3

Establishing and Communicating Goals

 

Ensure Quality Communication

The quality of your communications with others in the organization is going to determine their response as you progress through the stages of analyzing and developing your succession plan. You’ll want to take the time to prepare your team members for their participation, provide them with information and resources, and develop tools to share that information with others in the company.

This process begins with having team members do some homework to learn more about the current state of the organization. They’ll also study the strategic plan so they can discover where the organization wants to be tomorrow. And they’ll create a strategy for ensuring that everyone else in the organization understands how this succession planning effort supports that goal.

Preparing the Team Members

Before enlisting people to serve on the succession planning project team, you’ll want to take the time to ensure that they understand:

• the purpose and need for succession planning

• the timeframe and commitment involved

• the resources available

• the vision, mission, strategic plan, and basic processes specific to your organization

• how the succession plan will support the strategic plan of the organization.

Before the first meeting, team members can prepare themselves for the task at hand. The following reading should be assigned to all participants:

• organizational vision, mission, and goals

• any relevant governing documents

• current strategic plan

• organizational chart

• job descriptions for senior management

• job descriptions for other key positions

• any documents used by human resources in selecting candidates, such as surveys, competency charts, and interview methods

• any benchmarking documents such as sample strategic plans and best practice surveys

• a statement from senior leadership expressing their expectations from this team.

Remember that succession planning is not an event. It’s an ongoing process. Although team members are not meant to serve on the project team indefinitely, they need to be willing to participate through the initial rollout of the first year and at least one evaluation period. Because they are the ones who help design the plan, they will be the best ones to judge whether it is meeting its initial goals and if revisions are needed.

Establishing the Goals

Next, this team will determine the goal of your succession planning efforts. This is simply deciding what your results will look like when you are finished. What levels of the organization will the finished plan encompass? What will success look like?

This is the time to look at that statement from senior leadership to be sure you understand their expectations. If there are any questions, ask now. Ensure that you understand what they want from your team. A few questions here can save wasted effort later in the process.

Benchmarking

You can also help your team prepare by having sample succession plans and policies available. This will help everyone develop ideas on how your organization can structure the process and even what the written document might look like. Your plan will not be exactly like any other organization’s plan but will share common characteristics.

Sample Succession Planning Policy

ABC Company recognizes that the proactive practice of developing leaders within the company is beneficial to both the organization and its employees. It is the goal of this succession planning policy to ensure that individuals know the career paths available to them and are given every opportunity to develop the skills needed for advancement.

Purpose

The purpose of this policy is to identify potential successors for key positions in the organization and prepare them for effectiveness in those roles. This policy includes all executive and management positions and key positions in professional and technical areas.

Outcomes

The desired outcomes of this succession planning program include to:

• Create a systematic method to identify and develop replacements for key roles in the organization.

• Recognize high-potential candidates for advanced positions in the organization.

• Ensure the availability of development opportunities to all employees of the organization.

Procedures

The succession planning program will be implemented as follows:

• A succession planning team will convene to create a plan by analyzing the organization, assessing gaps and needs, and developing a system to address those needs.

• This system will be implemented and promoted through departmental meetings, regular communications, and the support of management levels throughout the organization.

• Managers will complete individual development plans (IDPs) with all employees, conduct regular assessments of employee development, and submit all succession planning documentation to human resources.

• Maintenance, review, and application of database information will be managed by the human resources department.

• As positions become available, managers will oversee the assessment of potential candidates with input from human resources, the succession planning team, and senior management as needed.

• A survey will be conducted annually to assess the plan’s successes, weaknesses, and areas for improvement.

• The succession planning team will meet annually to review this information and make corrections to the plan as needed.

Often, the first thing employees think when they hear terms such as succession planning is that this is just like a corporate reorganization or downsizing. They often feel this is a threat to their positions. After years of highly publicized downsizings in major corporations, it’s natural for employees to be on guard when they hear of any similar activities in their own organizations.

That’s why a positive tone and open communications channels are vital components of a successful succession plan. A sample memo that can help create a positive response to succession planning is shown (Figure 3-1).

The tone of communications becomes even more important as the organization moves into the stage of assessing current human resources. Individuals can become defensive and closed when asked to define their positions and responsibilities. For this reason, taking the time to look at these activities from the employee’s point of view is important. It will help you to be sensitive to their concerns so you can help dispel those fears.

Figure 3-1. Sample Memorandum

Subject: Succession Planning Initiative

ABC Company is pleased to announce the kickoff of our succession planning program. The purpose of this program is to enable a smooth leadership transition in our organization by identifying potential successors for key positions and preparing them for effectiveness in those roles. Additionally, we will offer structured plans to prepare employees who are interested in moving into new roles in the organization.

ABC will begin this process by assessing the needs of our company. In the coming weeks, the succession planning team will be interviewing and asking for input from all employees to determine the skills and talents we have available and the areas where we need development. They will be asking for your ideas for improvement in our processes.

This information will be used to create career maps so that every team member knows what skills are needed for the positions that interest them. The succession planning team also will work closely with the human resources and training departments to create more opportunities for employees to develop those skills.

Your participation in this initiative is vital. Not only will you help the growth of our organization and all those who choose to be a part of it, but you will also help determine the future success of ABC’s vision and mission.

Thank you for your continued dedication in making ABC Company an employer of choice as well as a standard for excellence in our industry. We look forward to your involvement in this program and your future as a leader in ABC Company.

 

Communicating the Plan

The way a succession plan is communicated determines whether it is viewed by employees as a welcome opportunity or just another layer of red tape to cut through for promotion. From the first announcements, you should monitor your messages to ensure that you are using open, positive communication.

The tone of your communications can create a positive or negative perception in your organization. If poorly worded, your messages will create tension. If the tone is kept positive and encouraging, it can minimize resistance.

Elements of Your Communication Plan

Your communications plan should include positive messages to explain the process, as well as the methods and timing you’ll use to circulate those messages to all employees.

Your strategy should include:

• the WIIFM (what’s in it for me?) message for both the organization and the individual

• the methods you’ll use to communicate this plan to the organization

• an overview of the steps involved in the process

• a description of how succession planning supports the strategic plan, vision, and goals of the organization

• contact names with an open invitation for input from employees.

Communication Methods

There are numerous methods to communicate information about the succession planning project to the organization. Using ones that already exist in your organization, such as intranet and email, can be cost-effective and expedient. And, with a little creativity, you can find other ways to make this message stand out from all the others in your organization. Here are some suggestions:

• Newsletter. A quarterly newsletter is an excellent vehicle for updating the organization on the succession plan. It could include content ranging from information on the succession planning team to highlights of accomplishments and upcoming events. However, creating it is another task and you want to be careful not to overload your already overtaxed committee members with this additional duty. If you have an assistant who is able to help with this project, this could be accomplished. If not, you might need to use a less time-intensive method of communication.

• Emails. An overview sent out to all employees by email can be a good way to share information. Be sure that any employees who don’t have email access are provided for by sending their information out by hard copy or asking their manager to print copies to distribute to those employees. You want to be certain that no one is excluded from this communication.

• Town Hall Meetings. Kickoffs in the form of all-staff meetings can be a good way to reinforce a positive image of succession planning. These can also be used when you get to the implementation stage and want to explain the process of succession planning to employees.

• Department Meetings. Having your succession planning team members visit departments during their regular staff meetings to give an overview and updates on the planning process promotes open communication and has the added bonus of exposing them to others in the company that they might not ordinarily meet.

• Intranet Bulletin Boards. Use any intranet or online systems you have to post information and updates on the program. For companies whose technology resources are underutilized, this can have the added bonus of increasing awareness of those resources.

• Solicitation for Input. This can be as simple as a suggestion box, an online poll, or an email inviting ideas. You just want to create systems so that employees can give their input to the program. It gives them an opportunity to identify positions you might not have considered and offer updates on current roles. Not only is it a boost for their morale, but you can learn some valuable information about your organization.

• Hot Sheets. Creating information sheets on the project that managers can use to explain succession planning in their meetings is an excellent way to be sure that everyone is getting a consistent message. These would include items such as the elevator speech about succession planning, contact persons, and a general timeline.

Using these methods will remind you to maintain communications throughout this process and help you analyze ways to use all the communications vehicles available in your organization.

Keeping the Process Positive

Succession planning gives people an opportunity to grow in your organization. That’s important to all levels, from entry- to senior-level employees. After all, there are organizations that hesitate to promote supervisors because there’s no one who can replace them in their current positions. Succession planning removes that obstacle.

Remembering this focus will help you tailor your communications with your audience in mind. But, even with this positive tone, succession planning efforts can encounter resistance. For example, one company noted that its older employees were certain that succession planning efforts were in place to force them out before they could reach retirement levels. The organization found the best way to handle this resistance was to directly address their concerns and reassure them of their positions with the company. They adjusted job responsibilities so that these senior workers had reduced workloads while training their successors. This proved to be the final step to overcoming their resistance.

Sample Communications Plan

A clear, consistent message is key to the success of your plan. Use this sample outline to help you develop a strategic approach to delivering your message.

1. Introduction: This plan provides the framework for the communications that will support the implementation of the ABC Company’s succession planning efforts.

2. Goal: The goal of the succession planning program is to ensure effective leadership in the ABC Company for years to come. This program will help us to identify potential leaders within our organization and to help them develop the additional skills and abilities needed to assume leadership roles as they become available.

3. Key Communication Objectives:

Increase targeted audiences’ awareness of the succession planning program.

Define and explain the need for succession planning.

Introduce guidelines of the succession plan.

Explain the process of identifying and assessing candidates.

Inform employees of their roles in succession planning.

Explain how the succession pool works.

Educate employees about how key position vacancies are filled.

4. Positioning Statement: Succession planning is one of the ways ABC Company will establish the organization as an employer of choice that allows employees the opportunity to reach their highest potential.

5. Key Message: Succession planning is a joint venture of management and employees. Although managers will help employees assess current skills and create plans to achieve specific goals, it is ultimately the responsibility of employees to enact the steps of the recommended plan and communicate with leadership on progress, challenges, and changes concerning those goals.

6. Targeted Audiences:

senior leadership

HR professionals

managers and supervisors

employees.

7. Communication Strategies and Timeline: The succession planning team will deliver this message through a timeline with specific deadlines and the name of the person who is primarily responsible for this action.

Sample Communication Activities:

Draft communications plan.

Finalize communications plan.

Present “overview of succession” program to leadership team.

Send introductory memo.

Present town hall meetings.

Post to online bulletin boards.

Send emails to all employees.

Distribute brochures and flyers.

Produce quarterly newsletter with updates.

Create displays for knowledge fair.

Host annual succession planning meeting.

Conduct evaluation and review session.

8. Evaluation Criteria:

number of individuals attending meetings

number of hits on online bulletin boards

inquiries to HR and managers

survey of targeted audiences.

Some organizations have encountered resistance to succession planning efforts in the early stages of the process. Their solutions have focused on careful selection of the succession planning team to include diverse and respected representatives, employing multiple communication channels for the input of ideas, and using communication systems to keep the process as open and transparent as possible.

The WIIFM (what’s in it for me?) for employees can never be stressed too much. You can promote this by presenting overview meetings for anyone interested in developing their leadership skills, reporting at regular developmental meetings, and publishing calendars listing all the developmental opportunities available for employees. Explain to employees how these opportunities allow them to enhance their skills and their resumes. This is a great way to remind them that succession planning benefits not only the company but also them as individuals.

Many organizations have had negative experiences while trying to replace key positions, so you might experience some pessimistic responses to this program. Ensure that any communications systems for employee input require constructive suggestions, not just recognition of problem areas. The adage “Come to us with your solutions, not just your problems” can play an important role in soliciting useful input instead of negative comments. But be sure to communicate that management will consider and act appropriately on the solutions presented by employees.

One other danger zone is in the timeline for the project. If succession planning stalls or goes beyond publicized deadline dates, the project may generate negative comments. You can avoid this potential problem by ensuring that you have added enough time to your plan to allow for research, revisions, and urgent projects that may receive temporary priority over your succession planning efforts.

Dealing With Resistance

In this chapter we’ve discussed numerous steps to get ready for the succession planning process. It may seem excessive, but you’ll discover that these actions will be worth the time by helping to create a positive foundation for the work to come.

Many organizations have experienced resistance to succession planning even in the earliest stages of information gathering. Often this happens because employees perceive these assessments as a way to downsize and eliminate their positions. That’s why even the terminology used during this process is so important.

For example, some might use the term job validation to discuss the standardization of job descriptions, whereas others have found that the word validation makes employees think they’re going to have to prove that their positions should exist. That’s the sort of situation you can avoid by taking the time to create a diverse team that understands the concerns of different populations in the workforce and by using your team’s expertise to be sure that the message is positive and consistent to all employees.

Summary

Here’s a recap the of the main actions we’ve discussed in this chapter:

• The first decision you’ll make is to determine the succession team members.

• The team, armed with the input of senior management, the current strategic plan, and other current company information, will determine the scope of the succession plan to be created.

• The team will determine the messages that will be sent out and what methods and timing will be used to communicate those messages to members of the organization.

Once you’ve ensured that you have a strong positive message and open communication channels to the organization, you’re ready to start conducting assessments.

Getting It Done

As you communicate with potential team members in writing, one on one, or in meetings, the basics of your discussions will build on the presentation you prepared for company leadership. Keep these discussions interactive to ensure that they understand and support the importance of the succession planning project.

Using the job description you prepared as your guide, you’ll explain to your team what will be expected from them, including how many meetings will be held, samples of the tasks they may be asked to do, networking requirements, and their roles as succession planning spokespersons. Ask them to review their schedules to determine if they can commit to the time requirements.

If they haven’t been scared off at this point, you have great potential team members! Once they have agreed, you will ask each member to study the organizational information as listed in this chapter, including your company’s strategic plan and the senior leadership’s statement on their expectations from this project.

Over the next few weeks, members will study sample succession plans to begin determining the scope of your organization’s plan. They will create the message of the succession plan, which will include the purpose for the plan and the WIIFM for employees. It will outline the steps to make the plan happen, and solicit input from employees at all stages of the project.

Once the message has been carefully constructed, the team will look at all the available communication vehicles in your company, from newsletters to intranet and staff meetings, to determine which ones will be the best methods to keep this effort in front of employees.

And finally, the team will construct a communication timeline to ensure regular updates to create interest about the opportunities that succession planning presents for employees and their growth.