Competency-based Succession Management

Project Goals

Establish an integrated succession planning and management program aimed at ensuring that there is a bench of talent ready to take over as soon as a key position in the organization becomes vacant.
Establish Career Development Plans for promising employees who wish to play bigger roles and responsibilities in the center.

Leadership at all levels is critical to the organization’s continued success and smooth operation. In order to ensure that there is a deep bench ready to take over, the center needs to consider establishing a Succession Planning and Management Program. A functioning succession strategy helps prevent disruptions when supervisory or managerial positions are vacated. Through this plan, managers are able to prepare employees to succeed when they assume higher responsibilities. It also helps employees create a clear path toward their desired position in the organization. Having this in place will help the organization develop future leaders and prepare the organization for eventual transitions brought about by employee departures.

We at ExeQserve Corporation believe that an effective program must consider the following factors:

Senior executive’s commitment to the development
Organizational reinforcement of development
Hiring for organizational fit
Exacting performance standards
Full business exposure for rising executives
Selecting successors for their leadership ability
Focus on scarce skills and fit with the position.

We propose to use the same factors as a basis for developing the company’s Succession Planning and Management Program.

Succession Planning Components

I. Succession Planning Structure

Succession Planning Structure & Responsibilities

Determines the roles played by organizational leadership, unit managers/heads, and HR in succession planning. It is also important to clarify when and how each player needs to participate.

II. Leadership Talent Identification

Identifying Candidates’ Interest in Participation

Determines how candidates for succession planning will be selected. Management needs to decide on whether they will nominate candidates or allow employees to enroll in the succession program.

III. Succession and Career Plan Management

Succession and Career Management Overview

After interested and qualified succession planning candidates are selected, they are enrolled in development programs appropriate to their job level. Career paths and development interventions shall be identified for each candidate from any of the following job levels:

Non-supervisory employees
Middle management
Senior managers and executives

IV. Succession Planning Results

Tracking Program Results

Continuous evaluation and improvement are vital to succession planning effectiveness. Some organizations commonly track the quantitative and qualitative succession planning program measures including:

Program participation rate
Participants’, mentors’, and supervisors’ feedback
Participants’ post-program progress
Post-program participant promotion rate

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