMOTIONAL QUOTIENT in SUCCESSION PLANNING
This assessment measures 5 core dimensions of EI.
EQ is at the centre of job performance and making good career
decisions. With an emotional intelligence development plan, leaders
will learn how to improve their own performance by identifying and
targeting the skills that have the most significant impact on
performance within their role — as well as any role they might be
required to fill. The EQ profile makes this transition smoother and
easier.
DNA PROFILE in SUCCESSION PLANNING
This assessment measures 23 competencies or soft skills.
The DNA profile is so named because there are 23 soft skills that are
the basis (or building blocks) for performance across many different
roles. Identifying the level of mastery of each of these competencies
allows team members to understand where they should focus their
time and attention to best manage their own professional
development.
