The aim of succession planning is to minimize the effects of fluctuation and retain the best talent through the development of employees. It should not only strengthen the workforce but also reduce costs. Knowing the goal of succession planning is, however, not enough. Successful realization of this goal requires time, effort and knowledge of the problems that may occur. Server Talent Management summarized the most common problems of succession planning and advice on how to avoid them.
1. Insufficient efforts to integrate succession planning with corporate culture
Succession planning is a prerequisite for achieving long-term strategic objectives of a company. It is therefore necessary to show its leadership that only a strong base of talent is able to save important financial and other resources necessary to recruit and train new people.
2. Insufficient time spent on planning and defining expected results
At the beginning of the project it is necessary to check all the processes as well as communicate with key managers to gain understanding and support of all stakeholders. It requires a clear idea of how the succession works and how to measure success.
3. Strong start followed by a gradual loss of support
Planning for succession is a long-term initiative. It is therefore necessary to acquire key supporters from the ranks of managers not only for its launch but for long term support.
4. Obsolescence of established succession plans
All objectives in talent management must be regularly checked and updated with the changing business objectives. For succession planning it is doubly true.
5. Insufficient emphasis on the development of identified talent
Identifying talents is not enough. It is necessary to establish development activities that will help you get the interest of employees and their commitment to long-term strategic growth of the company.
Optimization of succession planning can be achieved through unified talent management. It begins with the visualization of a company-wide talent pool, including participation data from performance evaluations. Then, it is necessary to link development plans with educational activities and set the collaboration of HR with other groups that are in charge of organizational development and training. The whole process should be automated to be as simple as possible for employees who see it just as unnecessary extra work.
-kk-