No Image Available

Seb Anthony

Read more from Seb Anthony

googletag.cmd.push(function() { googletag.display(‘div-gpt-ad-1705321608055-0’); });

Succession Planning


Recently joined a new organisation and succession planning is on the agenda for this year.

Could anyone share with me their approach (in practical terms) to making this happen either within their current or previous role, whatever that might be. Where did you start? What activities were undertaken? What results were achieved?

Although my main area is T & D, I will be directly involved in setting up Succession Planning at all levels of the organisation.

Jo House

3 Responses

  1. Succession Planning
    Hi Jo
    The Institute Of Directors ( do some good courses to support this
    hope this helps

  2. Keep it simple
    I would keep it simple to start with. Agree with the top team what the key jobs are – normally the exec directors, their direct reports and a few others. Then construct a simple chart of candidates. Probably Four columns against each job – and each column needs to be populated as best you can. 4 columns are:- Emergency candidates, Ready now, ready in 2 years, ready in 5+ years.
    Once you’ve populated it as best you can, talk it thru with the top team individually, and then as a group. If you have a mature, non-polictical top team you can invite tests and challenges. Against each person listed, you’ll need to add whatever performance, grade, salary, dwell time data that you can get, (best summarised with a key at the foot of the table.)
    Once this sort of process has been seen to add value to the business, you could get either more in to talent development conversations about the individuals, or in to “Competency” discussions about the jobs. However, aim to keep it simple. Make it the Top teams’ table – not yours! make sure it add some value.
    If you’ve got Non-Exec Directors, engage them a little, subject to advice from the boss!

  3. Evaluation Tool
    Useful starting point is an analysis of how their manager sees the employees career progressing in next 12-18 months.

    I have used the following as part of an appraisal process and as a tool for looking at identifying staff ready for any transition etc training:

    1 -Too soon to evaluate
    2 -Valued, and to stay within current role in the department
    3 -Valued, and to stay within current role in the department, with expanded duties and responsibilities
    4 -Potential to move upwards to ……(next level)
    5 – Practical probability to move upwards to …… (next level)

    Also there are some articles in People Management : How To Implement A Succession Plan (25 November 2004), How To Support High Performers (12 August 2004,)and How To Find and Develop Talent (25 October 2001) which might be of value.

    Good Luck!


Get the latest from TrainingZone.

Elevate your L&D expertise by subscribing to TrainingZone’s newsletter! Get curated insights, premium reports, and event updates from industry leaders.


Thank you!