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Succession Planning Metrics Research
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Succession Planning Metrics Research
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Can anyone help me. We have a list of different metrics we use for succession planning. We are doing some research to see if there are any benchmark or targets that we can use to measure our results;
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Forums » Topic Forums » Recruiting & Staffing » Succession Planning Metrics Research
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Succession Planning Metrics Research
posted at 12/9/2011 2:50 PM EST
on Workforce Management
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Posts: 4
First: 12/9/2011 Last: 2/8/2012 |
Can anyone help me. We have a list of different metrics we use for succession planning. We are doing some research to see if there are any benchmark or targets that we can use to measure our results; 1. What’s a good target range for high risk positions or more specifically what is the maximum number that an organization should have to remain stable? 2. Are there a target number of successors a senior executive position should identify? We have 2 names in our system, is that relative to other organizations? 3. While doing research though, keep in mind other types of comparisons that we could use for our scorecard. Perhaps different learning strategies for successors, or look at the readiness level of a successor. Should successors be ready within 6 months? 1 year? 2 years. |
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Re: Succession Planning Metrics Research
posted at 5/24/2012 5:48 AM EDT
on Workforce Management
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Posts: 1
First: 5/24/2012 Last: 5/24/2012 |
These are all relevant questions but I am not sure that benchmarking metrics is very useful. There is no maximum number of key roles or potential successors that you should have. How many successors you have depends on how many people have the aspiration and ability to fill that role at some future time. This is likely to relate to how many people are in the 'pool' you are likely to draw successors from. Generally the higher the level of role, the less potential successors will be available. How many you need depends on the turnover in the role - sometime you know that retirements or other events are likely to cause turnover, and other times it comes out of the blue. The number of key roles can be controlled by ranking them, if you do not have the resourcing to develop successors for all your key roles. There is no 'right' readiness level of successors, the point of a readiness indicator is to allow the C-Suite to see clearly the pipeline of succession. All potential successors should be gradually developed to move along the pipeline until they are 'Ready Now'. Hope this helps. I have a complimentary e-book on this topic at http://www.successionmadeeasy.com if you would like more ideas. |
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Re: Succession Planning Metrics Research
posted at 5/25/2012 2:30 PM EDT
on Workforce Management
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Posts: 174
First: 9/20/2011 Last: 2/11/2013 |
In Response to Re: Succession Planning Metrics Research: These are all relevant questions but I am not sure that benchmarking metrics is very useful. There is no maximum number of key roles or potential successors that you should have. How many successors you have depends on how many people have the aspiration and ability to fill that role at some future time. This is likely to relate to how many people are in the 'pool' you are likely to draw successors from. Generally the higher the level of role, the less potential successors will be available. How many you need depends on the turnover in the role - sometime you know that retirements or other events are likely to cause turnover, and other times it comes out of the blue. The number of key roles can be controlled by ranking them, if you do not have the resourcing to develop successors for all your key roles. There is no 'right' readiness level of successors, the point of a readiness indicator is to allow the C-Suite to see clearly the pipeline of succession. All potential successors should be gradually developed to move along the pipeline until they are 'Ready Now'. Hope this helps. I have a complimentary e-book on this topic at http://www.successionmadeeasy.com if you would like more ideas. Posted by strategies-direct.com above website for ebook is not working |
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