Que faites-vous si votre programme de planification de la relève ne donne pas les résultats souhaités ?

According to my human resources knowledge and experience, succession planning is directly related to performance evaluation and talent management. I examine the performance evaluation system to see if the criteria and evaluations are correct. I also control talent management and career mapping according to the performance system. It is necessary to find problems and take action.

Success of Succession planning program depends on the business continuity as well as development of employees to meet the future business needs. In case our succession planning program is not yielding desired results then we need to focus on followings: 1. Realigned our program with Organization's vision and objectives. 2. Identification of all critical positions and roles 3. We can use Competency mapping framework which helps to identify individuals who possess the necessary skills and attributes or have the potential to develop them with planned development initiatives 4. Identification of successors without any cognitive bias, conformity bias, halo effect or leniency effect.

Evaluate the program's performance and identify shortcomings. Adjust strategies and criteria for identifying and developing talent. Continuously monitor and refine the succession planning program for improvement.

If your succession planning program is not yielding desired results, it's essential to assess the underlying factors contributing to the issue and take appropriate steps to address them. Here's what you can do: - Review program effectiveness: Assess metrics and outcomes against goals. - Identify root causes: Determine factors hindering success. - Solicit feedback: Gather input from stakeholders. - Enhance leadership development: Invest in targeted training and mentoring. - Address developmental needs: Offer personalized development plans. - Foster a culture of development: Encourage continuous learning. - Align with business strategy: Ensure alignment with organizational goals.

We will need to have access the gaps here, but here we will need to explore two option whether the your success planning program is not yielding results all over the organization or particularly for a department or if it is for particular role. This is very essential rather than going on the macro approach to change the entire process, looking on micro aspect perspective to solve the particular roles alone. HR analytics will have major role to play here on the Employee Turn over rate (i)Succession Breadth (ii)Succession Depth (iii)Succession Fill rate We will need to have the analytics on the factors mentioned above ensure that it is under control of industry norms prescribed.

We will need to implement initiatives to develop a robust talent pipeline for key leadership positions. This could include targeted training and development programs, mentorship opportunities, job rotations and cross-functional experiences to prepare high-potential employees for future roles. We will need to have internal talent first for all the above aspects then look at external sources. It is very important to gain buy-in and active participation from senior leadership in the succession planning process because they have direct access to subordinates in the department who will be able to provide a clear picture provide us a active support.

Skill development is the important aspect which needs to be considered. This could include dedicated staff, technology tools, training programs and professional development resources to support talent identification, assessment, and development. This can even be made tailor made.

Fast-Track Programs: Offer high-potential employees accelerated training and mentorship to shorten development time. Phased Handovers: Gradually transition responsibilities over a longer period, allowing knowledge transfer and risk mitigation. Rolling Reviews: Conduct ongoing performance evaluations to identify and develop potential successors throughout the year, not just during annual reviews.

COMMUNICATION : This is very essential and ensure that employees are informed about the organization's succession planning efforts and understand how they can participate and benefit from the program. Provide clear communication about expectations, opportunities and support available for career development and advancement. Only if we provide them the knowledge of what is happening we will be able to yield the desired results.

If your current succession planning does not yield a positive outcome, you can follow the 3 D's model - 1. Define: Clearly outline objectives and criteria for succession planning. 2. Diagnose: Evaluate the program's effectiveness and gather feedback. 3. Develop: Enhance development programs, refine criteria and implement changes based on findings.

We should ensure diversity and inclusion are prioritised in succession planning to foster a more representative and innovative leadership pipeline. Embrace a culture where continuous learning and development are valued and encouraged at all levels of the organization.