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Succession planning and management guide

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Planning considerations

1. Assess the current state of succession planning in your organization

  • Is succession planning currently done? If so, how?
  • To assess the current state of things, consider initiating discussions among key decision-makers and stakeholders, establishing a committee, or conducting a survey.( See endnote 7)
  • What are the areas for improvement?
  • Is successing planning linked with business and program planning?

2. Assess the desired state and begin the planning process

  • Are representatives from various HR areas involved (e.g. performance management, learning, employment equity, official languages, recruitment, staffing) to ensure appropriate linkages?
  • Are representatives from program planning involved (e.g. corporate and strategic planners) so that succession planning is aligned with program planning and the impact of any organizational transformations is minimized?
  • Have the roles and responsibilities of stakeholders been determined and clearly communicated?
  • Which aspects of the process will be decentralized to the business unit level and which will be decided corporately?
  • Has the business case been defined and communicated to enhance engagement of key stakeholders (e.g. managers, employees, bargaining agents)?
  • Is there a communications plan, including key messages (e.g. no guaranteed promotions)?
  • How will the transparency of the process be ensured?
  • What will the data and technology requirements be?
  • What resources are needed to ensure that the process can operate effectively?
  • Has the organization identified which tools are needed to support the process?
  • Has the organization considered a pilot project?
  • How will effectiveness be tracked, monitored, and reported?

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