Over the last few decades succession planning has involved identifying and analysing key positions, assessing candidates against job and personal requirements and creating individual development plans for potential successors.
Human Resources specialists involved in succession planning have created backup charts, employee profiles and timetables for the promotions. And much more.
The problem with all this activity is that it is slightly outdated. It reflects an approach that does not bear close scrutiny when considering the nature of organisational life today. And it is out-of-date when compared with the practices required to keep businesses viable and staff members motivated.
The traditional approach stems from a top down philosophy. It shows scant regard to the danger that if you do not find out the real, rather than the assumed, career expectations of staff, you may not have a reliable succession plan.
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