Succession Planning – Re-appointment of key functions
Succession planning is part of personnel development and means the replacement of future positions in the company. A potential successor can be searched and found externally. A generally better option is to develop existing staff to avoid the loss of valuable knowledge by outgoing employees. Therefore, talent management and career planning of employees is closely linked to succession planning. Employees should be presented with career prospects at an early stage. Professional perspectives increase motivation for professional development and increase loyalty to the managers in the company.
Succession planning is particularly important in the context of the current shortage of skilled workers. In the “War of talents” it is hardly possible for managers in companies to find suitable candidates for the occupation of important key functions in a timely manner. Therefore, early succession planning is essential.
– Succession planning also entails other advantages: Motivation and retention of employees.
– Employee branding: Career planning can increase the attractiveness of the employer.
– Reduction of mis-staffing, in particular by external candidates.
– The preservation of important core competencies ensures the long-term success of the company.
Succession planning is carried out in 7 steps:
1. Identification of skills and qualifications: Which qualifications are essential for the key function?
2. Identifying needs: It is important to get an overview of which key functions need to be filled in the near future.
3. Development of requirement profiles: In addition to current qualifications and tasks of the employees, which cover functions, possible developments or other skills should also be considered.
4. Finding and identifying a suitable successor.
5. Deriving training or qualification measures: A successor usually does not fulfil all the necessary qualifications for a function. Training needs can be determined with the help of a target-actual comparison and subsequently implemented.
6. Execution of the handover: The new employee should be familiarized with their new tasks in a timely and step-by-step manner.
7. Documentation of the process: The entire process can be documented afterwards and potential for improvement for future succession planning can be identified.
The personnel selection instruments of ALEADON can help with the external and internal search for possible successor candidates. The task profile of the preference analysis can be created exactly for the position to be filled based on basic occupational preferences. The interview analysis objectively assesses the competencies of the candidates. The evaluation of the interview represents, on the one hand, the comparison of all applicants and, on the other hand, can also be used as a comparison with the competencies of the current job holder. The competencies of the job holder can be determined by the competence analysis or the regular 360 degree feedback and can be compared with the evaluation of the interview analysis in relation to succession planning.