Evidence-Based Succession Planning
Several of the senior executives in a large, metropolitan healthcare system were approaching retirement age. There was no current system for filling the leadership positions when they were vacated.
We worked with the senior executives to identify the necessary skills and resources to achieve their organization’s strategic plan. We led workshops to help the company anticipate future changes that might be required in the organizational structure, preparation for reorganization, and plans for growth.
Leaders nearing retirement were identified, and the likelihood of other leaders remaining in the organization was assessed. We then reviewed the current workforce and listed high potential managers and developed plans for their career paths. This was done by achieving consensus as to the high potential candidates — managers who excelled in their current positions and were still climbing.
These candidates were evaluated for the knowledge, skills, and abilities necessary to perform competently in their current roles. Logical next positions to which each candidate would likely be promoted were defined, and a detailed job analysis using job evaluation technology was performed to evaluate the knowledge and problem solving skills that would be required in the position.
Developmental objectives with follow-up action plans were defined, mentors were assigned to monitor progress, and annual reassessment schedules were put in place.
The outcome of this process was a more robust leadership team and support structure that was ready to meet future challenges of the organization. This approach has helped create a more focused, proactive, and confident management team.