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Saturday, 15 January 2011

Concept and objective for succession planning

Succession planning to be a process by which one or more successors are identified for key posts (or groups of similar key posts), and career moves and / or development activities are planned for these successors. Successors may be fairly ready to do the job (short-term successors) or seen as having longer-term potential (long-term successors). Succession planning therefore sits inside a very much wider set of re-sourcing and development processes which we might call succession management.
This encompasses the management re-sourcing strategy, aggregate analysis of demand / supply (human resource planning and auditing), skills analysis, the job filling process, and management development (including graduate and high flyer programmes). Organisations use succession planning to achieve a number of objectives including:

o    Improved job filling for key positions through broader candidate search, and faster decisions.
o       Active development of longer-term successors through ensuring their careers progress, and engineering the range of work experiences they need for the future
o   Auditing the ‘talent pool’ of the organisation and thereby influencing, resourceing and development strategies
o   Fostering a corporate culture through developing a group of people who are seen as a ‘corporate resource’ and who share key skills, experiences and values seen as important to the future of the organisation. Of these, it is the active development of a strong ‘talent pool’ for the future which is now seen as the most important. Increasingly, this is also seen as vital to the attraction and retention of the ‘best’ people.
Typical activities covered by succession planning include:
o   Identifying possible successors
o   Challenging and enriching succession plans through discussion of people and posts
o   Agreeing job (or job group) successors and development plans for individuals
o   Analysis of the gaps or surpluses revealed by the planning process

o Review, i.e. checking the actual pattern of job filling and whether planned individual development has taken place.