IDS HR Study 804, August 2005

Succession planning

• Examines how succession planning processes are managed
• Considers ways of identifying talent and of developing individuals with high potential
• Outlines the types of qualities organisations look for in future leaders and how these are assessed
• Offers pointers to how succession plans can be implemented effectively
• Includes detailed case studies of the succession planning activities in six organisations

Succession planning can help organisations ensure that they have sufficient people of the right calibre and skills in place to take over the roles of senior colleagues as they retire or leave the business. The objective is to secure an effective and orderly transition. However, succession plans are not just about eliminating gaps when people move on; they are also about ensuring that the talent pool is developed and deployed to the roles where it is needed as organisations grow and evolve.

This Study considers how succession processes are managed, how employee potential is assessed and how individuals can be given opportunities to develop. It also examines some of the practical issues that need to be faced if these activities are to make a significant contribution to a successful talent management strategy. Six case studies illustrate different approaches to managing and delivering succession planning. They underline that there will always be a need for a pool of talented leaders who can inspire others, deal with emerging challenges and find the best way forward.

Featured case studies: The Carphone Warehouse, Barnardo's, Siemens Communications, Merck Pharmaceuticals, Huntsman Petrochemicals, Hereford and Worcester Fire and Rescue Authority.