Competency-Based Succession Planning

Businessmen Listening to a Female Ceo Talking in a Meeting RoomFor most employees, the potential to access other, oft-higher positions within an organization is a great incentive to maximizing performance. As an HR professional, it is therefore important that you maintain this motivation and invest in their development through adequate training and coaching. It is equally essential to properly assess employees’ current skills as well as potential for growth.

To do so, there are several “intangibles” to evaluate to determine if an employee can succeed in a new role, typically requiring a new set of competencies. Yet, how does the human resource function attain transparency – the knowledge of what exactly those intangibles are?

In comparing an employee’s performance and potential, a competency model can provide a consistent, objective and valid framework. Once designed, not only such a blueprint benefit your employees by providing them with a “reset button” – that is, a continued opportunity to fulfill career aspirations, but it can also save an organization thousands of dollars in turnover expenses by simply reusing the current employee within a more desired, or better suited, role.

A Measuring Stick for Retaining Optimal Performers

With defining job competencies in succession planning, it’s all about ensuring the right individual is placed in the right job at the right time. However, like many things in life, it is not a perfect science and employees reserve the right to perhaps either change their mind or simply wish to advance differently within an organization.

With the right competency model (i.e., suited to your reality and needs), your organization is equipped with a solid measuring stick for evaluating those previously mentioned employee intangibles, and can therefore help ensure certain desired outcomes, such as:

  • Few people fail
  • One, preferably two, well-suited internal candidates are qualified for each key position
  • Few superior performers leave because of lack of opportunity

The result: A well-prepared, high-performing HR team, an organization that retains optimal performers who already grasp the internal corporate culture, processes and procedures, and employees who are motivated to succeed in making a difference for the company, much thanks to their own individual growth potential.

To learn more, please visit our webpage on Competency-based Career and Succession Planning.

Share Button

Leave a Reply

Your email address will not be published. Required fields are marked *