• Ensure there is a strategic orientation.
  Succession planning must be linked with your organisation's overall strategy. This includes developing a vision of what the future holds, as well as the skills and qualities that will be required for employees (at all levels) to be successful in the future. This vision must be clearly stated and widely circulated, so that it is available to all;
   
• Ensure managers are committed and are active participants.
  It is particularly important that senior managers demonstrate their commitment to succession planning and that their active participation is communicated to all employees. While some of the value of succession planning can be seen immediately, its full value will require a long term commitment by senior managers;
   
• Establish a broad definition of succession planning that includes the widest talent pool.
  This is especially critical to ensure effective outcomes for women;
   
• Ensure there is ownership at line management level and above.
  Succession plans have been shown to be much more effective if they are owned (delivered and accounted for) at the line management level;
   
• Ensure there is dedicated responsibility at a high level.
  It is important for there to be a key manager who is responsible for the overall delivery of the plan. This will also ensure that it receives appropriate attention and resources;
   
• Have an effective tool for assessing staff development needs.
  The most basic form of this is a performance appraisal. Properly done, a performance appraisal can meet this need; however the validity of performance appraisal is often questionable, depending upon the tool itself, the skill of the managers conducting appraisals, and the consistency with which it is administered;
   
• Integrate the plan with diversity and gender equity strategies; and
   
• Link the plan to a mentoring program.

Back to Succession Planning Index

Back to Succession Planning Index