Succession Management: Identifying and Cultivating Tomorrow's Leaders

Published by: American Productivity & Quality Center

Published: Oct. 1, 2001 - 113 Pages

Table of Contents

• Dell Computer Company
• Dow Chemical Company
• Eli Lilly and Company
• PanCanadian Petroleum Limited
• Sonoco Global Products

Abstract

KEY FINDINGS

Deploying a Succession Management Process

• Best-practice organizations solidify the position of succession planning as an integral
process by exhibiting a link between succession planning and overall business strategy. This link gives succession planning the opportunity to affect the corporation's long-term goals and objectives.
• In best-practice organizations, human resources is typically responsible for the
tools and processes that enable successful succession planning. Business or line units are generally responsible for the deliverables. Together, these two groups produce a comprehensive process.
• Technology plays an essential role in best-practice organizations to facilitate the
succession planning process. Ideally, technology serves to facilitate the process (make it shorter, simpler, or more flexible) rather than be the focus of the process or inhibit it in any way.

• Best-practice organizations use a cyclical, continuous identification process to
focus on future leaders.
• Best-practice organizations use a core set of leadership and succession management
competencies that are separate from corporate core competencies.

• Best-practice organizations emphasize the importance of specific, individualized
development plans for each employee because a key to succession management is the development of high-potential employees.
• Individual development plans dictate which developmental activities are needed,
and partners have a mechanism in place to ensure that employees conduct the developmental activities. Typically, that mechanism is the involvement of a human resource partner who oversees employee participation in developmental activities.
• Best-practice partners most frequently rely on the fundamental developmental
activities of coaching, training, and development and utilize all developmental activities to a much greater extent than do sponsor organizations.
• In addition to traditional executive education programs, best-practice partners
increasingly use special assignments, active learning, and Web-based development activities.

• Best-practice organizations develop methods of assessment to monitor the succession
planning process. These methods vary according to business goals and company culture.
• Recommendations for success from best-practice organizations include keeping
the process simple, engaging technology to support the process, aligning succession management with overall business strategy, and securing senior-level support for the process.

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