Succession Planning

To gain real business value, SELECT customises every Succession Planning programme we deliver. The competency gaps are addressed particularly in critical positions, implementing and maintaining programmes to attract, acquire, develop, and retain quality talent.

Approach

Step one: Identify Critical Positions

Step two: Assess Leadership Potential

Step three: Develop and Retain Talent Pool

Step four: Develop Knowledge Transfer Strategies

Step five: Measure, Monitor and Evaluate Progress and Outcomes

Assessing employees against critical competencies will help focus individual learning and development opportunities in order to prepare the person for future roles in the organisation. It is also important for management to identify success factors for critical positions to assess position impact and vacancy risks. Determining whether there are one or more succession candidates ready to successfully assume the role and responsibilities is the primary function of assessing leadership talent.

Develop and retain talent

Different approaches may be used to address issues related to determining competency levels. Although many strategies are available to develop employees, the intent is to identify the right combination of strategies that prepares succession candidates to successfully take on higher leadership/ business roles within the organisationTo be effective in developing future leaders, key assignments, developmental feedback, mentoring, coaching, formal classroom training, and professional memberships must be made available. Identifying key assignments and the removal of blocks to assignments are highly emphasised and must be supported at the executive leadership level

On-the-job-training/cross training/participation in projects
Participation on teams, task forces or committees
Computer- based training and course work from external providers
Attending work-related conferences
Membership affiliation with industry specific associations and societies
Working with a mentor, coaching or consulting others
Leadership development programmes and training courses
On-the-job-training/cross training/participation in projects
Participation on teams, task forces or committees
On-the-job-training/cross training/participation in projects
Participation on teams, task forces or committees
Computer- based training and course work from external providers
Attending work-related conferences
Membership affiliation with industry specific associations and societies
Working with a mentor, coaching or consulting others
Leadership development programmes and training courses
Learners
Satisfied Clients
Training Hours

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