Author: Steve Passam, sales and marketing director, HR Access

Topic: Succession planning

About: HR Access

HR Access is a leading global HR software and outsourcing specialist. The company is owned by Fidelity Investments, one of the largest investors in employer services globally, and has over 35 years’ experience in providing software and services to HR professionals. Its HR and payroll solutions are currently used by over 550 customers worldwide (including Air France, Alliance Pharmacy, AXA France, Akzo Nobel, BBVA, BNP Paribas, Carrefour, CDC, Comet, EDF, Fujitsu, Gefco, La Poste, PSA, Reckitt Benckinser, Redcats, Rexel Group, Scania, SNC), covering 12 million employees in 52 countries.

OVERVIEW
 
• Succession planning needs to be an ongoing activity for successful organisations that want to actively compete to attract and retain top talent. By proactively managing succession planning, HR has the opportunity to play a key strategic role within the business and ensure that individuals with the correct skills and competencies are in place to maintain performance and productivity across the business.

WHEN TO USE THIS GUIDE

• When a key member of staff tenders their resignation – or signals their intention to do so – and succession planning procedures need to be put into place.

• When staff turnover is high and employee engagement and pressure is on to retain and engage existing talent.

• When you, as an HR manager, have been given responsibility to implement new or review existing succession planning arrangements.

• When you want to promote the role of HR in long-term business planning and recognise succession planning as a vehicle to demonstrate your understanding of the organisation’s strategy, your overall commercial awareness and to align yourself with the business’ future leaders.

10-STEP ACTION PLAN

Advice for effective management
 
The key to managing succession planning is to create and put in place a robust, yet flexible policy that meets the needs of the business now while being able to respond to changes in the workforce and its general business environment. While this is not easy, this requires some smart thinking by the HR team.

1. Take a step back and see where the business is now

Consult openly with senior managers and employees to get a snap shot of where the business is now and align your findings with a review of the business’ strategy moving forward. Can you spot future operational and leadership business needs, opportunities and challenges?

2. Argue the case for succession planning

Understand how investment in this area is good for the business and identify a senior manager(s) to help you champion your cause.

3. Does the business have what it takes?

Based on your findings of future operational and leadership needs and challenges, does the business have the skills it requires to meet these demands?

4. Fill the skills gap

Work out exactly how (and what resources are required) to develop and update skills throughout the business.

5. Has your talent got potential?

Can you spot the ‘high potential’ managers within the workforce who can grow and develop the business? Ask line managers if they have employees who would fit into this category and gather 360-degree feedback on likely candidates.

6. Review how your talent performs

Set performance objectives that align closely to overall business goals; monitor and review these on a regular basis.

7. Help talent develop as individuals

Creating individual development plans will help shape and coach ‘high potentials’, especially if combined with formal management development and direction from senior managers.

8. Keep up the communication

Being open, consistent and regular in your communication about succession planning will ensure ‘high potentials’ and employees in general feel valued and supported.

9. Take another step back

Continue to review succession planning policies, as well as ‘high potentials’. Take into account changes within the business as well as within the market and general business environment.

EXPECTED OUTCOMES | RESULTS

• Staff retention figures demonstrate that people are choosing to remain with the organisation than seek employment elsewhere.

• Staff surveys and informal employee feedback indicates that engagement with the organisation, satisfaction with jobs and performance are all improving.

• HR is an active and proactive force in planning for the future of the organisation and is recognised by senior management for being so.

FOR MORE INFORMATION 

HR Access
Contact: Steve Passam
T: 020 8849 8930
E: steve.passam@hraccess.com
www.hraccessuk.com