Successful

Succession
Planning

Table of Content
What is Succession Planning
Why Succession Plan
Succession Plan Model

What is Succession Planning?

It is a process for identifying and developing internal
personnel with the potential to fill key or critical
positions
It increases the availability of experienced and
capable employees that are prepared to assume
these roles as they become available
It accelerates the transition of qualified employees
from individual contributors to managers and
leaders
It reduces risk, creates a leadership model, develops
a plan for smooth business continuity and improve
staff morale

Why Succession Planning?

Impending retirements of aging workforce

Increased turnover from a growing economy
Surge in interest of becoming an entrepreneur
Continued global expansion which requires leaders
with broader skill sets
Develop talents and long term future growth
Improves workforce capabilities and overall
performance
Decrease the high costs of external recruiting
Provides more effective monitoring and tracking of
employee proficiency levels and skill gaps

Succession Planning Model

2. Formation of
Succession
Planning Team
1. Identification
of Key Position

3. Identification
of successor
from current
bench
4. Successors
readiness
framework

5. Preparing of
Successors list

6. Designing of
Successors
career path or
filling Succession
Plan form

7. Identifying of
Leadership
Characteristics
8. Filling
Development
review form for
Talent Review
9. Monitoring
and follow up of
development
progress

Categorize Key Leadership Position

1. Identification of Key Position
Factors

Position Impact Factor

Rating: 1 = Strongly Disagree; 2 = Disagree; 3 = Agree; 4 = Strongly Agree

Span of Control

Accountability

Managing Best use of limited resources as per organization's requirement and

action plan to achieve the objectives through the people

Active participation in decision making

Role is critical to business success and stuffed by employees with high degree of
Management or Technical Competency

Significant number of people reporting to the role

The role is accountable/responsible for successful operation of a specific
department
The top management requires constant reporting from the role on significant
issues

The role has to ensure successful completion of critical projects assigned to it

The role has regularly and directly interface with significant business partners/
key customer relations thereby represents the public face of the organization

Role is continuously facing the key challenge and unique to the organization/
Business/ Function
Impact on Business
The role is difficult to be filled-up with external resource

The role has an impact on achieving Functions/ Department/ Units goal

The role has significant financial attachment

Position Impact Factor=

Vacancy Risk Factor

Marketability
Age

Super Marketability High Marketability

(4)
(3)
28 - 38
(4)

38 - 48
(3)

Moderate
Marketability
(2)

Weak Marketability
(1)

22 - 28
(2)

48 and above
(1)

Vacancy Risk Factor=

Score of Position
Impact Factor
Out of 48

Scale of Judgment
High (45 and
above)
Medium (34 to 44)
Low (below 34)

Score of Vacancy
Risk Factor
Out of 8

Attrition
Factor

Succession Planning Model

2. Formation of
Succession
Planning Team
1. Identification
of Key Position

3. Identification
of successor
from current
bench
4. Successors
readiness
framework

5. Preparing of
Successors list

6. Designing of
Successors
career path or
filling Succession
Plan form

7. Identifying of
Leadership
Characteristics
8. Filling
Development
review form for
Talent Review
9. Monitoring
and follow up of
development
progress

Identifying Successor for Key Leadership

Position
2. Forming Succession Planning Team
Group Comprises of:
Board of Directors/ CEO/ COO
+
Head of HR
+
Respective Functional Head
+
Minimum 2 EC Member

Identifying Successor for Key Leadership

Position
3. Identification of Successor

Key Position

Bench

Identifying Successor for Key Leadership

Position
3. Identification of Successor
Common Criteria

I. Experience
II. Educational Qualification
III.Common Role Behavior
IV.Competencies (Leadership & Functional)
V. Performance Appraisal

Identifying Successor for Key Leadership

Position
3. Identification of Successor
Experience Matrix Factor
Experience

Relevant

Points
Relevant + Non-relevant

3-4 years

3-4 years of relevant experience

(5)

3-4 years of relevant + nonrelevant experience

(4)

4-5 years

4-5 years of relevant experience

(6)

4-5 years of relevant + nonrelevant experience

(5)

5 years
above

5 years above relevant

experience
(7)

5 years above relevant + nonrelevant experience

(6)

Experience Matrix Factor=

Identifying Successor for Key Leadership

Position
3. Identification of Successor
Education Matrix Factor
Name of the Degree

Non-relevant
0

Mcom

MSC
MBA
MSS

3
5
3

2
3
2

EMBA

CMA

CA

ACCA
MBBS

4
4

3
3

BSC

Diploma
Post Graduate
General

2
3
1

1
2
0

Bachelor Degree BBA

BA/Bcom/BSC/ BSS
(Hons.)
MA

Professional
Degree

Engineering
Degree
Diploma

Total

Relevant
1

Pass Course

Master Degree

Points

Education Matrix Factor=

Identifying Successor for Key Leadership

Position
3. Identification of Successor
Common Role Behavior Demonstration Matrix Factor
Rating: Critical Development = 1; Development = 2; Competent = 3; Strength = 4; Exceptional
Strength = 5

1.
Responsiveness
toward work
2. Meet the
organizational
demand

Be proactive rather reactive. Take responsibility and challenges in

doing jobs.
Ability to set prioritizes of work. Meet the work dead-line and be
goal oriented.

3. Work for all

Respect towards others work. Should be good team player.

4. Intelligibility
to work

Understand the work. Exchanges views with others. Take right

decision at the right time to meet the target.

5. Use talent

Ensure continuous creativity and imagination of doing jobs by

using available scare resources of the organization.

Common Role Behavior Demonstration Matrix Factor=

Identifying Successor for Key Leadership

Position
3. Identification of Successor
Competency Demonstration Matrix Factor
Leadership
Rating: Critical Development = 1; Development = 2; Competent = 3; Strength = 4; Exceptional Strength = 5

1. Focuses on
Business

Should be result oriented. Able to make quick decisions on the basis of appropriate level of

analysis and experience. Make every effort to achieve business objective and effectively
utilize resources to make things happen.

Work as a change agent by consistently looking for newer & better ways of doing things.
2. Leads the
Encourages the acceptance of change by providing leadership that motivates others to
change process
look for and embrace change opportunities.

Builds effective result-oriented teams and encourages mutual respect and cooperative
team spirit in both own and cross functional work areas

4.
Communication with external as well as internal customers in a skillful manner. Also
Communication engages and communicates with relevant stakeholders including customers, suppliers,
capabilities
and government agencies to realize business objectives.

3. Team player

Competency Demonstration Matrix Factor=

Identifying Successor for Key Leadership

Position
3. Identification of Successor
Competency Demonstration Matrix Factor
Functional
Rating: Critical Development = 2; Development = 4; Competent = 6; Strength = 8; Exceptional Strength
= 10

Functional
competency

Please rate on the above scale as per relevant key functional competencies and

relevant level as per competency framework

Competency Demonstration Matrix Factor=

Identifying Successor for Key Leadership

Position
3. Identification of Successor
Performance Matrix Factor
Year
Year 1
-----------------Year 2
-----------------Year 3
------------------

Point Table
Extraordinary
Excellent
(100+)
(90-100)
(6)
(4)

Total
Good
(80-90)
(2)

Extraordinary
(100+)
(6)

Excellent
(90-100)
(4)

Good
(80-90)
(2)

Extraordinary
(100+)
(6)

Excellent
(90-100)
(4)

Good
(80-90)
(2)

Performance Matrix

Factor=

Identifying Successor for Key Leadership

Position
3. Identification of Successor
Successor Assessment Factor
Education
Matrix Factor

Experience
Matrix Factor
+
Out of 7 points

Out of 21
points

Common Role
Competency
Behavior
Demonstratio
Demonstratio
n Matrix
n Matrix
Factor
Factor
+
+
+
Out of 25
Points

Scale of
Judgment
90 and above = Fast Tracker
80 to 89 = High Potential
Below 80 = Good Potential

Out of 30
Points

Performance
Matrix Factor
=
Out of 18
Points

Identifying Successor for Key Leadership

Position
4. Successors Readiness Framework
Short term & Long term successors
Length of period
Name of Key Position:
Date:

Wave 1

Wave 2

Wave 3

Ready now or
within 1 year

Ready after 2
years but within 3
years

Ready after 4
years but within 5
years

Name of the person

Nature of the
Successor

Name of the person

Nature of the
Successor

Name of the person

Nature of the
Successor

Succession Planning Model

2. Formation of
Succession
Planning Team
1. Identification
of Key Position

3. Identification
of successor
from current
bench
4. Successors
readiness
framework

5. Preparing of
Successors list

6. Designing of
Successors
career path or
filling Succession
Plan form

7. Identifying of
Leadership
Characteristics
8. Filling
Development
review form for
Talent Review
9. Monitoring
and follow up of
development
progress

Designing Career Path

5. Preparing Successor List
Successor Pool

ID No.

Present
Status

Test
Score

Name

Successor's
Nature
Positio
Grade
n

Key Position
Key
Against
Position's
Successor
Grade

Readiness
Structure

Designing Career Path

6. Designing of Successors Career Path or Filling Succession
Plan Form
Name of Successor:_______________________

Designation:______________________

ID No:___________

Dept./Bus:__________________________

Function:__________________

Date:____________

Successor's
Info
Nature

Key Position
Info

Grade Movement (Please

Inception Info mention desired date &
grade)

Key
Readines
Key
Inception Inception
Position
mm/yy
s Status Position
Date
Grade
Info

dd/mm/yy

Grade

Grade

mm/yy

mm/yy

mm/yy

Grade

Grade

Grade

Succession Planning Model

2. Formation of
Succession
Planning Team
1. Identification
of Key Position

3. Identification
of successor
from current
bench
4. Successors
readiness
framework

5. Preparing of
Successors list

6. Designing of
Successors
career path or
filling Succession
Plan form

7. Identifying of
Leadership
Characteristics
8. Filling
Development
review form for
Talent Review
9. Monitoring
and follow up of
development
progress

Development of Successor
7. Identifying Leadership Characteristics

Leadership Architect

Bus
Ma iness
nag
er

Manage
Functions

Manage
Managers

Areas
1. Leadership Competencies
2. Functional Competencies
3. Communication
Capabilities

Manage Others

lf
Se
e
g
na
e
Ma Mod

Assessment
Techniques

4. Organizational Value
Learning

In-Tray, Role Play,

Interview & Need
Analysis

Development of Successor
8. Filling up Development Review Form

Successor's Name: ___________________________________

Designation: ____________________________

ID No.: ____________
Department: ___________________________
Function: ________________________

Grade: ____________________
Date of Joining: ____________________

Name of Key Position Holder: _____________________________________

Grade of the Position: ______________

Successor's Inception Date:

Successor's Inception Grade:

___________________
___________________

Readiness Status of Successor:

Successor's Assessment Test Score: _________

_________________

Date of Review: ________________

No of Review: _______________

Name of the Reviewer: __________________________________

Signature of Reviewer: __________________________

Development of Successor
9. Monitoring and Follow Up
HR Head will carry out the meeting considering below mentioned
issues

Review of Successors list

Review Successors career path
Review of Competency and Behavior Development and judgment for upward
movement
Finalizing of next 12 months development plan
New role recommendation for successors
Addition of new successor and/or subtraction of poor performer
Finalizing of amendment of Successors list and path (if required).