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MANAGEMENT DEVELOPMENT/SUCCESSION PLANNING |
. . . . creating an environment that works for everyone |
What is the purpose? |
Process to review, evaluate and develop managers throughout the organization. |
Should support business strategy by helping ensure the right people are in the right place at the right time, currently and in the future. |
The capabilities required to lead business operations or key staff functions now and in the future. |
The profiles of individuals positioned for and/or interested in assignments of increasing responsibility. |
What is reviewed/evaluated? |
Gaps between existing capabilities and those required to achieve business objectives. |
The professional development activities required to prepare employees for new assignments and rewarding careers. |
What are the outcomes? |
Following reviews at various levels of the organization, the information should be used to support succession plans and employee development. |
Opportunity for dialogue between employees and their managers regarding key strengths, improvement areas, potential new assignments and career objectives. |
What are the components/steps? Senior Management Review - identifies all senior managers and individuals in key positions and provides basic biographical, experiential and development information about each person. This process facilitates the assessment of senior management depth and breadth across the entire organization. It also supports professional development and succession planning activities. Succession Planning - identifies individuals who could fill key management positions (director, vice president and above) in the near and longer term. This process is important for assuring the continuity of prepared leaders and leadership teams for the organization. Professional and Career Development - identifies individual employees' strengths and areas for improvement as well as career objectives and development needs. Helps guide required development activities for individuals and assists the organization in creating and carrying out management development strategies more broadly. |
Special Initiatives - +Cross-organization movement - identifies development opportunities that encourage the movement of individuals throughout the organization across business operations, functions, divisions, departments, and locations. This promotes a broader understanding of the business, along with the sharing of best practices. +Management diversity - identifies promotable/high potential women and minority employees and increases the organization's focus on multi-cultural leadership teams. This helps facilitate future management opportunities for these employee populations. |
How is it linked to the Human Resource Management System? |
Management Development/Succession Planning are important parts of a larger system used to manage performance and develop employees in support of the organization's goals. |
The diagram below describes the linkage to performance management |
Management Development/Succession Planning linkage to Performance Management |
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Business Strategy Business Plans |
Management Development Process -Capabilities Review -Succession Planning -Individual Development Plans |
Individual Goals Performance Planning |
Mid-Year Review |
Year-End Evaluation |
Provides Input to: 1. Performance Review 2. Training/Development 3. Job/Assignment Options |
