Overview of Succession Planning

by Michael Beitler

Published on this site: July 1st, 2005 - See more articles from this month...

Succession planning has become a major concern for many of my clients who now see aging baby boomers considering retirement. Many of these boomers built their professional careers in a very competitive environment; they see "what they know" as a competitive asset that must be carefully guarded.

An effective succession plan (SP) is based upon senior management's work on the following:

1. aligning the SP with the strategic plan

2. identifying key positions

3. identifying candidates for key positions

4. utilizing real-time learning for candidate development

5. assuring line ownership of the SP

6. integrating the SP with other developmental programs

1. Aligning With the Strategic Plan
   
   Throughout my books and articles I stress the importance of aligning everything with the strategic plan. Succession planning is no exception.
   
   The succession planning process should not begin with discussions about people for specific positions. The SP process must begin with discussions about the organization's strategic plan and the future needs of the organization. The organization's strategic plan is the guidepost for the entire SP process.
   
   Organizations, and their strategic plans, are not static. They are dynamic; they are continuing evolving. The succession plan must be aligned with the evolving organization's needs.
   
   Changes in the strategic plan should automatically mandate a review of the succession plan. Several authors (Buckner & Slavenski, 1994; Clark & Lyness, 1991; Hall & Seibert, 1991; Rothwell, 2000) discuss the need for a succession plan that responds to changes in the strategic plan.
   
   The critical nature of this link between the succession plan and the strategic plan calls for a thorough review of the current strategic plan. Leibman and Bruer (1994) believe the same executives who are involved in the strategic planning process should also be involved in the periodic succession planning and management development reviews.
   
   Allison (1993) lamented that SP in most organizations was not linked with long-term planning or strategic planning. In many organizations this is still true.
   
   A succession plan should have its own mission statement or statement of purpose. This should clearly articulate how the SP is linked to the strategic plan. Rothwell (2000, p.103) offers a list of issues to be addressed in this statement.
   
   The succession plan must be tailored to the needs of the specific organization. The organization's size, structure, growth rate, culture, and values must be considered. Gratton and Syrett (1990) describe four different but successful SPs.
   
   
2. Identifying Key Positions
   
   Once the strategic plan has been reviewed, the next step is to identify the key positions needed to implement the plan. Positions in the organization are "key," if the loss of the person in the position would lead to great loss or disruption.
   
   Once the key positions are identified, the required competencies must be clearly defined. Two lists are required here; one for current and one for projected competencies. The position's required competencies will be dynamic, as are the company's product/services and customer preferences. Buckner and Slavenski (1994) recommend a shift in focus from specific to more general competencies in dynamic organizations.
   
   Rothwell (2000) recommends merging both generic management leadership competencies with organization-specific competencies to create what he calls an "executive success profile." Organization-specific competencies must consider organizational culture, values, market position, and customer base.
   
   
3. Identifying Candidates
   
   Senior managers tend to support and recommend successors similar to themselves. This is not bad, unless it is the only criterion. Subjective and anecdotal assessments must be balanced by objective, job-relevant assessments.
   
   Performance appraisals must be part of the process of identifying candidates. Many well-liked candidates simply do not get the job done. Bossidy and Charan (2002) discuss this situation in their popular book, entitled "Execution." An objective evaluation of results is critical. Performance appraisals must be of the 360-degree nature; supervisor-only appraisals will not suffice.
   
   Psychological assessments (discussion later) and independent assessment centers are valuable contributors to candidate profiles. These assessments along with performance appraisals provide the raw material needed to construct the individual's developmental plan.
   
   In the identifying candidates step, it is important to hear from the candidates themselves. What are the aspirations of the candidate? Interests? Willingness to relocate? Sometimes senior managers are surprised to learn that a "candidate" does not share their aspirations and dreams. Buckner and Slavenski (1994) offer a simple solution. They believe a career-interest form can gather the needed information on career goals and life/work preferences. Clearly, this is important information to add to the other data.
   
   
4. Real-Time Learning
   
   The development of candidates must emphasize "real-time" learning. While I am a big believer in the generic knowledge and skills provided by MBA programs, the company-specific and position-specific competencies come through real-time learning.
   
   Real-time learning includes job assignments, mentoring, and participation in communities of practice. Real-time learning activities can be planned and monitored by organizational leaders.
   
   Real-time learning activities should be part of each candidate's learning agreement. (We discussed the collaborative creation of learning agreements in Chapter 4.) The learning agreement should align the needs and aspirations of the candidate with the needs and goals of the organization.
   
   There is convincing evidence that managers learn best through challenging assignments (e.g., job rotation, task force membership, turnarounds). See Baldwin and Padgett (1993), Buckner and Slavenski (1994), Hinrichs and Hollenbeck (1990), and McCauley et al. (1995). Lateral moves are particularly valuable in today's flatter organizations.
   
   Clark and Lyness (1991) report that Citicorp uses stretch assignments. Citicorp places high-potential candidates into positions in which they are no more than 60 to 70% qualified.
   
   As we discussed in the chapter on "Expatriate Training," international companies must include foreign assignments in the candidate's real-time learning.
   
   
5. Line Ownership
   
   While I agree with Rothwell (2000) who warns, "if top managers are unwilling to support a systematic approach to succession planning, it cannot succeed" (p.49), the organization must be clear about "ownership" of the process.
   
   Obviously, once the succession plan is established it must be delegated to someone. A common mistake is to turn over ownership to the HR department. It must be clear to everyone that HR is a staff department serving as an internal consultant. While staff departments can facilitate processes, line managers must take responsibility for results.
   
   Line managers must be held responsible for identifying and developing candidates for succession. The HR professionals can serve in a valuable support role, but there should be no confusion about line management ownership. Kramer's (1990) work is a good source for suggestions on how to encourage line ownership.
   
   
6. Integrating With Other Activities
   
   Just as everything in the organization must be driven by the strategic plan, everything in the organization must be integrated into everything.
   
   The organization's succession plan should be integrated with selection, compensation, career planning, management development, performance appraisal, assessment, and coaching. Rothwell (2000) suggests quarterly individual development plan reviews. I would suggest adding a cross-functional aspect to this quarterly review process by having senior management meeting to discuss candidates from various areas in the organization. It is very helpful for senior managers to be aware of talent throughout the organization.

Conclusion

Succession planning has become an important topic of discussion at organizations where baby boomers are talking about retirement. Creating succession plans and aligning them with the strategic plan is essential. I hope the ideas in this article will help you begin building successful, strategic succession plans.

Mike Beitler is an author, keynote speaker, and workshop leader. For more information on succession planning and other management development topics check out chapter 6 of Mike's book, "Strategic Organizational Learning" at www.strategicorganizationallearning.com Feel free to contact Mike at [email protected]