HR leaders can play a great part in making sure that succession plans for key positions across the enterprise are executed smoothly and successfully, says leadership expert Catherine Rymsha.
Rymsha is a visiting lecturer on management at the University of Massachusetts Lowell, and a speaker at TEDx events about current topics important to emerging leaders. She is also author of the book, The Leadership Decision: Decide to Lead Today, and co-author of the textbook, Leadership for the Now.
Why is succession planning so important? And why don’t all companies do this?
For HR professionals, succession planning is not just a best practice—it’s a critical strategic initiative that safeguards the long-term viability of the organization.
Succession planning ensures that when a key leader exits due to promotion, retirement or unforeseen circumstances, there is a well-prepared individual ready to step into the role. This process helps maintain business continuity, minimizes disruption and preserves institutional knowledge, which is invaluable in today’s rapidly changing business environment.
From an HR standpoint, succession planning is also about talent retention. When employees see a clear path for career advancement, they are more likely to stay engaged and committed to the organization.
By identifying and nurturing future leaders, HR professionals can create a motivated workforce that is ready to take on new challenges and responsibilities, thus reducing turnover and enhancing employee loyalty.
Succession planning requires a significant investment of time and effort from both HR professionals and current leaders. It involves not just identifying potential successors, but also providing them with the necessary experiences and mentoring to prepare them for future roles.
In some cases, organizations may deprioritize succession planning in favor of more immediate concerns, which can lead to leadership gaps and a lack of preparedness when transitions do occur. For HR professionals, advocating for the importance of succession planning and securing the necessary resources to implement it effectively is crucial to building a sustainable leadership pipeline.
How can HR and organizational leaders develop leaders at all levels, both those who are successors and those they want to retain?
For HR professionals, developing leaders at all levels is essential for ensuring that the organization has a strong bench of talent ready to step into leadership roles when needed. This goes beyond simply preparing successors for specific positions—it involves cultivating a culture of continuous development where every employee can grow and contribute to the organization’s success.
One effective approach is to create a structured leadership development program within the organization. These programs can be tailored to different levels of leadership, from emerging leaders to senior executives, and can include a mix of formal training, mentorship and on-the-job learning experiences.
By leveraging the expertise of current leaders, organizations can offer targeted development opportunities that are aligned with the company’s strategic goals.
Mentorship is also key. By pairing less experienced employees with seasoned leaders, organizations can facilitate the transfer of knowledge, skills and organizational culture.
While external training programs and leadership seminars can be valuable, they are not always necessary for effective leadership development. In many cases, organizations can achieve significant results through homegrown programs that leverage internal resources and expertise. These programs are often more cost-effective and can be more closely aligned with the organization’s unique needs and culture.
It sounds like succession and leadership development work hand-in-hand. How can leaders who don’t have these practices or HR support spearhead on their own?
Even in organizations where formal succession planning and leadership development programs are not in place, individual leaders can and should take the initiative to develop their teams. This is particularly important in environments where HR resources may be limited or where there is a lack of organizational focus on leadership development.
HR professionals can support these leaders by providing guidance on how to implement informal development practices that do not require significant resources.
For example, leaders can create mentorship relationships within their teams, offering regular coaching and feedback to help employees develop the skills they need to advance. Stretch assignments and cross-functional projects are other effective ways to give employees the opportunity to develop new skills and demonstrate their leadership potential.
For HR professionals, it is important to communicate the value of these informal development practices to leaders who may be hesitant to take on the additional responsibility. By framing leadership development as a critical component of their role, HR can help leaders see the long-term benefits of investing in their team members’ growth.
How should leaders talk to their teams and team members about development and learning, whether to aid in leadership development, or in general?
The best leaders create other leaders. Open communication about development and learning is key to building a culture of continuous improvement. HR professionals can play a critical role in guiding leaders on how to have these conversations with their teams.
HR should encourage leaders to have regular, honest discussions with their team members about their career aspirations and goals. By gaining a clear understanding of what their team members want to achieve, leaders can provide more targeted development opportunities that align with those goals.
It’s also important for HR to emphasize that these conversations should not be limited to formal performance reviews. Instead, such conversations should be an ongoing dialogue that allows for real-time feedback and adjustment of development plans as needed. This approach helps to keep employees engaged and motivated, as they see that their development is a priority for the organization.