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Design a High-Value Succession Planning Program

Succession planning is complex. Take a systematic approach to address all of the moving parts.

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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

Your Challenge

  • 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.

Research & Tools

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.

Guided Implementations

This guided implementation is a ten call advisory process.

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.

Onsite Workshop

Discuss This Workshop

Book Your Workshop

Onsite 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

1.1

Articulate the need for succession planning

  • Need for succession planning is established
1.2

Identify enabling HR programs and gaps

  • Enabling HR programs are evaluated
1.3

Establish program goals and metrics

  • Goals and metrics are determined
1.4

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

2.1

Develop Role Profile Template and process

  • Role Profile Template is developed
2.2

Develop Talent Profile Template and process

  • Talent Profile Template and process created
2.3

Determine how to identify employees

  • Employee identification discussed and agreed upon
2.4

Define talent readiness and customize the Succession Plan Template

  • Talent readiness criteria defined and Succession Plan Template customized
2.5

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

3.1

Outline successor development and knowledge transfer process

  • Successor development and knowledge transfer process outlined
3.2

Determine how critical roles will be filled

  • Role placement methods determined
3.3

Outline logistics for implementation and program management

  • Program logistics and management are set
3.4

Create communications

  • Organization-wide communications are created