SUCCESSION PLANNING

PRESENTED BY
ELIAS BENYU
ebenyu@yahoo.com

Introduction
Succession planning is a systematic approach to:
 Building a leadership pipeline/talent pool to ensure
leadership continuity
 Developing potential successors in ways that best fit
their strengths
 Identifying the best candidates for categories of
positions
 Concentrating resources on the talent development
process yielding a greater return on investment.
Succession planning recognizes that some jobs are the
lifeblood of the organization and too critical to be left
vacant or filled by any but the best qualified persons.
Effectively done, succession planning is critical to mission
success and creates an effective process for recognizing,
developing, and retaining top leadership talent.
11/9/2012 ebenyu@yahoo.com

WHAT IS SUCCESSION PLANNING?
Getting the right number of people with
the right skills, experiences, and
competencies in the right jobs at the
right time.
Succession planning is nothing more
than having a systematic process where
managers identify, assess and develop
their staff to make sure they are ready
to assume key roles within the company.

Effective Succession Planning is . . .
 Identifying key player gaps through workforce
planning
 Giving employees at all levels opportunities to
develop their skills
 Embedding development opportunities in
everyday work processes
 Embedding knowledge sharing into work
processes
 Developing many employees for more
challenging positions; not just one

Effective Succession Planning is not . . .
 Identifying a specific employee for a specific job
at a future point in time

Why Succession Planning?
How Succession Planning Helps
Organizations
 Engages senior management in a disciplined review
of organizational talent
 Guides development activities of staff
 Brings HR systems into alignment
 Assures continuity of key positions / Avoids
transition problems
 Assures new managers are prepared for their jobs
 Focus on Organizational Effectiveness

Why Succession Planning?
When Succession Planning has not occurred, or has not been
conducted effectively, some of the more detrimental results
can include:
• Disruptions in services, production, or productivity,
• Stalled critical projects,
• Decreased employee morale,
• Unclear organizational direction,
• Loss of critical knowledge,
• Competing interests or ideas stalling the replacement
process and putting further strain on the organization.

Without Proper Succession Planning &
Leadership Development….
 Loss of continuity of business
 Lost productivity
 Potential loss of customers/ business
 Time/ expense to find replacement
 Negative impact on revenue
 Reduced employee morale
 Possible band aid replacement results in longer-term issues
 Shareholder concerns and potentially lower stock price (if
CEO or key senior leader)
 Possible acquisition target (if CEO with no replacement)
 Consider the possible impact of an unexpected, immediate
departure of a senior manager yet there is no-one readily
available to succeed him/her 11/9/2012 ebenyu@yahoo.com

Investment in Human Capital
“Leading organizations understand that
effectively managing employees, or human
capital, is essential to achieving results. Only
when the right people are on board and
provided the training, tools, structures,
incentives, and accountability to work
effectively is organizational success possible.”
Quote from GAO report: “Addressing High Risk
and Improving Performance and Accountability”

Business Concept
RISK of not having a succession plan
 Will your organization have the right skill mix for
the future? Human Capital Challenge!
◦ If not, what will the cost to your organization be?
 Will your organization have the right leaders to
accomplish the mission?
◦ Visionary, creative, risk-taking, initiative, technologically
advanced
CHALLENGE: What is your Organization’s
Plan to meet the needs of the future?

Developing a Succession Plan
1. ChooseYour Successor
2. Develop a FormalTraining Plan for
Your Successor
3. Establish aTimetable
4. PrepareYourself for Retirement
5. InstallYour Successor

THE SUCCESSION PLAN
1.Workforce analysis and forecasting
2. Communications strategy
3. ID positions targeted for growth and
attrition
4. ID current and future competencies
5. ID and assess high potential employees
6. Conduct competency gap analysis

THE SUCCESSION PLAN
7. Establish recruitment strategy and
assessment / selection tools
8. Institute formal coaching and mentoring
(training and development)
9. Select for positions
10. Establish a retention plan
11. Evaluation / Measurement

Supply Analysis
•Workforce analysis and
trends
•Employee competencies
•Workforce demographics
•Current workload analysis
GAP Analysis
•Comparison of
future workforce
competencies with
future needs
•Analysis of how
workforce
demographics will
change
•ID of areas in
which management
action will be
needed to reach
workforce
objectives
Demand Analysis
•Workforce knowledge, skills
and abilities to meet projected
need
•Staffing patterns
•Anticipated programs and
workload changes
Solution Analysis
•Planning
workforce
transition
•Employee
development and
retraining
•Changes in
staffing patterns

Core Principles Underlying Succession Planning
1. Leaders really do matter … in managing/driving accountability, results, culture.
2. Performance is what counts … top performers over high potentials
(the “what” & “how” both count).
3. Today’s top performing leaders aren’t necessarily tomorrow’s …
even our best leaders can fall behind or derail.
4. Talent is an enterprise resource … willingness to share talent makes
the system work.
5. A broad set of experience & assignments is the best classroom …
yet a balanced approach is still necessary for development.
6. It’s incumbent upon today’s “top-100” to leave a legacy of
future talent … current leaders must teach, mentor, & role model others on what
it takes to succeed.
7. Invest in the best … focus the rest.

THREETYPES OF SUCCESSION
PLANNING
Currently, your organization may utilize one of three approaches
to succession planning:
Simple Replacement planning - a process that indicates
possible internal replacements for critical positions.
Developmental succession planning – a process that
indicates not only possible internal replacements for critical
positions but also provides for developing individuals to meet
the challenge of future organizational change by grooming
them for advancement possibilities and for exercising
increasing technical proficiency.
Talent pool planning – a process that indicates a group of
possible internal replacements for critical positions and also
provides for developing groups of people to meet the
challenge of future organizational change.

A FOUR PHASE APPROACH
 An effective alternative to using one of the
previously listed three types of succession
planning is entitled: The Four Phase
Approach to Effective Succession
Planning and Management.
 This approach is used to translate the forces
driving the need for succession planning
within organizations into the reality of
actually executing it.

FOUR PHASE APPROACH
Phase 2. Create a Succession Plan
1. Identify job functions.
2. Identify staffing levels needed and related
KSAs (Knowledge, Skills and Abilities)
3. Determine availability of staff
4. Conduct gap analysis and establish priorities.
5. Create workforce plan with strategies and
measures of Success.
Phase 1. Establish the Scope
1. Review the organization’s strategic plan.
2.Analyze attrition data and retirement
projections.
3. Determine external factors.
4. Define parameters of succession planning.
Phase 4. Monitor,
Evaluate and Revise
1. Monitor progress and make
necessary interventions.
2. Evaluate implementation and
revise plan based on lessons
learned and new succession
planning issues.
Phase 3. Implement the Succession Plan
1. Communicate succession planning process
2. Implement strategies and tactics for developing employees`
*American Society
for Training and
Development,
2004

FOUR LEVERS FOR LEARNING
On-The-Job
Experiences
Mentoring or Coaching
Training or Continuing
Education
Motivated Self-
Development
55-65%
25-30%

“There are two kinds of people in
organizations: Those with 20 years
experience and those with one year
experience repeated 20 times.”
—Gene Dalton, BYU

“We put good people
in big jobs before they
are ready.”
—Pepsi Co.

Leadership Development =
V+C+L
Variety of Experiences +
Challenging Assignments +
Ability & Willingness to Learn
—Center for Creative Leadership

The Development Formula
The formula:
10% Knowledge (classes/book learning)
+ 20% Learning from others (mentors)
+ 70% Experience (do it)
= 100% (A shiny new competency!)

Assessment of
Key Positions
Assessment of
Key Talent
Generation of
Development Plans
Key
Elements
Succession Planning: Key Elements

1. Assessment of Key Positions:
• What are the competencies and experiences needed
to qualify for each key position?
2. Identification of Key Talent:
• Typically people at the top two levels of the organization
and high potential employees one level below.
• Identified by their management’s assessment of their
performance and potential for advancement.
3. Assessment of Key Talent:
• For each person on the radar screen, primary development
needs are identified focusing on what they need in order
to be ready for the next level.
4. Generation of Development Plans:
• A development plan is prepared for how we will help the
person develop over the next year.

5. Implementation; Monitoring & Review
 An annual or semi-annual succession planning review is held to review
progress of key talent and to refresh or revise their development plan.
Linking succession planning to HR processes
– Performance management
– Compensation
– Recognition
– Recruitment and retention
– Workforce planning
Implementing strategies for maintaining senior level commitment.
-Tracking selections from talent pools
-Listening to leader feedback on success of internal talent and
internal hires
-Analyzing satisfaction surveys from customers, employees,
and stakeholders
-Assessing response to changing requirements and needs.

SUCCESSION CANDIDATES
KEY POSITION TITLE ________________________
Backup Candidate Name: ______________________
Current Title: ________________________________
Div: ______________ Level of Readiness (Circle One):
Within 1 Yr. 1–3 Yrs. 3–5 Yrs.
__________________________________________________
Strengths for this position:
Developmental needs for this position:
Comments:
_________________________________________________
Date: FY:
Completed by: Division:
SAMPLE DOCUMENTATION

SUCCESSION PLAN SUMMARY
ORGANIZATION:_____________________
Key Position
Title
Incumbent
Name
Position
Vulnerability
Succession Candidate
Names
Open
in
< 1 Yr
Open
in
1–3
Yrs
Open
in
3 + Yrs
Ready in
< 1 Yr
Ready in
1–3 Yrs
Ready in
3 + Yrs

Overall Performance Summary:
(Indicate recent performance including major accomplishments
or performance issues.)
Key Strengths:
(List 2 - 3. Indicate key technical or professional competencies,
skills, or knowledge the person has.)
Development Needs:
(List 2 or 3. Indicate key experiences, skills, or knowledge the
person lacks in order to move to the next level.)
Development Actions:
1. On The Job: (What new responsibilities do you plan to assign
to help this person develop this year?)
EXECUTIVE DEVELOPMENT PLAN
NAME: ________________ TITLE: ________________
2. Special Assignment: (What task force, projects, or special
assignments will be given this year to aid development?)
3. Training: (What specific training or seminars are
recommended this year for his/her development?)
Potential For Promotion:
(Indicate this persons readiness to be promoted to the next
organizational level.)
Ready now for the next level.
Ready in the next 24 months.
Ready in 2 to 3 years.
Recommended Next Position: (List the next assignment that
would most benefit the individual in his/her development.)

PLANS FOR SELECTED TALENT
ORGANIZATION:_____________________
Name Title High Level Plan

LEADER DEVELOPMENT TOOLBOX
On The Job:
• Job Enrichment
• Special Projects
• Committee Assignments
• Task Force Participation
• Lead Person Responsibilities
• Giving Presentations
• Preparing Proposals
• Installing A New System
• Leading A New Program
• Temporary Job Assignments
• Full Job Change
Learning From Others
• Working With a Mentor
• Teaming with an Expert
• 360 Feedback
• Focused Interviews
Training & Education
• Seminars & Conferences
• Continuing Education
• E Learning
• Cross Training

Semi-Annual Succession Planning
Review
 Review of succession candidates and
development plans in each organizational
unit
 Report development progress and make
necessary adjustments to the plan
 Orchestrate moves for the next six months

SUCCESSION PLANNING-CASE STUDY
Succession Planning-Case Study.doc
Motorola Succession Planning Case

Keys to Success
 Laying out a detailed implementation plan from the beginning
(ID budget and resources required. STARTTODAY!)
 Involvement and buy-in from top management, program managers,
and human resource managers.
 Availability of accurate input data
 Good communication and marketing
 Employees are committed to their own self-development.
 Linkage of succession plan to strategic planning and investment in the
future.
 HR serves in a consulting role but management owns the process
 Workforce data and analysis inform the process.
 Leadership competencies are identified and used for selection and
development.
 A pool of talent is identified and developed early for long-term needs.
 Development is based on challenging and varied job-based
experiences.
 Senior leaders form a partnership with human resources.
 Succession planning addresses challenges such as diversity,
recruitment, and retention.

SUCCESSION PLANNING

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SUCCESSION PLANNING