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Succession Planning

Published July 2009

Preference in Succession Planning

 

  James Bowley

Offering employees a choice in the succession planning process isn't a common practice, but it has merit. Understanding preferences can give employees a window into career progression and development, and aid internal sourcing efforts.

Succession management is frequently designed and delivered as a top-down risk management exercise. Leadership roles are chosen for their importance to the organization, and the people holding those roles — along with a select group of replacement candidates — are closely cataloged and analyzed to determine organizational readiness should critical positions vacate.

The extent to which choice should play a role in the succession management process depends on the organization. In many cases, a hallmark of the succession management process is a stretch assignment that allows the person to gain executive experience in unfamiliar surroundings. This additional perspective may not match up exactly with personal preferences, but is designed to attain the experiences needed to succeed in a leadership role. For these types of assignments, there's likely little discretion, and the person who is the focus of the move may expect this step to be the first of many in a committed career growth process.

But it doesn't hurt to understand employee preference. In many cases, a truly engaged top performer may be interested in a tough assignment as a way to accelerate growth and prove his or herself. Knowing someone is willing to take on a tough task or relocate to an unpopular location can be useful and ensure the individual is ultimately engaged in the assignment.

Risk enters the equation because employees may overreach their current capabilities. Having experience and performance history on hand can help the talent manager confirm assignment readiness.

Consider High Performers' Preferences

Knowing succession preferences also allows an employee's coach or manager to explain why a preference is not possible for an individual's next career step. In many cases, simply addressing the issue and explaining why a short-term role may be important to achieve long-term objectives helps employees with strong preferences better understand the organization's commitment to their career ambitions.

Talent managers that understand preference and address it proactively can effectively engage in dialogue with top performers to show they are paying attention. Further, using data to have this conversation, contained in the talent inventory of an employee profile, ensures the dialogue will be relevant for the employee.

When someone is identified as high potential, it's never too early to start offering opportunities for one to demonstrate his or her value. The organization may not be able to immediately give the exact role desired, but knowing opportunities exist and that talent leaders are paying attention can dissuade employees from seeking alternatives for growth elsewhere. The simple act of asking for preferences demonstrates commitment to the individuals.