What succession planning is
Succession planning is the process of identifying roles that are critical to the organisation, assessing who could fill them and how soon, and developing those people so that a vacancy can be filled from within.
Candidates are commonly rated by readiness, ready now, ready in one to two years, ready in three or more, and given individual development plans.
Why it matters
Without a plan, a key departure becomes an emergency: an external search, a gap in leadership and knowledge that leaves with the person. With one, it becomes a transition.
Common challenges
Identifying critical roles
Criticality is not the same as seniority; some key roles are specialist ones.
Plans without development
A list of successors with no development plan is a hope.
Sensitivity
Succession discussions involve judgements that must be handled carefully.
The process, step by step
- 1
Identify critical roles
Assess which roles would hurt most if suddenly vacant.
- 2
Name candidates
Identify potential successors for each role.
- 3
Rate readiness
Ready now, one to two years, or three or more.
- 4
Develop
Create individual development plans to close the gaps.
- 5
Review
Revisit the plan as people and roles change.
Best practices
- Assess roles by impact of vacancy, not by title.
- Give every named successor a development plan.
- Review the plan at least annually and after key changes.
Mistakes to avoid
- Planning succession only for the top team.
- Naming successors who have never been told or developed.
- Treating the plan as confidential to the point that nobody acts on it.
How software helps
Succession software keeps critical roles, candidates, readiness ratings and development plans together, and links them to performance data such as the 9-box so plans are based on evidence.
Questions about succession planning
Roles whose sudden vacancy would significantly disrupt the organisation, often leadership roles, but also specialist roles that are hard to hire for or hold unique knowledge.
An assessment of how soon a candidate could step into a role, commonly ready now, ready in one to two years, or ready in three or more years.
Approaches differ. Many organisations share development plans without labelling anyone a successor, so development happens without creating expectations.
Identify critical roles, name potential successors, rate their readiness, create individual development plans, and review the plan as people and roles change.
No. Criticality is not the same as seniority, and planning only for the top team misses specialist roles that are hard to hire for or hold unique knowledge.
At least annually, and after key changes in people or roles.
A list of successors without development plans is only a hope. Development plans close the gap between a candidate's current readiness and what the role needs.
Linking succession plans to performance and potential data such as the 9-box means candidates are chosen on evidence rather than impression.