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Organizational Succession Planning Board Discussion Framework

Organizational Succession Planning Board Discussion Framework. Succession Planning Program 2007. Objectives . Meeting Objectives: Prepare for critical short-term and long-term senior staffing needs at the organization

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Organizational Succession Planning Board Discussion Framework

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  1. Organizational Succession Planning Board Discussion Framework

  2. Succession Planning Program 2007 Objectives Meeting Objectives: • Prepare for critical short-term and long-term senior staffing needs at the organization • Establish an executive succession planning process for the organization that will address the CEO, and key senior executive positions • Consider the roles of the Board and senior management in the process • Discuss how the succession planning process might work • Discuss Board committee expectations for succession planning at lower levels in the organization .

  3. Succession Planning Program 2007 Succession Planning Program Elements • A statement of the program objectives, linked to the present and future strategic needs of the organization • A list of positions and/or persons covered in the program • A systematic process for succession planning program management, including accountability for program management • A detailed description of the desired qualifications and requirements (competencies) needed for each included position • Ready and forward replacement plans for each position • Individual assessment and development plans for each executive • Development in current position • Future potential • Action planning for future positions • Retention planning (may also include forward replacements at lower than SVP levels) • Integration with the performance management program .

  4. Succession Planning Program 2007 CEO Succession Planning Approach For Discussion Developing a succession plan for the CEO position requires a process that involves both internal and external stakeholders. A possible approach includes the following following steps • Establish a project working group drawn from critical stakeholders; develop a time line and assign project accountabilities • Identify and interview key stakeholders, including Board members, the CEO, other key internal executives, thought leaders, industry experts, etc.) • Develop an interview protocol that focuses on the role of the CEO and the critical success factors for the position relative to the strategic objectives and mission of the organization • Present findings to the project working group which will develop draft position requirements • Present draft position requirements for discussion and review to the Board committee • Create a process for identifying internal candidates and external sources • Develop a plan for interim succession if circumstances require .

  5. Succession Planning Program 2006 Key Executive Staff Succession Planning Approach For Discussion The following steps outline how it might be done. • Establish the roles of the Board committee, CEO and executive staff • Establish a project working group of the organization executives, as well as a process, a time line, and accountability for project management • Identify and interview key stakeholders for information about each position, including the CEO, position incumbents, and others (such as Board members, peers, subordinates, external customers.) • Develop an interview protocol that focuses on the role of the position and key success factors relative to the strategic needs of the organization and critical success factors • Present findings and draft position requirements to the project working group • Refine the position requirements • Establish a process for identifying and assessing ready and forward replacements for each position. • Create assessment and development plans for each position • Develop individual assessment and development plans for each ready and forward replacement • Develop a system to manage the process • Develop a process for reporting to the Board committee on the system and its progress .

  6. Succession Planning Program 2006 Why do Succession Planning Programs Fail? • Lack of a formal management succession planning process in place • Lack of commitment from top management and/or the Board • Lack of resources for mentoring, development, and training • Over design – too many forms and time demands • Lack of integration with other processes .

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