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EXECUTIVE SUMMARY The project explains the concept of succession planning and how it is important for the successful

functioning of a business. It proceeds to highlight the business functioning trend in India which mainly is about family businesses. But seeing the recent trend of few of the big Indian businesses opting for proper professionally planned succession planning, it isnt long when India will pick up this practice in every aspect. Many recent examples of succession planning in the Indian businesses have been stated such as axis bank, Tatas, Infosys, ONGC, Eicher etc. With main focus on Murugappa group and Infosys succession planning. Murugappa group of companies is a great example of family business training their heirs in a professional manner to lead the business where as Infosys shows how a proper committee should be formed for looking out for a successor well in advance.

INTRODUCTION TO SUCCESSION PLANNING OF MICROBRAIN: Succession Planning Thinking About Tomorrow Today

Definition: Succession planning can be broadly defined as identifying future potential leaders to fill key positions. Wendy Hirsh1 defines succession planning as 'a process by which one or more successors are identified for key posts (or groups of similar key posts), and career moves and/or development activities are planned for these successors. Successors may be fairly ready to do the job (short-term successors) or seen as having longer-term potential (long-term successors).' According to Hirsh, succession planning sits inside a very much wider set of resourcing and development processes called 'succession management', encompassing management resourcing strategy, aggregate analysis of demand/supply (human resource planning and auditing), skills analysis, the job filling process, and management development (including graduate and high-flyer programmes). Enforcing the succession plan: A careful and considered plan of action ensures the least possible disruption to the persons responsibilities and therefore the organizations effectiveness. In organizational development, succession planning is the process of identifying and preparing suitable employees through mentoring, training and job rotation, to replace key players such as the chief executive officer (CEO) within an organization as their terms expire.

From the risk management aspect, provisions are made in case no suitable internal candidates are available to replace the loss of any key person. It is usual for an organization to insure the key person so that funds are available if she or he dies and these funds can be used by the business to cope with the problems before a suitable replacement is found or developed. Succession Planning involves having senior executives periodically review their top executives and those in the next-lower level to determine several backups for each senior position. This is important because it often takes years of grooming to develop effective senior managers. There is a critical shortage in companies of middle and top leaders for the next five years. Organizations will need to create pools of candidates with high leadership potential. Succession planning involves a careful balancing of the concerns and needs of a firms founding and senior managers, on the one hand, and its more junior investment professionals and managers, on the other hand. The founding and senior managers want to be properly rewarded for their efforts in building and growing the firm, and this may include rights to continue to participate in fund economics after these managers have begun to wind down their active involvement. These desires must be balanced against the need to provide increased economic benefits and firm governance rights to junior managers and investment professionals in order to develop the next generation of managers for the firm. suddenly and unexpectedly unable or unwilling to continue their role within the organization; accepting an approach from another organization or external opportunity which will terminate or lessen their value to the current organization; indicating the conclusion of a contract or time-limited project; or moving to another position and different set of responsibilities within

The organization. Coverage Organisations differ in size, scope and type, so it is difficult to point to any single model of succession planning. However, it is most common for succession planning to cover only the most senior jobs in the organisation, plus short-term and longer-term successors for these posts. The latter groups are in effect on a fast-track, and are developed through job moves within various parts of the business. This focus on the most senior posts - perhaps the top two or three levels of management - means that even in large organisations, only a few hundred people at any given time will be subject to the succession planning process. It also makes the process more manageable, because it is much easier to concentrate on a few hundred individuals rather than (say) several thousand. That said, however, many large organisations attempt to operate devolved models in divisions, sites or countries where the same or similar processes are applied to a wider population.

What is Succession Planning strategy of microbrain? Succession Planning is a strategy of workforce planning. It is a process designed to ensure the organization recruits and develops new hires and in-house staff to fill each key role within the organization. Its goal is similar to workforce planning having the right people in the right positions at the right time. The focus of succession planning, however, is on leadership and other positions critical to the mission of the organization at all levels.

Succession Planning Process OF Microbrain Brain : Step 1: Link Strategic and Workforce Planning Decisions: Identifying the long-term vision and direction Analyzing future requirements for products and services Using data already collected Connecting succession planning to the values of the organization Connecting succession planning to the needs and interests of senior leaders.

Step 2: Analyze Gaps This step involves: Identifying core competencies and technical competency requirements Determining current supply and anticipated demand Determining talents needed for the long term Identifying real continuity issues Developing a business plan based on long-term talent needs, not on position replacement. Step 3: Identify Talent Pools This step involves: Using pools of candidates vs. development of positions Identifying talent with critical competencies from multiple levelsearly in careers and often

Assessing competency and skill levels of current workforce, using assessment instrument Step 4: Develop Succession Strategies This step involves: Identifying recruitment strategies: Recruitment and relocation bonuses Special programs Identifying retention strategies: Retention bonuses Quality of work life programs Identifying development/learning strategies Planned job assignments Formal development Coaching and mentoring Assessment and feedback Action learning projects Communities of practice Shadowing. Step 5: Implement Succession Strategies This step involves: Implementing recruitment strategies (e.g., recruitment and relocation bonuses) Implementing retention strategies (e.g., retention bonuses, quality of work life programs)

Communication planning Determining and applying measures of success Step 6: Monitor and Evaluate This step involves: o Tracking selections from talent pools o Listening to leader feedback on success of internal talent and internal hires o Analyzing satisfaction surveys from customers, employees, o and stakeholders o Assessing response to changing requirements and needs. Why is it need? -In new cost paradigm, internal bench strength non existend. -Ieed for speed & non availability of time to reduse,loyalty &values for business sustenance. -It invoves talent acquisition & retention work force planning, performance leadership development, engaging key employees & develop a strong talent pipeline.

Why is Succession Planning Important for microbrain ?

Through succession planning, the organization assesses its leadership needs. This leads to a formal evaluation of the knowledge, skills and abilities (KSAs) needed for your key roles. See the Seven Step Workforce Planning Model and the Competency section of this Toolkit. Leaders identify key people, and the organization creates and implements the means of training them for leadership. This

involves identifying the work functions critical to the leadership and other key positions of the organization. See Professional Development Plan template for help in designing a training and development plan. Succession planning provides a comprehensive inventory of the knowledge, skills and abilities that will be needed to sustain effective leadership in the future.

How Can Succession Planning Help them? (. . . and there organization)

A succession plan may help the organization make the paths for advancement visible to employees. This can motivate employees to perform with advancement in mind. They can also more readily see where their work or role fits in the larger context of the organization. A succession plan creates pathways to appropriate promotion and candidate selection by matching organizational needs with qualified talent, both internal and external. It is also a means to monitor and reward performance and professional development. Succession planning can result in improved placement in hiring processes, and improved leadership through development and skilled recruitment.

How microbrain Do Successful Succession Planning Guidelines to Successful Succession Planning of microbrain Management is responsible to ensure that the organization continually has high-quality operations and employees. One of the most important practices to meet this responsibility is to conduct successful succession planning. Employees leave their jobs either on a planned or unplanned basis. Unplanned termination may occur because of sudden illnesses or

death, or poor performance on the part of the employee. Planned termination usually occurs because the employee is making a career or life change. Especially regarding managers in the workplace, demographic trends indicate that there are not sufficient numbers of next-generation leaders to replace retiring baby-boomers in organizations. Thus, succession management is an increasingly important priority. Consider the following advice. Basic Principles of Successful Succession Planning Do not wait until the employee will be leaving. Start planning now. Succession planning is a matter of strong practices in personnel management, not a matter of sudden crisis management. Start attending to those practices now. Focus on policies, procedures and practices, not on personalities. Succession planning is being able to effectively and promptly re-fill a role, not replacing a certain person. Be sure all key positions are defined well, and then look to find the best person to fill the position. Do not look for someone who is just like, or a lot different than, the previous employee. Succession planning is a responsibility of the management, not just the employee. The best succession planning results from 1) a working partnership between management and employees to accurately define the employees role and current priorities, and 2) the employee ensuring that management has the information and resources to refill the role Succession planning should be in accordance with up-to-date personnel policies.

Hiring of new employees must be in accordance with up-to-date personnel policies to ensure fair, equitable and legally compliant employment practices. Quality in managing succession is proportionate to the quality of the new employee. The best way for management to promptly convey expectations of high quality to a new employee is to convey that high-quality in how the employee was hired. The more thorough and careful that management does the succession, the more likely that the organization will get a new employee who successfully fills the position for the long-term. Key Practices in Successful Succession of Managers If the organization has already established strong practices in governance, leadership and management, then succession planning often is a matter of using current practices, rather than establishing many new ones. Key practices include having: A strategic plan that clearly conveys the organizations mission and current strategic priorities. Ideally, that plan also includes specific action plans that specify who is going to do what and by when in order to address each priority. Up-to-date and management-approved personnel policies about hiring, supervising and firing personnel in a fair and equitable manner that complies with employment laws. An up-to-date job description for each of the roles, and that explains the general duties and responsibilities of the positions. Suitable compensation for the roles An annual calendar of the roles most important activities, for example, when the person in that role evaluates personnel, does any staffing analysis, updates job descriptions and participates in important committees .Regular reports from the

person in the role. These reports should include the trends, highlights and issues regarding the persons activities. Evaluation of the person on an annual basis, including in reference to the job description and any performance goals established for that role.Arrangements with the person when he or she goes on vacation so that others have an opportunity to effectively replace the employee if only for a temporary period of time. At least annual discussions with key employees regarding succession planning, including how to manage effectively in the employees absence.

THE ROL OF HR IN MICROBRAIN FOR SUCCESSION PLANNING: Succession planning needs to be owned by line managers, and should be actively led by the chief executive who has a key role in ensuring that it is given the importance it deserves by other senior managers; ensuring that there is a healthy pipeline of potential leaders is about nothing less than the future of the organisation. But it is not realistic for CEOs and those around them to have sole responsibility for this; they have neither the time nor the expertise. The HR function therefore has a critical role in supporting and facilitating the process, not least in compiling all the necessary information on potential candidates. Any career move at senior level is a process of multiple dialogues, in which a senior representative from HR will collect views from senior line managers in an iterative fashion, testing, challenging and amending them as the dialogue goes on, making sure that all possibilities are covered, and maybe putting proposals for decision to a succession development committee. HR departments are of course also heavily involved in giving career advice and information to individuals, and assessing and advising on their development needs. The HR function is also centrally concerned in the design and management of assessment processes and information support, including the development and maintenance of computerised databases.

IMPORTANCE OF SUCCESSION PLANNING FOR MICROBRAIN:

You can't plan for disaster. No matter how good you and your staff are at revenue projections or economic predictions, no one can truly plan for disaster. Whether it's an unforeseen illness, a natural disaster, or a CEO's decision to suddenly retire, the reasons for having a succession plan in place before it is needed are endless. So while you can't plan for disaster, you can put into place a series of contingencies that will help your company stay afloat if, in fact, catastrophe occurs.

Succession planning gives your colleagues (AGE GROUP)a voice. If you're running a family business, the process of succession planning will give family members an opportunity to express their needs and concerns. Giving them that voice will also help create a sense of responsibility throughout the organization, which is critical for successful succession planning. Resist the temptation to solely carry the entire weight of creating and then sustaining a plan.

A succession plan can help sustain income and support expenses. Talking about money should be a priority. People generally don't want to work for free and things don't pay for themselves. A succession plan can provide answers as to what you and your staff will need for future income, as well as what

kinds of expenses you may incur once you step out of the main leadership role. Ask yourself questions about your annual income and other benefits including health and dental insurance for you and your dependents, life insurance premiums paid for by the company, your car, professional memberships, and other businessrelated expenses.

Succession planning gives you a big picture. Some companies mistakenly focus solely on replacing high-level executives. A good succession plan can go further, however, and force you to examine all levels of employees. The people who do the day-to-day work are the ones keeping the business going. Neglecting to add them to the succession planning mix could have dire consequences. As you develop your plan, incorporate all layers of management and their direct reports.

Succession planning strengthens departmental relationships. When regular communication occurs between departments you are more likely to experience synergy, which breeds a culture of strength. Make sure that you link your succession planning activities with human resources. After all, HR is about people. By including HR in succession planning, you can incorporate elements like the employee-evaluation process, which can help when deciding whether to fill vacancies with internal candidates.

Succession planning keeps the mood buoyant. Change a major component of a succession plan is exciting and can bring a company unforeseen rewards. Still, change can be a source of tremendous stress, especially when people's livelihoods are at stake. As you put your succession plan together, consider its positive effects on the business. Planning for the future is exciting and, if done correctly, can inspire your workers to stay involved and maintain company loyalty. It's true that a plan is often put into place to avert catastrophe, but it's also a company's way of embracing the future a business strategy that is essential for survival.

SUCCESSION PLANNING PROCESS OF MICROBRAIN: Succession planning recognizes that some jobs are the lifeblood of the organization and too critical to be left vacant or filled by any but the best qualified persons. Effectively done, succession planning is critical to mission success and creates an effective process for recognizing, developing, and retaining top leadership talent.

Success factors There are several factors typically found in successful succession planning initiatives. For example:

Senior leaders are personally involved. Senior leaders hold themselves accountable for growing leaders. Employees are committed to their own self-development. Success is based on a business case for long-term needs. Succession is linked to strategic planning and investment in the future. Workforce data and analysis inform the process. Leadership competencies are identified and used for selection and development. A pool of talent is identified and developed early for long-term needs. Development is based on challenging and varied job-based experiences. Senior leaders form a partnership with human resources. Succession planning addresses challenges such as diversity, recruitment, and retention.Effective succession planning: The following information includes: A graphic representation of a six-step process for effective succession planning A table with descriptions of each step in this process. Step 1: Link Strategic and Workforce Planning Decisions This step involves: Identifying the long-term vision and direction Analyzing future requirements for products and services Using data already collected Connecting succession planning to the values of the organization

Connecting succession planning to the needs and interests of senior leaders. Step 2: Analyze Gaps This step involves: Identifying core competencies and technical competency requirements Determining current supply and anticipated demand Determining talents needed for the long term Identifying real continuity issues Developing a business plan based on long-term talent needs, not on position replacement.

Step 3: Identify Talent Pools This step involves: Using pools of candidates vs. development of positions Identifying talent with critical competencies from multiple levelsearly in careers and often Assessing competency and skill levels of current workforce, using assessment instrument(s) Using 360 feedback for development purposes Analyzing external sources of talent

Step 4: Develop Succession Strategies This step involves: Identifying recruitment strategies: - Recruitment and relocation bonuses - Special programs Identifying retention strategies: - Retention bonuses - Quality of work life programs Identifying development/learning strategies: - Planned job assignments - Formal development - Coaching and mentoring - Assessment and feedback - Action learning projects - Communities of practice - Shadowing. Step 5: Implement Succession Strategies This step involves: Implementing recruitment strategies (e.g., recruitment and relocation bonuses) Implementing retention strategies (e.g., retention bonuses, quality of work life programs)

Implementing development/learning strategies (e.g., planned job assignments, formal development, Communities of Practice) Communication planning Determining and applying measures of success Linking succession planning to HR processes Performance management Compensation Recognition Recruitment and retention Workforce planning Implementing strategies for maintaining senior level commitment. Step 6: Monitor and Evaluate This step involves: Tracking selections from talent pools Listening to leader feedback on success of internal talent and internal hires Analyzing satisfaction surveys from customers, employees, and stakeholders Assessing response to changing requirements and needs.

LEADERSHIP COMPETENCIES FOR SUCCESSION PLANNING COMMUNICATION [VERBAL & WRITTEN]: Communicates effectively with others in an open, timely and sensitive manner. Typical Behaviours: Demonstrates effective communication: listens generously, seeks to understand, provides feedback and communicates in a positive manner, and ensures others understand messages Establishes trust and credibility in working relationships through open, honest, consistent and frequent dialogue. Organizes, interprets and disseminates all information to internal and external audiences including complex work and advice clearly, concisely and plainly. Consults with everyone affected, listens to all views and considers them fairly. DISCRETION (JUDGMENT): Demonstrates good judgment Typical Behaviours: Shows consistency balanced with fairness

Ensures decisions are consistent with the directional focus of the University Uses conflict resolution skills effectively Considers all sides of an issue and balances all interests, including future impacts LEADERSHIP OF THE DEPARTMENT/UNIT IN MICROBRAIN Sets and communicates direction to further the Strategic University Plan, supports the department or unit and provides appropriate opportunities for individual development. Typical Behaviours: Establishes scope for decisions by individuals and balances this with need to make independent decisions. Administers and supports staff development in a proactive, equitable and consistent manner. Provides recognition to support teamwork and individual contribution Communicates on behalf of the department/unit when required Ensures the development and application of performance measures and targets to assess results Provides opportunities and promotes an environment that encourages continuous development

Supports [coaches/mentors] others to take responsibility for achieving the highest possible levels of performance Builds effective communication links with other departments and effectively facilitates resolution of issues/needs, which crossdepartmental lines. Pushes decision making down to the appropriate level and provides necessary guidance and support to other decision makers.

ORGANIZATIONAL COMMITMENT Demonstrates identification with, support and commitment to the organization Demonstrates identification with, support and commitment to the organization

TEAM PLAYER Works in all types of committees and groups, supports the committee or group and contributes to its effectiveness. Typical behaviours:

Respects and anticipates the needs, feelings, and opinions of others Encourages discussion of issues and concerns Creates a sense of community; facilitates communication within the group Recognizes the value of teamwork VISION: Views current events and future possibilities from multiple perspectives, develops future oriented scenarios and communicates these effectively to others in the organization. Typical behaviours: Suggests and embraces new methods and ideas that enhance the achievement of Athabasca Universitys vision. Clearly understands and communicates the vision as it applies to the department or unit. Keeps in mind the organization context and direction, looks beyond the immediate environment for opportunities for improvements and enhancements. Continually scans current and future environment and identifies themes and emerging issues.

ANALYTICAL/SYSTEMIC THINKING Takes a logical approach to planning and problem solving and establishes priorities. Analyzes issues and problems systematically and thoroughly. Focuses on critical details while maintaining a broad perspective. Typical behaviours: Grasps complexities and critical details quickly and accurately Develops well-defined, step-by-step approaches to analyze and solve complex problems. Identifies relevant alternative and evaluates the potential consequences of each before taking action Makes an effort to solve common problems by drawing from previous experience or similar circumstances. Assembles and integrates information from a variety of sources to present what is relevant to a given issue or situation. ACCURACY AND THOROUGHNESS Makes sure that work is done correctly, completely, and with high quality in a timely manner. Typical behaviours:

Verifies assumptions and information by checking with credible sources, experts or first hand experience. Carefully reviews own work for accuracy and completeness Carefully reviews other peoples work for accuracy and thoroughness. Identifies and addresses all details that are needed to ensure smooth functioning Follows up to make sure that tasks have been completed and others have met commitments. SERVICE ORIENTATION Anticipates and responds to the needs of internal and external customers. Develops and maintains strong relationships with internal and external customers. Typical behaviours: Responds promptly to customer needs or requests of others Expends significant time and effort to meet important commitments made to internal or external customers Offers unsolicited help to those in need. Takes advantage of opportunities to present examples and scenarios illustrating importance of client service

Presents examples and/or suggestions on how to improve services to customers Presents arguments and/or suggestions that convince clients that their interests are being well served.

CONFIDENCE Demonstrates a genuine belief in the likelihood of personal success and communicates a positive self-esteem to others. Typical behaviours Creates a feeling of confidence in the department or units ability to provide timely and quality service. Shows strong assertiveness skills when dealing with customers and peers. Demonstrates a genuine belief in the likelihood of personal success. PERSERVERANCE Continues steadfastly toward results/objectives until the desired result is achieved or is no longer reasonably attainable.

ADVANTAGES OF SUCCESSION PLANNING OF MICROBRAIN Succession planning is an essential part of doing business, no matter how certain your future appears. It's not easy to put off planning when everything seems to be going so well. Here are some reasons why it can't and shouldn't wait: You can't plan for disaster. Succession planning benefits the business now. Succession planning gives your colleagues a voice. A succession plan can help sustain income and support expenses. Succession planning gives you a big picture. Succession planning strengthens departmental relationships. Succession planning keeps the mood buoyant. Besides the obvious benefit of not leaving your company in the lurch of proper Succession Planning will help your company in other ways, too. Heres a rundown of the benefits. Remember, not all benefits will apply, depending on your specific situation. Succession Planning can: Reduce taxes, in some situations with family-owned businesses. For example, if a company gets new ownership after an owner's death, lack of planning can result in steep estate taxes. Other tax issues, such as transferring ownership to a child, might apply.

Ensure continuity. Customers, clients, vendors, and employees all want and need to know that a business will continue to function as they know it, even when theres a leadership change. Choosing and grooming a successor who fits your mold will help this happen. Provide training plan for possible successors. If you identify who you might choose as a successor early, youll know that that person needs more training and one-on-one time with your current leader to gain as much knowledge for the position while its still possible. Help you plan for the future direction of the company.

MISTAKES TO BE AVOIDED IN SUCCESSION PLANNING OF MICROBRAIN: Many mistakes are commonly made in establishing succession planning programs. They are worth enumerating. It is also worthwhile to describe some ways to avoid these common mistakes. Assuming that Success at One Level Will Guarantee Success at Higher Levels: An individuals success at one level is no guarantee of success at higher levels of responsibility. The reason is simple: the competencies required for success at each level are different. Hence, it is important to separate thinking about how well someone does his or her current job and how well he or she might do a job at a higher responsibility level. Assuming that Bosses Are Always the Best Judges of Who Is Promotable: A second mistake is to assume that, for purposes of succession planning, bosses are always the best judges of who is promotable. That is not always true. Bosses are self-interested players in the succession game. They have a stake in what happens to people. Indeed, some bosses do not want to see their best people promoted for fear of an inability to replace them. Some bosses grade people

by their own standards - with the result that some individuals who are quite unlike the boss are not considered for promotion. While the support of a boss is useful in developing individuals, more objective assessments, such as multi-rater assessment are excellent in aiding the managers assessment. Assuming that Promotions Are Rewards: Some employees have an entitlement mentality in which they feel that long service with an organization should always be rewarded with promotions. But business decisions must be based on who will do the best job, not who is owed a promotion because of greatest seniority. Workers must continually be reminded that doing jobs at each level requires different competencies, and the best way for them to compete is to prepare for future challenges rather than expect promotions for past performance at a different level of responsibility. Trying to Do Too Much Too Fast: The strong results-orientation of many organizations today emphasizes quick results. Senior leaders expect to see all the components of a comprehensive succession system in place immediately. That is not always realistic. It is advisable to think of implementing systematic succession in a phased way - either from

the top down or else starting in specific divisions or locations with greatest need. Giving No Thought to What to Call It: A fifth mistake is to devote no time to considering what to call the succession program. As any marketer knows, product names do matter. It is not necessary to call a spade a spade. Many organizations choose alternative namessuch as leadership development program, human capital management program, or even talent program. Assuming that Everyone Wants a Promotion: A sixth mistake is to assume that everyone wants a promotion. That is not always true today. In many downsized organizations, workers have seen what pressures their bosses have to deal with. Some say leave me out of that. Hence, it is unwise to assume that everyone wants a promotionor even to assume that money will convince everyone. It will not. Check first. Find out what people want to do. For that reason, many organizations launch both a top-down succession planning program and a bottom-up career planning program to galvanize development Lack of understanding how it works and how it benefits the organization.

Lack of a formal written plan for the person or position(s). Lack of availability of human and financial resources; lack of budgetary commitment. Superficial approach; lack of real understanding of the procedures, processes and requirements of each area the individual is exposed to during the process. The requirements of the Managers/Executives are not fulfilled in providing dedicated instructions, guidance regarding skills, knowledge and abilities needed for the candidates to be successful. Failure to identify key employees who may have concerns with your succession plan. Failure to plan for disability. A rigid, inflexible plan NOT tailored to the needs and abilities of the personnel involved. Too long a wait for real movement/promotion, disillusionment, may result in some people leaving due to apparent inertia in the system. Selection of unqualified or unmotivated people for inclusion in the Succession Plan. Quality of the individuals selected is paramount to the success of the process. Complex program, requiring considerable paper work, follow-up, reporting

Conclusion Good succession plans do not happen in a vacuum; they are unlikely to be established and properly maintained unless certain prerequisites exist. Boards must begin their evaluation by looking at these requirements Introducing talent management can be a difficult job when faced with stretched resources and an array of approaches. In the report Talent Management: Understanding the dimensions, the CIPD found that 75% of respondents were doing some form of talent management. There was, however, evidence of different strategic levels of engagement in the talent management process shown in the model below. To inform your decision-making about which is the approach most suitable for your organisation. While companies are increasingly open when it comes to most HR policies and processes, in almost half of the organizations surveyed there is limited transparency when it comes to succession planning. The metrics a company could establish for Succession Development might include goals like the percent of executive level vacancies that are actually filled with an internal promotion vs. an external hire, or the percent of promotions that actually come from the high-potential pool. Too often, we find companies measure only the percent of managers that had completed succession plans in place. We sometimes find companies adding excessively complex assessment criteria to the succession planning process in an effort to improve the quality of the assessment. Some of these criteria are challenging even for behavioral scientists to assess, much less the average line manager. Since the planning process is only a precursor to focus the development, it doesn't need to be perfect. More sophisticated assessments can be built into the development process and administered by a competent coach.

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