We follow a six-step process when initiating a
Succession Planning program:
- Review the present and future organization
structure to ensure compatibility with the Corporate Strategic Plan. This
helps align the overall Talent Pool with the future needs of the
- Develop a list of roles (positions) that senior
management plans to fill and when these might be needed.
- Determine those individuals believed to have the
upward mobility to fill one or more of the roles identified in Step Two.
They become part of the Talent Pool. There are a number of ways this can be
done, but the judgments of managers and their managers will be a key
- We would interview each of the individuals selected
for the talent pool. Part of the evaluation would be an analysis of an
on-line assessment each person takes measuring twelve factors
(traits/styles) that drive one’s behavior.
- At a Succession Planning Meeting, senior management
identifies possible talent pool individuals to fill specific roles. Taken
into consideration are four elements:
• Ability to process
information and make decisions required for the level of the role
• Knowledge, Skill, Experience needed
• Valuing the role and
interest in working in the role
• Any negative temperament (managerial leadership
- As employees are identified for specific roles,
comprehensive Individual Development Plans are prepared and approved to
include any Knowledge, Skill and Experience required.
This Succession Planning
process also identifies deficiencies and oversupply of talent that
needs to be addressed. If and when to go outside the organization for key
talent can be examined.
In addition to a carefully thought out long-term
Succession Plan, this process also provides senior
management with the information from which a Contingency Plan (short-range)
can be established for those roles that are critical to the organization.
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Copyright 2005 Mackenzie and Associates