This example outlines the purpose of the program, the desired results, and how the initiative will be carried out.
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A good succession-planning program
aims to identify high growth individuals, train them and feed the pipelines with
new talent. Here’s an outline of one program.
Purpose To ensure replacements for key job incumbents in
executive, management, technical, and professional positions in the
organization. This policy covers middle management positions and above in [name
of organization].
Desired Results The desired results of the succession planning program
are to:
Identify high-potential employees capable of
rapid advancement to positions of higher responsibility than those they
presently occupy.
Ensure the systematic and long-term development
of individuals to replace key job incumbents as the need arises due to deaths,
disabilities, retirements, and other unexpected losses.
Provide a continuous flow of talented people to
meet the organization’s management needs.
Meet the organization’s need to exercise social
responsibility by providing for the advancement of protected labor groups
inside the organization.
Procedures The succession planning program will be carried out as
follows:
1. In January of each year, the management development
director will arrange a meeting with the CEO to review results from the previous
year’s succession planning efforts and to plan for the present year’s process.
2. In February top managers will attend a meeting
coordinated by the management development director in which:
The CEO will emphasize the importance of succession planning and review
the previous year’s results.
The management development director will distribute forms and establish
due dates for their completion and return.
The management development director will review the results of a
computerized analysis to pinpoint areas of the organization in which
predictable turnover, resulting from retirements or other changes, will lead
to special needs for management talent.
The results of a computerized analysis will be reviewed to demonstrate how
successful the organization has been in attracting protected labor groups into
high-level positions and to plot strategies for improving affirmative action
practices.
3. In April the forms will be completed and returned to
the MD director. If necessary, a follow-up meeting will be held.
4. Throughout the year, the management development
director will periodically visit top managers to review progress in developing
identified successors throughout their areas of responsibility.
5. As need arises, the database will be accessed as a
source of possible successors in the organization.
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