Succession Planning & Management

SUCCESSION PLANNING
& MANAGEMENT
CHAPTER 1
SUCCESSION PLANNING BACKGROUND
WHAT IS SUCCESSION PLANNING &
MANAGEMENT SP&M?
• Succession planning and management (SP&M) is the process that helps stabilize the tenure of
personnel. It is perhaps best understood as any effort designed to ensure the continued
effective performance of an organization, division, department, or work group by providing
for the development, replacement, and strategic application of key people over time.
SUCCESSION PLANNING –VS- OTHER TERMS
• Distinguishing SP&M from Replacement Planning - In its simplest form, replacement planning is a form
of risk management.
• Distinguishing SP&M from Workforce Planning - Workforce planning connotes comprehensive planning
for the organization’s entire workforce.6 Few organizations actually do that.
• Distinguishing SP&M from Talent Management - ‘‘Talent management is the process of recruiting, on-
boarding, and developing, as well as the strategies associated with those activities in organizations.’’
• Distinguishing SP&M from Human Capital Management - Human capital management (HCM) theory is
all about individuals and their economic value.
MAKING THE BUSINESS CASE FOR SUCCESSION
PLANNING AND MANAGEMENT
• What’s the point???????????????????????????????????????????????????????????

1. First, top managers are aware that the continued survival of the organization depends on having the
right people in the right places at the right times to do the right things and get the right results.
2. Second, as continuing downsizing and other cost-containment efforts have decimated the middle
management ranks—a traditional training ground and source of top management talent—there are
simply fewer people available to advance to the top ranks from within.
3. Third, when SP&M is left informal and thus unplanned, job incumbents tend to identify and groom
successors who are remarkably like themselves in appearance, background, and values. (who is like me)
WHY SHOULD AN ORGANIZATION SUPPORT A SYSTEMATIC
SP&M PROGRAM?
1. Contribute to Implementing the Organization’s Strategic Business Plans
2. Identify Replacement Needs as a Means of Targeting Necessary Training, Employee Education, and Employee
Development
3. Increase the Talent Pool of Promotable Employees
4. Provide Increased Opportunities for High-Potential Workers
5. Tap the Potential for Intellectual Capital in the Organization
6. Help Individuals Realize Their Career Plans Within the Organization
7. Encourage the Advancement of Diverse Groups
8. Improve Employee Morale
9. Improve Employees’ Ability to Respond to Changing Environmental Demands
10. Cope with the Effects of Downsizing
11. Decide Which Workers Can Be Terminated Without Damage to the Organization
12. Reduce Head Count to Essential Workers Only
• Timing
• Planning
• Scope
• Degree of Dissemination
• Amount of Individual Discretion
APPROACHES TO SP&M
• The Top-Down Approach. Corporate strategy drives SP&M. Leaders identified through a systematic SP&M process
support the successful execution of strategy.
• The Market-Driven Approach. Succession planning and management is governed by marketplace needs and
requirements. As necessary talent is required to deal with competitive pressures, it is sought out.
• The Career Planning Approach. Succession planning and management is tied to strategic plans through individual career
planning processes. In consultation with their organizational superiors and others, individuals examine their own career
goals in light of the organization’s strategy. They can then make decisions about how they can best contribute to
emerging organizational needs while also improving their own chances for eventual career advancement.
• The Futuring Approach. Succession planning and management becomes a vehicle for anticipating talent needs
stemming from corporate strategy. It is viewed as a way to scan external environmental conditions and match the
organization’s internal talent to the demands created by those conditions.
• The Rifle Approach. Succession planning and management is focused on solving specific, identifiable problems
confronting the organization, such as higher-than-expected turnover in some organizational levels or job categories.
(One trend is to single out and track the turnover of high potentials in the organization, which is called critical turnover.)
ALTERNATIVE APPROACHES
• Home work - What are the alternative approaches. Give examples
CHAPTER 2
TRENDS INFLUENCING SUCCESSION PLANNING AND
MANAGEMENT
TRENDS
Trends Influencing the future of workplace and work force

• Changing technology
• Increasing globalization.
• Trends Influencing Succession Planning and Management
• Continuing cost containment.
• Increasing speed in market change.
• The growing importance of knowledge capital.
• An increasing rate and magnitude of change.
TRENDS
Trends influencing SP&M
• The need for speed
• A buyer’s market for skills
• Reduced loyalty among employers and workers
• The importance of intellectual capital and knowledge management
• The importance of values, ethics, and competencies
• More software to support succession
• The growing activism of the board of directors
• Growing awareness of similarities and differences in succession issues globally
• Growing awareness of the similarities and differences of succession programs in special venues: government, nonprofit, education, small
business, and family business
• Managing a special issue: CEO succession
CHAPTER 3
MOVING TO A STATE-OF-THE-ART APPROACH
CHARACTERISTICS OF EFFECTIVE
PROGRAMS
• Characteristic 1: Top Management Participation and Support
• Characteristic 2: Needs-Driven with External Benchmarking
• Characteristic 3: Focused Attention
• Characteristic 4: Dedicated Responsibility
• Characteristic 5: Succession Planning and Management Extends to All Levels
• Characteristic 6: A Systematic Approach
• Characteristic 7: A Comparison of Present Performance and Future Potential
• Characteristic 8: Clarification of High-Level Replacement Needs
• Characteristic 9: An Obligation to Identify and Prepare Successors
• Characteristic 10: Specific Developmental Programs Established and Conducted
• Characteristic 11: High Potentials Work While Developing
• Characteristic 12: Developmental Programs Establish Familiarity with Who, What, When, Where, Why, and How
• Characteristic 13: Developmental Experiences Encourage Critical Questioning
• Characteristic 14: Succession Planning Emphasizes the Qualities Necessary to Surpass Movement to the Next Higher-Level Job
• Characteristic 15: Formal Mentoring Emphasized
COMMON MISTAKES AND MISSTEPS TO
AVOID
• Problem 1: Lack of Support
• Problem 2: Corporate Politics
• Problem 3: Quick-Fix Attitudes
• Problem 4: Low Visibility
• Problem 5: The Rapid Pace of Organizational Change
• Problem 6: Too Much Paperwork
• Problem 7: Too Many Meetings

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SUCCESSION PLANNING

• What’s the point???????????????????????????????????????????????????????????

Trends Influencing the future of workplace and work force

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