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Succession Management
Succession Planning or Succession Management should probably be regarded as a process, rather than a model. At a high level, it involves six stages. The first stage is determining the positions for which succession is important (usually the top level positions). The second stage is determining the assessment criteria. This customarily involves creating a competency profile (competency here being very broadly defined as desired behaviours, skills and knowledge/qualifications). The profile involves both a generic profile applicable to all positions and a specific profile applicable to specific key positions.
The third stage is identifying candidates with perceived potential for promotion.
The fourth stage is defining the assessment process. The process may involve assessment or development centres, psychometric assessment, past performance review, and the views of senior line management.
The fifth stage is to apply the assessment process and evaluate the candidate against pre-determined potential classifications (e.g. ready for promotion now, ready for promotion with further development and/or experience, not suitable for further promotion, etc.). This will determine both the 'talent pool' and the positions for which the candidate is considered a potential successor.
The sixth and final stage is to progress the career and development plans of the assessed candidates.
Key Issues and Linkages for Succession Management
There are a number of key issues and linkages which require identification and resolution.
One such issue is the degree of openness and disclosure of the succession management system. Secretive closed systems often create anxiety and concern by individuals that they have no career future with the organisation. A fully open system, however, can create frustration and discontent unless coupled with other initiatives (such as career planning and management development).
A further issue is getting the balance right between creating a general 'talent pool' and 'putting names in boxes'. This balance is further exacerbated by the uncertainty of future organisational structures, acquisition and divestment. Managing risk requires both the development of high potential individuals and ensuring that position succession is accommodated.
Succession management cannot be designed and implemented in isolation. It requires linkages with other human resources initiatives. . One such linkage is with career planning. Although the changing situations of all organisations prohibit the type of structured career planning that many major companies used to have, there is real benefit in defining career paths and plans. A second linkage is with management development. It is rare that an assessed high potential individual does not have development needs. How these needs are addressed varies in each organisation.
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"The training was delivered in a highly professional yet relaxed style, with full involvement from all. The sales managers left...full of ideas, enthusiasm and a belief that they could - and will - improve their own performance and that of their teams ...."
Andrew Percival, Managing Director, Mayflex Ltd.
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