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In the last issue of the McDermott & Bull Recruiter,
we began this discussion by identifying several
common “reasons for promoting” someone that most of
us have witnessed and questioned. Most of these, in
fact, were merely baseline requirements for the
competent worker to keep his/her job, not as bases
for placing an individual in a more demanding role.
As each of us has probably experienced, the
potential failure of someone promoted for these
reasons impacts far more within an organization,
including its performance, morale, employee
retention, and attractiveness as a quality employer
of choice within an industry, than simply the person
unfairly pushed into a position for which he/she is
ill equipped.
This time, let’s examine some of the
pre-requirements and keys to succession planning.
While succession planning is not the same as a
performance evaluation, done correctly for an
individual, it documents the strengths and
weaknesses within an individual’s abilities and
skills, articulates what needs to be developed to
realize potential, and compares current and future
capabilities with organizational talent requirements
in management, supervisory and leadership roles. The
succession plan document presents an employee’s past
performances in brief, skills and leadership
currencies, career aspirations and goals, and
forecasts the future roles this individual
contributor can play within the organization. The
real focus here is to objectively create a path for
each individual in both skills and positional growth
that will be most meaningful to both the company and
the person. To be sure, a formal document should be
developed, maintained, periodically updated, and,
certainly, the information shared with the key
constituents: the employee and the members of
management that will make succession and promotion
decisions. This becomes a living tool for all
concerned.
Succession planning, like performance evaluations
and career planning, is a process that requires
clearly defined parameters, expectations,
definitions, and grading elements. It should include
the following considerations, or some reasonable
facsimile:
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The company leadership needs a clearly defined
vision for the future as well as a “picture” of
the successful person in each key position (this
pre-supposes well developed job descriptions for
those roles that are part of succession
planning);
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These definitions need to be frequently shared
with the respective and impacted constituents;
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The hiring process should reference these
definitions and the company’s commitment to them
as well as to succession planning, showing
tangible examples of successes and misses;
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Once the defined format and tools are in place,
the succession review and process needs to be
regularized, which, for most companies is annual
implementation;
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Based upon performance evaluations and employee
aspirations, the supervising executive needs to
help the individual define his/her developmental
needs and to agree upon a realistic
promotability timeline that incorporates the
benchmarks to measure growth for that employee;
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A management or skills development plan should
be documented to include the developmental
needs, actions to be taken, assistance and/or
mentors needed to achieve the new abilities,
improvement targets both in terms of dates and
performance thresholds. Many companies will
perform this as top down exercise where the
supervisor will define each of these elements
while other companies seek to make it
interactive and negotiated between the
supervisor and the report direct;
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Some version of a succession planning board or
group needs to be presented each plan,
challenging as necessary and adding value, so
that partnerships can be established to manage
the process for each concerned individual as
well as the company;
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The supervisor must frequently review progress
against the plan with the individual, updating
progress, and this information should be shared
with the succession planning board;
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As opportunities arise where potential fits of
existing individuals within the succession
planning program (and queue), the hiring
supervisor, the employee’s current supervisor
and the succession planning board must commit to
use the plan in its decision making process as
it seeks to fill the new need.
Those organizations that meaningfully commit to this
type of succession planning process will find
significantly improved prospects for placing the
right person in the right job. Just as important,
this champions improved retention, higher morale,
greater belief in company values and support for its
culture, enhanced customer service levels internally
and externally, and a positive impact on revenues
and income. The decisions become fact based instead
of gut-reactions, benefiting all involved.
If you missed our last edition with the first
article about the Succession Planning Queue, or have
questions about getting the process started in your
organization, please email me at
Cottey@mbsearch.net, or call 949 753-1700, ext.
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