Succession planning identifying and developing the next generation of leaders in an organization is an important process, but it often doesn't receive consideration until a critical staff member is about to leave. However, if an employee is to make a smooth transition into an expanded or more senior role, considerable preparation is required.
Current workforce trends have created an even more urgent need for organizations to prepare for staff transitions and train future leaders. Millions of baby boomers are beginning to retire, and, as a result, demand for middle- and top-level leaders is likely to grow over the next several years. Many companies hope to groom more junior staff to fill these upcoming vacancies.
A formalized succession planning program also can serve as a key component of staff retention and recruitment efforts. This is because the process demonstrates to employees what career paths are available to them within the organization. Opportunities for advancement and ongoing learning can be highly effective at fostering employee loyalty and raising morale.
Choosing promising candidates
The first step toward effective succession planning is identifying and prioritizing the personal and professional qualities essential for success in the organization's supervisory roles. When trying to pinpoint future leaders, many companies look to candidates who exhibit strong soft skills, such as the ability to exercise diplomacy and tact, inspire and motivate others, and negotiate solutions. Workforce trends such as globalization and outsourcing make it necessary for professionals from different departments, offices or even countries to collaborate on a regular basis to achieve corporate goals. Business leaders who possess excellent interpersonal skills can help teams to overcome communication, work style or cultural gaps.
Although leadership criteria may be somewhat subjective, identifying potential successors in the organization might be easier than you think. First, consider employees whose performance has produced results: Who has helped move important projects to completion? Who is able to motivate and inspire others? Who can build support around initiatives?
Make sure not to focus exclusively on staff already in higher-level positions; this is a common mistake managers make when identifying successors. The right candidate is not always the next person in line. Try not to exclude promising employees who haven't yet reached a certain rank within the company or developed the exact skill set you might be seeking. Instead, consider their future potential, as well as their ability to learn.
Charting the course for success
Once prospective candidates are identified, let them know the company believes they have strong leadership potential. This will reinforce the message that they're on the upward track.
The type of training and development that will follow depends on the needs of your company, but, regardless of the exact process, managers must ensure the successors are given the appropriate support to reach the next level. A good way to offer that support and prepare an employee for a more senior or expanded role is to pair the individual with a mentor, preferably someone who has followed a similar career path. Mentoring encourages the transfer of knowledge and helps future leaders learn the behaviors of successful executives.
Also, look for creative ways for the employee to build leadership abilities on his or her own. For example, have the individual lead a high-profile project team, draft a memo on a key department issue or help improve collaboration with another group in the company. Tasks such as these can provide valuable leadership experience. Many companies also bring together emerging and senior leaders for planning and strategy sessions. These interactions allow promising professionals to get a feel for the thought processes, discussions and judgments that come into play at higher levels.
Set realistic goals
It is essential to provide ongoing feedback to successors-in-training so they can continue to progress and meet expectations. It is even more important to set reasonable and measurable objectives, and collaborate with the individual to ensure performance requirements are achievable. While you want to promote professional growth, you don't want to discourage the employee with a long list of impossible expectations. Also, make sure the objectives are appropriate for the person's current level of experience.
Set regular dates to check in with candidates. Also, schedule more formal performance reviews and use that time to re-examine expectations and develop a timeline for new goals. If appropriate, consider financial incentives, perks and smaller promotions to reward achievements and keep the individual motivated.
Succession planning is an investment in your company's future, so take the time to select the right candidates and develop a clear strategy for training. By grooming successors, your organization will benefit by having skilled talent at the ready. Your efforts also will demonstrate to all employees that the company recognizes hard work and rewards it accordingly.
Robert Half International Inc. is the world's first and largest specialized staffing firm with a network of more than 360 offices worldwide. For more information about our professional services, please visit www.rhi.com.
