The Succession Planning Committee Complete a Succession Planning Profile for Each Position
The Succession Planning Committee Complete a Succession Planning Profile for Each Position
In addition to understanding the key responsibilities for high risk positions, it is also important to understand what makes someone successful in a given role. The Succession Planning Profile is completion for each position is overseen by the Succession Planning Committee and is used to develop a comprehensive profile outlining the competencies, skills, experience, and institutional knowledge essential for success in the role.
This profile becomes the foundation for identifying and developing future successors. It also helps identify other roles within the organization that may serve as part of the talent pipeline for future succession into the role.
Once staff members have completed the Key Duties and Activities for Staff Transitions template, supervisors work with the Succession Planning Committee to complete the Succession Planning Profile for each prioritized position. Together, they define the education, experience, competencies, and success factors that will later be used to evaluate potential successors. it’s important to:
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Review the documents as a committee to ensure they accurately capture the key responsibilities, workflows, and essential resources associated with the position. Encourage staff to include supporting materials such as protocols, calendars, checklists, or system access lists that would help someone step into the role if needed.
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Update the documents regularly, ideally during the performance planning cycle or whenever there is a significant change in the position or its responsibilities.
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Prepare the identified successor or backup, when applicable, by ensuring they are properly briefed, cross-trained, and equipped to assume responsibilities with minimal disruption.
Without first defining what success looks like in a role, it is difficult to objectively evaluate whether someone is ready to succeed in that position. Step 2 establishes those expectations before the organization begins assessing potential successors in Step 3 using the 9-Box Grid.