Accelerate May 2015 - Page 52

HR Effectiveness as the number of internal promotions – rather than process. 4. Stay realistic – don’t name a successor just to fill an empty box. An empty box isn’t a crisis -it’s just a risk to be managed like any other business risk. 5. Focus leadership development efforts on named successors and other high potential employees who are named through the process. 6. Continually update succession plans. Succession planning is not a “once and done” project. Keeping plans updated through regular, simple updates and discussions will keep them useful and avoid onerous rework in the future. A simple succession planning process can be implemented easily within the context of your standard performance management cycle. Some limited preparations need to be made to discuss business strategy to identify key positions now and in the future. Based on those discussions, succession planning can be an ongoing cyclical process aligned with performance management. Succession planning in four conversations is outlined below: The discussions in blue are between HR and management meetings. The Organisation Review discussion is to identify key roles and potential talent gaps. Likewise, the talent Organization Review Performance Review Career Planning Talent Planning 52 May 2015