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Learning & Development – Succession Plans

Learning and Development - Succession Plans

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Blueprint Summary

Succession refers to a documented, living strategy that ensures key skills are identified and retained in the business, despite staff attrition or other sources of turnover.

After identifying which key skills, necessary to the success and continuity of business operations, are present and held by which staff members, a contingency plan is established that pre-emptively identify ways of retaining said skills in the event that said key staff exit their employment relationship.

Process flow

Process Specification

Process Owner

Stakeholder(s)

Recording Requirements

Storage Requirements

The person that is accountable for this specific process.

All parties that have a vested interest in this process.

Requirements that need to be recorded during this process. What, How, Where.

Requirements that need to be reported on during this process. What, How, When, Where.

Reporting Requirements

Audit Requirements

Notifications

Reminders

Requirements that need to be stored during this process. What, How, When, Where.

Requirements that need to be met in to comply with Auditing Regulations.  What, How, When, Where & Type of Audit Requirement.

Any Notifications that need to be Generated and/ or Actioned During this Process.

Any Reminders that need to be Generated and/ or Actioned During this Process.

Transparency & Communication

Knowledge & Skills

System

Workflows

 Any Transparency, Communication & Distribution Requirements needed for this Process.

 Any Knowledge & Skills required to successfully complete this process.

Links and Process within a system that directly relates to this Process.

Are there any Workflows that drive this Process? This can be Manual or NFE Workflows.

Legislation & Governance

Templates, Forms, Guides and Work Instructions

S.A. Board for People Practices

Any Legislation, Bodies, Processes, Policies that Govern this Process.

Links to Templates, Forms Guides and Work Instructions that are either to be used for application or as Guidelines to meet minimum requirements for this Process

Does this Process Align with SABPP. This can either be Fully, Partially or Not at All.

The Process

Inputs are all of the Elements deemed necessary to complete the process successfully.

  • HR Department Identifies all skills obtained per person in the business.

Tasks are the Step-by-Step Actions to be taken to complete the Process.

    • Succession Plan

Succession refers to a documented, living strategy that ensures key skills are identified and retained in the business, despite staff attrition or other sources of turnover.

After identifying which key skills, necessary to the success and continuity of business operations, are present and held by which staff members, a contingency plan is established that pre-emptively identify ways of retaining said skills in the event that said key staff exit their employment relationship.

  • Succession planning relies on having obtained manageable data from other activities (such as PDPs, Operational Training, Development Plan, Business Vision & Mission, etc.) as a prerequisite for the activity.
  • HR Department Identifies all skills obtained per person in business, lists and defines them.
  • The HR Department would identify and agree on whom they define as subject matter experts, such as key decision makers per department, well-performing employees, the executive team, heads of department, etc.
  • The HR Department then books and meetings with these stakeholders to identify which key skills are deemed strategic business imperatives, and in which key positions (Job Titles) they are found. This would also entail identifying which staff members hold these key skills.
  • The HR Department and the previously identified key staff would then meet to identify possible successors whom either have, or would be prime candidates for, housing said key skills. It is advised that HR leads the discussions around the activity to illustrate that it is company-driven to avoid any possible interpersonal conflict.
  • The HR Department, Training Department and Key staff would consult together to identify on preferred methods of transferring key skills from the existing holder to the identified successors, timelines for this to be completed, and establish success indicators that will indicate whether the process has been completed.
  • Training Department would add the relevant training needs, internal/operational and external, to previously identified training plans/ logs.
  • The HR Department would periodically log and update the progress of key skills being duplicated.

END OF PROCESS