What are the best ways to develop your succession planning skills with feedback?

start by asking for input from mentors, supervisors, and colleagues. Listen to their insights on areas where you excel and where you can improve. Also, seek feedback from potential successors to understand their needs and readiness for leadership roles. Use this feedback to refine your strategies for talent development and smooth transitions, ensuring the continued success of your organization.

It's essential for organisations to take a proactive approach to integrating succession planning into their strategies. Few view this as a significant investment, it's actually a strategic measure to mitigate unexpected challenges by high-potential emps in pivotal roles. Monitoring and evaluating the performance, potential & leadership capabilities is imp. This involves developing (IDPs)to potential successors, offering mentorship & coaching, providing training in leadership, decision-making & strategic thinking through Succession Planning Workshops. After identifying training needs through gap analysis, these employees must be carefully assigned to small projects. This is to ensure their readiness without disrupting the current key emps.

Most of the Organisations start a succession planning program when they are hit with the hard reality of unexpected attrition in critical role. Its important for organisations to identify the most critical roles and plan succession for them rather than a program for all positions. Feedback is important to get an all-rounded understanding of the employee (successor) which can be done online/offline.

Desarrollar habilidades efectivas de planificación de sucesión con retroalimentación implica una combinación de autoevaluación, retroalimentación externa y aprendizaje continuo. Buscar oportunidades para aprender de experiencias pasadas y recibir retroalimentación constructiva de colegas, supervisores y mentores es fundamental. Esto incluye reflexionar sobre las fortalezas y áreas de mejora en la planificación de sucesión, así como participar en programas de capacitación relacionados con el tema. Es importante experimentar con diferentes enfoques y estar dispuesto a ajustar el plan según los comentarios recibidos y las lecciones aprendidas.

First understand what the goal is. Where are you succession planning? Which departments or is it the whole organization? What is the timeline? Seeking short term and long term solutions? What work has been done in this space already?

While I like the idea of various tools, to reduce any amount of subjectivity in the process and make it biased, I strongly recommend a good third party tool (external), or a Practitioner to be involved. Internal teams will always come with some levels of biased view and this can make the process subjective. As an organisation, employees being our assets we must invest in their development and not make a checklist based process.

360 feedback can be done well or be tricky depending on company culture. Some people are not comfortable giving feedback or receiving it so that foundation needs to be built first.

Clear and candid feedback is all that matters. This needs to be demonstrated top down so every employee, at every levels appreciates and follows that when it becomes a part of the culture. In my previous organisation, we displayed posters across the organisation with commitment made by our leaders that they appreciate the feedback culture. Also we rolled out employee experiences, where employees shared how continuous feedback helped them overcome challenges. it works.