When people think of succession planning, they tend to think of C-suite replacement. But what about other areas of the company? Succession planning is the strategy for passing on leadership roles and often the ownership of a company to an employee or group of employees. Succession planning is a process for identifying and developing new leaders who can replace old leaders when they leave, retire or die. Succession planning increases the availability of experienced and capable employees that are prepared to assume these roles as they become available.‎Business succession · ‎Succession management · ‎Succession advisors.


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Start attending to those practices now. Focus on policies, procedures and practices, not on personalities.

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Succession planning is being able to effectively and promptly re-fill a role, not replacing a certain person. Be sure all key positions are defined well, and then look succession planning find the best person to fill the position.

Do not look for someone who is just like, or a lot succession planning than, the previous employee. Succession planning is a responsibility of the management, not just the employee.

Succession planning - Wikipedia

The formalisation of the process will very much depend upon the size of the organisation. Clearly, there will be more transparency in a smaller organisation than in a succession planning one.


The key function of the Chart is to contain information about the employee with a view to their knowledge, skills and ability suitable for succession planning next position. The chart would be used as a basis for career development.

Is succession planning purely an internal organisational issue? In public succession planning, investor confidence will be boosted by the knowledge that in the event of some catastrophe, the continuance of the business will be assured.

On the other hand, companies who follow theory Y have a more decentralized approach, which means that the authority is distributed among employees. This keeps them motivated. There are some key assumptions under theory Y.

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One of them is that employees take responsibility of their actions and work towards achieving the goals of the organization without much supervision. The workers are more participative and try to solve problems on their own without relying on supervisors succession planning guidance.

This type of management style is more common than theory X. In this type of management style, even a small employee can participate in the decision-making succession planning.


Theory X works on the succession planning of punishing people to keep the work going, while under theory Y, promotions, rewards, and recognition play an important part. It also requires ongoing communication and coordination between the employees that are part of succession planning co-management team.

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If there are no employees able or willing to take on the task on an interim basis, a board member may be asked to temporarily assume these functions. Of course, the board member will have to resign from the board if he or she takes on a paid position with succession planning organization.

Learn more about things board members should consider when hiring a new executive director. Ideas for recruiting for other key positions The following ideas can be incorporated succession planning your succession planning plan for key positions in the organization other than the executive director.

Look to other organizations for exceptional employees New employees are often found in other nonprofits. While some may view this as poaching, the reality is that employees who aren't being challenged or aren't happy will leave the organization for a better opportunity.

In some cases, employees have been known to leave for a position in another organization but return years later with new experiences and skills. Helping to keep exceptional employees in the sector by allowing succession planning to move around to develop their careers should be seen not as a loss succession planning individual organizations, but as a gain for the capacity of the sector.

An innovative approach would be to develop a pool of candidates with other organizations and develop a rotational program to allow key employees to move from one organization to the next. This approach would ensure key individuals remain challenged and motivated while a group of nonprofits all benefit from the expertise.

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