How is the succession of your organizations’ talent happening? Do some of your employees have implied “rights” to specific positions? Does their “time in grade” entitle those who have “paid their dues” to simply move into a vacated senior position regardless whether or not they are the most qualified or possess the most potential?
Does your organization use the “replacement” method of succession whereby a successor is simply chosen from a ‘short list” of employees that a select group of managers have compiled behind closed doors?
Or does your HR organization provide a collaborative process that brings leaders together to discuss designated positions and relevant potential talent as possible candidates? This of course, is the most effective and desired state.
If your succession process is not of the “desired state” mentioned above, then you are missing out on an incredible opportunity to enable your
business as well as potentially putting your business at risk by not filling opportunities with the top talent within your organization.
How do you get started? Here are the first 3 steps:
- As an HR business partner, you first need to be sure you completely understand your business and its current / future strategy and goals.
- You then need to understand your organization’s key positions that drive and impact your business. This includes not only key leadership roles but also positions with specialized skills that are challenging to find and or develop.
- Next, and most importantly, you need to get buy-in from your GM/CEO, key leaders, etc. in the development and implementation of a succession process for your business. Although HR should own this process, succession is not a standalone HR “project” and needs to be done collaboratively and with the support, understanding, and buy-in of senior leaders and other key stakeholders.
Many small and medium-sized businesses fall into the trap of not implementing a succession plan, just like many people put off creating a will. While there are many other key considerations and variables that go into a developing a succession plan, don’t look at the process as insurmountable. CAI can help bring order to the process and partner with you along the way.
Rick Washburn leads the Advice & Resolution team at CAI. In his role, he advises executives and HR professionals on strategic and organizational issues, tackling subjects ranging from employee engagement to talent management. With his 25 years experience in HR management, Rick is uniquely poised to advice and lead businesses to successful HR strategies.