Succession Planning Strategy

Succession planning is I can say more effective plan than replacement planning. Why? having succession plan is like seeing your plan to be successful having no doubt about it. While replacement planning is more like planning with doubt or having no trust with your plan. And for me its not good and not that competitive planning

Succession planning where an organization prepares its staff to assume internal future and higher openings and gives the opportuninty to its staff to proves theirselves to capable enough for the high position. Replacement planning where an organization nominates people for the future or high level positions, here selected people are given the opportunity instead of whole staff.

uccession planning is an organization’s dynamic way to come up with a reserved plan of action to ensure continuity of business operations

uccession planning is an organization’s dynamic way to come up with a reserved plan of action to ensure continuity of business operations, at all levels of an organization, by cultivating talent from within the organization through planned development activities while replacement planning is a form of risk management

Sit down with a piece of paper. This can be in a journal, spiral notebook, or a blank document on your computer--whatever works best for you. List out what you need to get accomplished that day, including any appointments or meetings you may have. What are your goals for the day? Do you want to fit exercise or relaxation time in? What assignments do you absolutely have to finish

Create a timetable for yourself. At what time should you be done with your first assignment, project or activity today? List each activity, starting with the earliest one, and working your way through the hours of the day. Make sure that you work around any appointments or meetings you have.of course, everyone’s days are different, so each person’s plan will be different. A basic plan could look something like this

Review your day. When you have finished the majority of your day, take a moment to review how successful you were at sticking to your plan. Were you able to finish everything that you wanted to? Where did you slip up? What worked and what didn’t? What distracted you and how can you keep it from distracting you in the future ?

Succession planning is a part of the process of preparing for the future of your company. The important impact is that it is virtually impossible to successfully promote someone unless there is a trained person to take over the position being vacated. To effectively implement a succession plan, you need to include/consider a number of elements:

1. What is the long-term direction of your company? Do you have an effective strategic plan guiding your course and direction?
2. What are the key areas which require continuity and development of the people resources within your company?
3. Who are the key people you want to develop and nurture for the future?
4. How does the concept of succession planning fit into your strategies? Are you concentrating your efforts in the areas where the returns will be highest?
5. What are the career paths that you are most talented people should be following? Is each path customized to fit the abilities and talents of the people involved
6. Should you wait for openings to appear before promoting someone, or should you make opportunities for each individual as they grow and mature, so that you can keep them challenged and stimulated, and not lose them to other, possibly faster moving companies? Your plan should be proactive, with people moving into different areas for experience and training before they are needed in critical positions, rather than reactive - waiting for openings to occur, then scurrying around to find an appropriate candidate at the last second.

Strategy for Succession Planning

There are different approaches which may be used, depending on the situation in each company. In some cases, a company may have to move some people along quickly, in order to expose them to a broad range of experiences, and possibly to fill vacancies. In others, a deeper involvement in selected departments or disciplines may be indicated. Some of this will depend on the culture and processes of the company. In yet other cases, decisions about the process will depend on the individual’s capabilities and competencies, and the structure and operations of the company. In virtually all situations, your ability to educate and promote will depend on the capabilities and strengths of the people who currently occupy the key positions, and where they will be going in the future - what are they being groomed for?

It may not be vital to have a succession plan for every position in the company, but certainly there are some key areas of responsibility which must be considered. These will vary by company and industry, but as a part of your Simplified Strategic Planning process, one important strategic issue should be the need for succession planning for certain, defined key positions. This issue should be revisited at least once a year, and more often if circumstances dictate.