1. Implement Flexible Succession Plans to Support Organizational Continuity
Design agility into succession plans to increase bench strength and responsiveness to planned and unplanned vacancies.
McLean & Company is a research and advisory firm providing practical solutions to human resources challenges via executable research, tools and advice that have a clear and measurable impact on your business. © McLean & Company. McLean & Company is a division of Info-Tech Research Group.
SAMPLE
Learn about becoming a member

2. EXECUTIVE SUMMARY Overarching Insight: SAMPLE Situation
Succession planning is the least effective HR area according to McLean & Company’s 2017 HR Trends Report.
Succession plans are often focused on executives and senior leaders, leaving organizations vulnerable and unprepared when turnover happens in critical roles at lower levels.
Often, succession planning is not integrated with other talent management initiatives, leading to lost opportunities or extra work.
Traditionally, one or two potential successors are identified within the role’s own team or department, missing the opportunity for cross-functional movement and development.
Resolution
Focus succession plans on critical roles to ensure the efficient use of efforts and resources.
Create role groups to develop cross-functional capabilities.
Conduct multiple calibration sessions to populate talent pools.
Ensure succession plans remain relevant by evaluating talent pools regularly, and by planning through the transition process.
Complication
Succession plans need to not only mitigate risks of vacancies in critical roles but also ensure employees are being purposefully developed and engaged. Career development is especially important as it was cited as the number one reason for leaving an organization according to McLean & Company’s Employee Exit Survey.
Organizations are looking for a standard process for succession planning, when in reality, there is no one-size-fits-all solution.
Succession planning is a continuous process that requires regular assessments and modifications to keep up with the pace of change.
Overarching Insight:
Not all roles are equal; some are more important to the organization than others. Succession plans need to focus on critical roles within the organization in order to ensure the efficient use of efforts and resources.
Organizations need to be agile in their approach to succession planning. Certain critical roles require a conventional succession plan while other critical roles are better suited for shared talent pools.
SAMPLE

3. GUIDED IMPLEMENTATION
MCLEAN & COMPANY OFFERS VARIOUS LEVELS OF SUPPORT TO BEST SUIT YOUR NEEDS
CONSULTING
“Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project.”
GUIDED IMPLEMENTATION
“Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.”
DIY
TOOLKIT
“Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful.”
WORKSHOP
“We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place.”
Diagnostics and consistent frameworks used throughout all four options
SAMPLE

4. Use McLean & Company’s four-step process to create flexibility in your succession plans
Set Succession Plan Goals and Assess Readiness
Identify Critical Roles & Role Groups
Define Framework for Successor Selection and Transition Process
Identify Potential Successors and Create Talent Pools 1 2 4 3
SAMPLE

5. SAMPLE SLIDES
SAMPLE

6. Succession planning ensures business continuity while minimizing knowledge loss and additional costs
Regardless of the reasons, employees will eventually leave the organization. There needs to be a plan and process for addressing the change.
Succession planning is developing a supply of qualified employees who are prepared to take over and ensuring the organization is set up for continuity and success.
Without a proper succession plan, organizations are at risk of:
Inefficiencies &
Decreased Productivity
Knowledge Loss
Increased Recruitment Costs
With vacancies, the work is either not being done, being done by an underqualified employee on an interim basis, or being split between other employees, causing:
Burnout
Inefficiencies (e.g. duplication of work)
Increased productivity costs
Disruption to day-to-day work
Decreased sales/revenue
Reducing the organization’s ability to grow.
Losing critical organizational knowledge increases the time to productivity of new hires. This will challenge the organization’s ability to progress and grow.
Limiting the capacity to innovate.
Losing certain experience and expertise when individuals of critical roles leave may slow down and/or reduce the quality of innovation (Gary P. Pisano).
With no successor prepared, or when the only identified successor leaves, organizations must seek external talent for their critical roles.
CEOs rated “failure to attract/retain talent” as the top issue facing organizations today (Conference Board).  
External hires cost 16% more than the person they replaced (Lucinda Beeman, 2016).
SAMPLE

7. Design succession plans to drive organizational results
Increased Retention
Reduced Time to Fill
The average overall time to fill in the US is approximately 43 days (Daniel Howden, 2016) with senior positions taking upward of 100 days. Having the right people with the right skills ready at the right time ensures business continuity when employees in critical positions leave.
Four of the top five reasons employees leave an organization can be positively impacted with succession plans:
49%
for opportunities for career advancement.
39%
for opportunities for career-related skill development.
Improved Career Development
Succession plans:
Break down silos, providing organizations the opportunity to develop talent cross-functionally and deliberately.
Prove the organization’s commitment to developing employees and therefore increasing its ability to attract and retain top employees.
Allow for more employees to be considered and developed for future roles through the use of diverse talent pools.
36%
because of dissatisfaction with their role and responsibilities.
35%
because of the degree to which their skills were used in their jobs.
McLean & Company’s Exit Survey, 2017, N=4,656
With increased retention, organizations will also reduce recruitment and turnover costs.
McLean & Company insight
Organizations need to be agile in their approach to succession planning. Certain roles require a traditional succession plan while others are better suited for shared talent pools.
SAMPLE

8. Traditional succession plans often fail in high-change environments because they aren’t agile
Traditional succession plans are…
Too disconnected
Succession plans aren’t often integrated with other talent management initiatives (e.g. competency frameworks, workforce planning, performance management, talent assessment, and learning & development), leading to:
Duplication of efforts and lost opportunities.
Inadequate learning & development.
Often, one or two potential successors are identified within the role’s own team or department:
Missing the opportunity for cross-functional movement and development.
Risking the engagement of potential successors if they are not moved into the role in a timely fashion or at all.
Too narrow-sighted
Traditional succession plans are often focused on executives and senior leaders, leaving organizations vulnerable and unprepared when turnover in critical roles happens at lower levels.
McLean & Company insight
Not all roles are equal; some are more important to the organization than others. Succession plans need to focus on critical roles within the organization to ensure the efficient use of efforts and resources.
SAMPLE

9. LEARN ABOUT BECOMING A MEMBER
MCLEAN & COMPANY HELPS HR PROFESSIONALS TO:
Now, more than ever,
HR leaders need to help their organizations maximize the value of their people.
McLean & Company offers the tools, diagnostics, and programs to drive measurable results.
– Jennifer Rozon,
Vice President,
McLean & Company “
Empower management to apply HR best practices
Develop effective talent acquisition & retention strategies
Build a high performance culture
Maintain a progressive set of
HR policies & procedures
Demonstrate the business impact of HR
Stay abreast of HR trends & technologies 
Sign up to have access to our extensive selection of practical solutions for your HR challenges
LEARN ABOUT BECOMING A MEMBER
Toll Free:
hr.mcleanco.com
SAMPLE