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Succession Planning


Over the next 12 months our organisation will be researching the process of succession planning with a view to implement some time next year. I'm interested to talk to anyone who has practical experience of this i.e. processes used, implementing (including how to get management support as well as administrative systems needed), managing it after implementation, what worked and what didn't.

Wendy Gannaway
Neopost Ltd
Wendy Gannaway

2 Responses

  1. key things to know about succession planning
    The main thing to remember is that Succession Planning (SP) is simply a tool, not a solution to your development problems. I’ve been a manager, subject and observer of SP in a range of organisations, and offer these headlines:

    Make sure your SP is linked to business planning. Both should be done by the same people: whoever decides to, say, grow sales, cut costs and start a new e-business should also decide how to resource it and feel the pain of any lack of talent.

    It should be seen as a standard business tool, not some additional bureaucracy dreamt up by HR. So whilst HR might administer it, SP should be championed by senior line mgmt.

    Persist. SP doesn’t fix short-term develop gaps, and only pays off once everyone uses it as the primary method of growing talent and filling jobs. Give it a couple of years to get settled in. You might start small with key, senior jobs and people, then slowly take in more levels.

    Make sure decisions are acted on, so it doesn’t become an academic exercise.

    Keep it simple. Minimal paperwork, don’t create extra forms, avoid interminable meetings.

    SP is not only a way to get the right people to fill jobs (good for the company), but also allows you take managed risks in developing people (good for the employee). Don’t let either of these drivers dominate.

    Be open to employees about what SP is and isn’t, and how it works. Otherwise it’ll be seen as a secret society for blue-eyed boys and girls only.

    Call or e-mail if you want more!

    Rod Murray
    [email protected]
    0118 940 6494

  2. Arian Associates Ltd
    One of my business group companies has specialist knowledge in this area.

    The proprieter – Phil Cork – is an experienced Training & Development Manager of many years standing, having carried out this function for such companies as Rolls Royce.
    Ring him on 0191 4261806 and tell him Peter from Arian Associates said to call.


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