A proactive assessment of talent and bench strength usually reveals obvious gaps. Some of these can be filled by posting a job opening while others might get addressed with internal colleagues who have been groomed for growth. Start at the top of the organizational chart, ask these questions, and work your way downward until you’ve planned for every eventuality:
- What would be the loss impact if this person left?
- Does the profile of this position create a business continuity issue?
- Where does the scope of the impact hurt most – technical expertise, replacement challenge, expense/productivity, culture/morale, public relations, or competitor advantage?
- Do we have anyone internally who is ready to step in?
- How ready is this candidate – immediate, 1-2 years, or 3-5 years?
- Are there any intangibles that need to be tackled?
A robust succession approach uses this data as a triage action plan. Every possibility has a corresponding narrative that outlines the specific steps necessary to keep the organization thriving. Every employee knows their future and the path they will take to get there. Performance evaluation and coaching is shaped by collaborative discussion about targeted development. No one gets caught by surprise.
