On Succession Planning: It’s NOT Hard, so why doesn’t everyone do it?

One of my Vistage groups has formed a group of their OD/HR people, meeting semi-monthly to share ideas on topics of interest.

At the most recent one, I shared my frustration as to why every company isn’t formally, with a process, doing both Succession Planning and its related counterpart, Employee Development.

So, what’s the trigger to stimulate it being embraced, since it’s not the “obvious rightness” of it?  They said …

  •  Turnover … important leaders and future leaders are leaving.

  •  Outsiders telling the CEO the company isn’t competitive.

  •  Low morale/engagement based on Employee Engagement Surveys.

Another question:  What’s the process for getting Succession Planning started?  They said …

1.  Retain/Appoint someone to be take on administration/championing of Succession Planning as part of his/her job.

2.  Work with the Unit Mgr. and direct reports.  Analyze the current person in each position for “seeable” events like retirement.  Also, think about the organization structure 3-5 years hence … will expansion add additional positions, and when.

3.  Assign two people as the successors for each position.  Are two available?  Ask them if they are interested in being groomed/developed for that job.

4.  Knowing the Competencies needed for the job, at a performance level of 7-8 on a 10-Pt. scale, develop a Development Plan for each person laser-focused on reaching an acceptable performance level to be promoted to the job.  How many years away from “acceptability” is each person.

5.  At least semi-annually, the Unit Mgr. and direct reports meet to update the chart regarding each person, and to make revisions as needed.  If there aren’t two people in development, begin recruiting.