Design a High-Value Succession Planning Program
Succession planning is complex. Take a systematic approach to address all of the moving parts.
- Succession planning has been rated the least effective or second least effective area of HR for five years in a row (McLean & Company HR Trends Report, 2014-2018).
- Organizations focus on top management roles without evaluating which critical roles add the most value to the organization.
- Because the stakes are so high in succession planning, and because of its complexity, implementing it poorly can do more harm than good.
Our Advice
Critical Insight
- Succession planning is a high-stakes, complex, and resource-intensive initiative. Maximize the value of succession planning to your organization by designing a systematic approach.
Impact and Result
- Design a program that is value driven, integrated, evidence based, and inclusive to maximize value.
- Ensure that leaders are accountable for conducting succession planning, with the support, process design, and facilitation of HR.
Design a High-Value Succession Planning Program
1. Set the program direction
Establish your program goals and metrics, create a steering committee, and determine stakeholders and transparency levels.
2. Design the succession planning process
Design your program, customize key tools and templates, and prepare for calibration sessions.
3. Prepare to launch & manage the program
Develop a communications plan and create an implementation schedule.
Workshop: Design a High-Value Succession Planning Program
Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.
Module 1: Set Program Direction
The Purpose
- Set your succession planning project up right by establishing the program direction
Key Benefits Achieved
- Program direction and key criteria are set
- Program is ready to move forward with design
Activities
Outputs
Articulate the need for succession planning
- Need for succession planning is established
Identify enabling HR programs and gaps
- Enabling HR programs are evaluated
Establish program goals and metrics
- Goals and metrics are determined
Customize the Critical Role Identifier tool
- Critical Role Identifier is customized
Module 2: Design the Succession Planning Process
The Purpose
- Design your succession planning program
- Customize related tools and templates
Key Benefits Achieved
- Succession planning program designed and ready for launch
- Tools and templates customized to the organization’s employees and critical roles
Activities
Outputs
Develop Role Profile Template and process
- Role Profile Template is developed
Develop Talent Profile Template and process
- Talent Profile Template and process created
Determine how to identify employees
- Employee identification discussed and agreed upon
Define talent readiness and customize the Succession Plan Template
- Talent readiness criteria defined and Succession Plan Template customized
Design successor identification process and meetings
- Successor identification process determined
Module 3: Prepare for Program Launch & Communication
The Purpose
- Prepare for the launch of the succession planning program by outlining logistics and communications
- Determine how institutional knowledge will be retained come vacancies
Key Benefits Achieved
- Communication plan and logistics ready to launch
- Process to retain institutional knowledge is determined
Activities
Outputs
Outline successor development and knowledge transfer process
- Successor development and knowledge transfer process outlined
Determine how critical roles will be filled
- Role placement methods determined
Outline logistics for implementation and program management
- Program logistics and management are set
Create communications
- Organization-wide communications are created
About McLean & Company
McLean & Company is an HR research and advisory firm providing practical solutions to human resources challenges via executable research, tools, diagnostics, and advisory services that have a clear and measurable impact on your business.
What Is a Blueprint?
A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your HR problems.
Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.
Need Extra Help?
Try Our Guided Implementations
Get the help you need in this 3-phase advisory process. You'll receive 10 touchpoints with our researchers, all included in your membership.
Guided Implementation #1 - Set the program direction
- Call #1 - Identify gaps in enabling HR programs and identify steering committee members.
- Call #2 - Review program goals and metrics.
- Call #3 - Define stakeholder roles.
Guided Implementation #2 - Design the succession planning process
- Call #1 - Develop critical role criteria, profile template, and process.
- Call #2 - Develop talent identification process, talent profile template, and process.
- Call #3 - Discuss talent calibration and talent review meeting design.
- Call #4 - Plan alignment of L&D and Talent Acquisition to succession planning.
Guided Implementation #3 - Prepare to launch & manage the program
- Call #1 - Review communication plan.
- Call #2 - Discuss the logistics for program launch and management, including additional items that need to be built.
- Call #3 - Discuss program measurement, improvements, and iteration.
Contributors
- Amanda Mathieson, Senior Manager of Talent Management, Tangerine
- Chris Toth, Manager of Workforce Planning, FedEx Freight
- Gail Voisin, CEO, Gail Voisin Executive Coaching
- Ilia Maor, Practice Lead of Research & Advisory Services, Enterprise Applications, Info-Tech Research Group
- Jason Sage, HR Director, Caterpillar Inc.
- John Figiel, Director of Talent Management, Sinai Health System
- Lepora Menefee, VP of HR, NexGen People
- Lori Kantymir, Manager of Learning & Development Solutions, McLean & Company
- Maria Elena Aragon, Talent & Leadership Development Manager, DHL Express (Canada), Ltd.
- Nadia Falcone, Talent Management Consultant, City of Ottawa
- Tracy L. Chambers, Senior Manager, Talent & Organization, Accenture