Succession planning is often considered a challenging issue for Talent Acquisition; it's something no one wants to handle, and they try to pass it on quickly. But why is this the case?
The issue arises because Succession Planning is mainly managed by the Talent team, who focus on leadership development, which makes sense if you're only considering internal candidates for successors. However, when organizations lack internal candidates, they need to look externally. This is where Talent Acquisition comes in. Yet, Talent Acquisition is usually involved at the last minute, often unaware of the internal candidates, and is tasked with simply adding external talent. Consider this: TA professionals are generally measured by key metrics such as time to hire and number of hires, so they focus on filling open roles. They understandably feel that adding people to a Succession Plan they haven't been part of is a lower priority task. Hence, the "hot potato" situation.
So how can this situation be avoided? Tips on collaboration in Succession Planning.
A coordinated strategy for Succession Planning is crucial. What does this involve? It requires engaging all potential participants in the Succession Plan from the beginning, such as Talent leaders and Talent Acquisition. This ensures that Talent Acquisition is not caught off guard or asked to create a board-ready report at the last minute, and it enhances their engagement with the process. Regularly communicate any business changes that might affect the Succession Plans and review these plans collectively at least every six months.
Succession plans should not be concealed in spreadsheets, as this does not comply with GDPR. Ensure they are accessible to everyone involved.
Contact one of our team members if you need additional hints or tips on Succession Planning.
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