Succession Planning – Part 2

Succession Plan

Michelle Branigan

Last month we looked at the importance of succession planning, and what employers had told Electricity Human Resources Canada (EHRC) during our research into this topic. In this column we’ll look at the barriers and challenges, as well as some best practices.

What to avoid when implementing or running a succession planning strategy:

• Not integrating succession planning with other processes

Succession planning should be aligned first and foremost with the strategic business plan of the organization. Furthermore, for it to be effective, it should also direct development and career planning, hiring and staffing. Succession plans should also be informed by performance appraisals, formal and informal performance feedback, employee interests, existing skills, abilities and knowledge. 

• Not getting buy-in or support from top management

Support from the CEO and from other top leaders of the organization is essential. Aligning succession planning with the business strategy means that not only will it be rolled out throughout the organization but that the positions and potential candidates identified in the plan will take into account the strategic direction of the organization, drive the organization’s development and growth and will contribute to a corporate culture that values the growth of its employees.

• Not communicating the succession plan to high potential candidates

High potential employees want to know that they are considered key to the future of the business. They are more likely to leave if they are not aware that they are considered an integral part of the organization’s business plans.

• Underestimating the potential of existing employees

Many organizations rely on external hires to fill the knowledge gaps or talent gap they have identified rather than look to high potential internal talent. Companies incur needless expenses and waste time consuming efforts to recruit externally when they could develop their internal resources.

• Focusing exclusively on technical skills

The technical requirements of a position will evolve with time. Focusing exclusively on the current technical skills required for a position may lead the company to identify candidates with strong technical skills but who lack the soft skills required to be successful in the position as it will be in 5 or 10 years (such as leadership skills, continuous learning, teamwork, etc.).

• Not offering training or development opportunities        

Proactively engage employees in training or development programs and identify opportunities (courses, mentorship, job shadowing, lateral moves, etc.).I personally believe you never stop learning and that this is the responsibility of both the employer and the employee. 

Best practices 

So what works well? Some of the best practices that emerged as part of our research were as follows:

• Best practice organizations we spoke to have formalized the succession planning process, and include a succession planning policy with clear procedures and accountabilities along with a process for gathering and capturing data

• All best practice organizations have a process for identifying critical and vulnerable positions in the organization

• Most best practice organizations were dedicated to providing coaching programs and some have implemented training programs for identified coaches on coaching skills

• One organization has developed an online tool to identify key positions, the skills required, successors and readiness potential. The tool allows them to generate a variety of reports (e.g., a list of names in critical roles, ranking of replacements and position criticality, incumbent risk, and internal readiness)

• Most organizations have leadership assessment and leadership development programs that are working effectively. Some organizations have implemented external coaching programs for manager’s to learn how to be an effective coach, and other organizations have both external and internal leadership development programs for new managers

 When looking to develop and implement succession planning processes:

• ensure you have leadership buy-in from the very beginning

• be cognizant of your company’s culture and how the process may fit into that culture

• Do not underestimate the amount of time it will take. 

• Call it what it is. Don’t be afraid to have the conversation. There is often a fear that if we’re having that conversation something is wrong, and finally,

• Development is at the core of a good succession plan. Develop internally and provide opportunities and incentives for your teams

In summary — start planning, have the conversation with your teams and be an organisation that provides opportunities and incentives for success.

Missed the first article? Read it here: http://www.electricalwholesaler.electricalindustry.ca/latest-news/667-succession-planning-why-is-it-so-important?utm_source=newsletter&utm_medium=email&utm_content=114&utm_campaign=2015-04-16.


 

Michelle Branigan is CEO, Electricity Human Resources Canada; http://electricityhr.ca.

 

Related Articles


Latest Articles

  • Global Leadership & Local Support: GoodWe’s Commitment to Innovation and Quality

    Global Leadership & Local Support: GoodWe’s Commitment to Innovation and Quality

    June 19, 2024 GoodWe is a global PV inverter manufacturer and smart energy solution provider with nearly 5,000 employees worldwide, which has resulted in a well-established track record of over 71 GW of installations in over 100 countries and regions as of the end of 2023. A recently announced partnership with Guillevin marks their first… Read More…

  • TSBC Directive: Advertising Requirements for Licensed Contractors

    TSBC Directive: Advertising Requirements for Licensed Contractors

    June 18, 2024 This directive, published May 2, 2024, is being issued by a provincial safety manager pursuant to section 30 of the Safety Standards Act. On September 6, 2022, changes to the Safety Standards General Regulation came into effect that require licensed contractors to publish their company name and Technical Safety BC licence number… Read More…

  • TSBC Announces Adoption of BC Electrical Code, 2024 Edition

    TSBC Announces Adoption of BC Electrical Code, 2024 Edition

    June 18, 2024 Effective March 4, 2025 the Canadian Electrical Code, Part I, 26th Edition, Safety Standard for Electrical Installations, Canadian Standards Association Standard C22.1-24 is adopted as the BC Electrical Code. All electrical work subject to the BC Electrical Code must comply with the updated edition effective March 4, 2025. All code-related information bulletins… Read More…

  • Investment in Single-Family Homes Continues to Rise for April

    Investment in Single-Family Homes Continues to Rise for April

    June 14, 2024 Month over month, investment in building construction increased 4.5% to $20.4 billion in March. The residential sector was up 5.4% to $14.3 billion, while investment in the non-residential sector increased 2.3% to $6.1 billion. On a constant dollar basis (2017=100), investment in building construction increased 4.1% to $12.5 billion in March. Investment in single-family homes continues to rise Investment in… Read More…


Changing Scene

  • Ascot acquires NRG Management

    Ascot acquires NRG Management

    June 20. 2024 Ascot Capital Group is pleased to announce that it has acquired NRG Management, a local lighting agent in the Quebec market. NRG will begin representing Stanpro for projects effective August 5, 2024, which will allow Stanpro to participate more effectively in specification projects and design-build than it can today with its direct… Read More…

  • OmniCable Announces Partnership with Cascadia Sales

    OmniCable Announces Partnership with Cascadia Sales

    June 18, 2024 OmniCable, an industry-leading redistributor selling wire, cable, fiber, and other communications and electrical products exclusively to distributors, is proud to announce its partnership with Cascadia Sales to represent OmniCable’s complete product line in Canada. Cascadia Sales represents manufacturers in the electrical and lighting industry in the British Columbia market. “We are thrilled to begin this partnership,” said Georgia… Read More…

  • Agence Ricard Announces the Appointment of a New Marketing Director

    Agence Ricard Announces the Appointment of a New Marketing Director

    June 18, 2024  Agence Ricard is pleased to announce the appointment of Clémence Marseille as its new Marketing Director. Clémence brings with her a rich experience of more than 10 years in the field of marketing, including 5 years specifically dedicated to the electrical industry. Her expertise and strategic vision will be invaluable assets to support and… Read More…

  • Electrical Safety Authority and Proof Strategies Reveal the Truth About Unlicensed Electricians with Award-Winning Safety Campaign

    Electrical Safety Authority and Proof Strategies Reveal the Truth About Unlicensed Electricians with Award-Winning Safety Campaign

    June 18, 2024 The Electrical Safety Authority (ESA) and Proof Strategies have received seven awards from the Canadian Public Relations Society (CPRS), including 2024 ACE Best Creative Campaign, for the outstanding “Don’t Risk It” campaign. The campaign raises awareness of the risks of unlicensed electrical work. ESA engaged Proof Strategies to develop the integrated communications campaign,… Read More…