1. Consequences of choosing a wrong
successor

2. What is Succession Planning ?
 Succession Planning is the process of training, preparing employees in an
organization so that there will always be someone to replace an employee
who leaves.
(OR)
 In other words...The continual business of monitoring and developing
internal talent to assure that employees have them knowledge, skills and
abilities necessary to succeed in future leadership roles.

3. MEANING :
 “ A defined program that an organization systemized to ensure leadership
continuity for all key positions by developing activities that will build
personnel talent from with in.”
”PRESENT TALENT = FUTURE TALENT”

4. REASONS FOR SUCESSION PLANNNG :
 Identify Highly Talented individuals.
 Promoting Employee Development
 Refining Corporate Planning.
 Establishing the Talent Pool.

5. GUIDELINES FOR EFFECTIVE SUCCESSION
PLANNING :
 Customized to suit the needs of the organization.
 Driven by the line function and not HR executives.
 Develop key candidates, in anticipation of future openings.
 Training & Development.
 Take into account the culture of the organization.

6. WHY SUCCESSION PLANNING FAILS :
 Candidates are arbitrarily
identified.
 No strategic vision.
 Problem in dealing big picture.
 Promotions & employee
aspirations.
 Organization Size
 Organization location.
 Stability
 Type of Business/ service
 Technology
 Fewer Resources.
 Competition.
 Diversification of Workers.
 Changing views.

7. Succession Planning: Key Elements
Identification/Assessment of
Key Positions
Identification of
Key Talent
Assessment of
Key Talent
Generation of
Development Plans
Development
Monitoring & Review
Key
Elements

8. ASSESSMENT OF KEY POSITIONS :
 What are the competencies and experiences needed to qualify for each
key position?
 What are the external and internal factors affecting this position?
 What competencies or skill sets will be required?
 What are the gaps (competencies or skill sets not possessed by the
current staff)?
 What strategies will be used to address the gaps?

9. IDENTIFICATION OF KEY TALENT :
 Different organizations use different metrics for identification of their
key talent.
 Most organizations use the following to identify their top talent.
a)Performance
b) Potential

10. High potential
Low performance
High potential
Medium performance
High potential
High performance
Medium potential
Low performance
Medium potential
Medium performance
Medium potential
High performance
Low potential
Low performance
Low potential
Medium performance
Low potential
High performance
HighMediumLow
Performance
Potential
MediumLowHigh
Prepare for
future role

11. ASSESSMENT OF KEY TALENT :
 each individuals performance & potential to be used as a reference
tool.
 Using pools of candidates vs. development of positions.
 Identifying talent with critical competencies from multiple levels.
 Using 360 degrees feedback for development purposes.
 For each person on the radar screen, primary development needs are
identified focusing on what they need in order to be ready for the next
level.

12. Generation of Development Plans:
 A development plan is prepared for how we will help the person
develop over the next year.
 It is necessary to create Individual Development Plans (IDPS) for
identified successors to address critical skill gaps.

13. Development Monitoring & Review :
 Tracking selection from talent pools.
 Listening to leader feedback on success of internal talent & internal hires.
 Analyzing satisfaction surveys from customers & employees.
 Assessing response to changing requirements & needs.
 An annual or semi-annual succession planning review held to review progress of key
talent and to refresh or revise their development plan.

14. SUCCESSION PLAN SUMMARY
ORGANIZATION:_____________________
Key Position Title
Incumbent
Name
Position
Vulnerability
Succession Candidate
Names
Open in
< 1 Yr
Open in
1–3 Yrs
Open in
3 + Yrs
Ready in
< 1 Yr
Ready in
1–3 Yrs
Ready in
3 + Yrs

15. THANK YOU