Succession Planning

Critical roles are crucial to an organisation’s current and future success. Having a clear definition of critical roles is an essential starting point for identifying the right employees and realising their prospective to succeed.

Organisations should offer an appropriate succession plan to all workers employed by the company, but management should especially pay attention to those holding critical positions.

Capable successors are the product of years of planning, mentoring, and guidance – ideally as much as five years ahead of a planned transition – to ensure that they acquire the skills and experience they will need. We consider Succession Planning as long-term organisational change.

Succession planning should be highly strategic and is not simply replacement planning. Replacement planning suggests that an organisation simply identifies one or two potential individuals who can work as a backup, for a temporary period, in a role, until someone appropriate is found. Replacement planning assumes that the organisational structure will remain unchanged over time. Succession planning, in contrast, focuses on developing people rather than merely naming them as replacements.

We enable our clients to implement a plan that will enable an organisation to successfully deliver on their strategy by:

  •  Talent Reviews which enable an organisation to understand their strengths and identify critical roles;
  • Identifying potential in current employees;
  • Helping organisations to get a clearer view of their talent, at all levels, by segmenting talent according to performance and potential;
  • Building success profiles for critical roles, which include the desired competencies, experiences, traits, and drivers required for future success;
  •  Recruiting top talent into the organisation and developing strategies to retain them;
  •  Assessing internal and external candidates, using rigorous assessment methodologies;
  •  Creating a targeted development plan for the internal talent pipeline, involving on-the-job training, mentoring, feedback, and coaching, as well as formal academic and training programmes; and
  •  Transferring of knowledge to sustain the succession planning process.