Are You Prepared When…
One of Your Executives Walks? Your Founder Decides to Retire? The Next Generation Has to Step Up? You Want to Replace a Key Exec from Within?
Emergent Execs provides a simple path succession planning for your company to capture the institutional knowledge of your lynchpin leaders, evaluate potential successors and develop the executives of the future – all within 6-12 months.
Take a five-minute Succession Readiness assessment. We will provide you the results, along with some customized suggestions on how your org can prepare its best talent for succession.
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Well, there's good news and bad news! Your org ranks in the lower third of peer companies in terms of succession readiness, but there are simple steps you can take to start making progress. It’s clear that your org has implemented a handful of the core talent management protocols for a rapidly growing firm in a highly competitive labor market, but there's plenty of room to grow. Please see your download your report for suggestions on how you can kickstart your succession planning process.
You got a score of %%YOURSCORE%% out of %%TOTALSCORE%%
Detailed category breakdown below.
%%YOUR_SCORE_CATEGORY_Emotional Readiness%%
Emotional Readiness means, "Our senior leaders, in particular our CEO, is comfortable talking about succession, and have included it as an organizational priority."
Your org can definitely improve in this area. Here are some suggestions:
- Calculate the hard and soft costs associated with losing some key employees in the last two years to quantify a business case for succession planning (note: mid-level managers and specialists tend to be 150% of annual salary; senior executives and core knowledge specialists tend to be 400%)
- Identify the top five positions primed for succession planning – “If we lost that person, we would be in serious trouble . . .”
- Help your CEO or board identify their primary resistance to doing a succession plan
- Carve out a 3-hour session for the senior team to introduce the scope of a succession project
[/ShowCategoryScoreJS]
%%YOUR_SCORE_CATEGORY_Emotional Readiness%%
Emotional Readiness means, "Our senior leaders, in particular our CEO, is comfortable talking about succession, and have included it as an organizational priority."
Your org can definitely improve in this area. Here are some suggestions:
- Calculate the hard and soft costs associated with losing some key employees in the last two years to quantify a business case for succession planning (note: mid-level managers and specialists tend to be 150% of annual salary; senior executives and core knowledge specialists tend to be 400%)
- Identify the top five positions primed for succession planning – “If we lost that person, we would be in serious trouble . . .”
- Help your CEO or board identify their primary resistance to doing a succession plan
- Carve out a 3-hour session for the senior team to introduce the scope of a succession project
[/CloneShowCategoryScore]
%%YOUR_SCORE_CATEGORY_Intentional Planning%%
Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities. Someone is responsible for its implementation."
Your org can definitely improve in this area. Here are some suggestions:
- Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
- Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
- Pick an organizational champion for Succession Planning
- Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring
%%YOUR_SCORE_CATEGORY_Intentional Planning%%
Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities. Someone is responsible for its implementation."
Your org can definitely improve in this area. Here are some suggestions:
- Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
- Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
- Pick an organizational champion for Succession Planning
- Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring
%%YOUR_SCORE_CATEGORY_Intentional Planning%%
Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities. Someone is responsible for its implementation."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
- Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
- Pick an organizational champion for Succession Planning
- Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring
%%YOUR_SCORE_CATEGORY_Intentional Planning%%
Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities. Someone is responsible for its implementation."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
- Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
- Pick an organizational champion for Succession Planning
- Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring
%%YOUR_SCORE_CATEGORY_Talent Evaluation%%
Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."
Your org can definitely improve in this area. Here are some suggestions:
- Generate Hi-Po metrics and definitions companywide
- Develop Hi-Po nomination system
- Interject objective measurements with trusted assessments
- Do self and organizational gap analysis of Hi-Po’s and potential successors
- Generate scorecard for each individual along with development path
%%YOUR_SCORE_CATEGORY_Talent Evaluation%%
Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."
Your org can definitely improve in this area. Here are some suggestions:
- Generate Hi-Po metrics and definitions companywide
- Develop Hi-Po nomination system
- Interject objective measurements with trusted assessments
- Do self and organizational gap analysis of Hi-Po’s and potential successors
- Generate scorecard for each individual along with development path
%%YOUR_SCORE_CATEGORY_Talent Evaluation%%
Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Generate Hi-Po metrics and definitions companywide
- Develop Hi-Po nomination system
- Interject objective measurements with trusted assessments
- Do self and organizational gap analysis of Hi-Po’s and potential successors
- Generate scorecard for each individual along with development path
%%YOUR_SCORE_CATEGORY_Talent Evaluation%%
Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Generate Hi-Po metrics and definitions companywide
- Develop Hi-Po nomination system
- Interject objective measurements with trusted assessments
- Do self and organizational gap analysis of Hi-Po’s and potential successors
- Generate scorecard for each individual along with development path
%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%
Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."
Your org can definitely improve in this area. Here are some suggestions:
- Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
- Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
- Generate and Institutional Knowledge Position Profile for senior leaders and core experts
%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%
Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."
Your org can definitely improve in this area. Here are some suggestions:
- Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
- Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
- Generate and Institutional Knowledge Position Profile for senior leaders and core experts
%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%
Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
- Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
- Generate and Institutional Knowledge Position Profile for senior leaders and core experts
%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%
Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
- Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
- Generate and Institutional Knowledge Position Profile for senior leaders and core experts
%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%
Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."
Your org can definitely improve in this area. Here are some suggestions:
- Train your managers on how to coach their direct reports through development goal setting
- Invest in new manager training courses for your up-and-coming leaders
- Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
- Work leadership development culture into your annual strategic goals
[/ShowCategoryScoreJS]
%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%
Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."
Your org can definitely improve in this area. Here are some suggestions:
- Train your managers on how to coach their direct reports through development goal setting
- Invest in new manager training courses for your up-and-coming leaders
- Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
- Work leadership development culture into your annual strategic goals
[/CloneShowCategoryScore]
%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%
Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Train your managers on how to coach their direct reports through development goal setting
- Invest in new manager training courses for your up-and-coming leaders
- Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
- Work leadership development culture into your annual strategic goals
%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%
Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Train your managers on how to coach their direct reports through development goal setting
- Invest in new manager training courses for your up-and-coming leaders
- Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
- Work leadership development culture into your annual strategic goals
%%YOUR_SCORE_CATEGORY_Career Paths%%
Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."
Your org can definitely improve in this area. Here are some suggestions:
- Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
- Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
- Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign
%%YOUR_SCORE_CATEGORY_Career Paths%%
Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."
Your org can definitely improve in this area. Here are some suggestions:
- Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
- Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
- Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign
%%YOUR_SCORE_CATEGORY_Career Paths%%
Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
- Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
- Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign
%%YOUR_SCORE_CATEGORY_Career Paths%%
Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
- Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
- Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign
%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%
Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."
Your org can definitely improve in this area. Here are some suggestions:
- Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
- Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
- Have candidates keep a journal on their learning reflections
- Maintain a tracking mechanism for completion of learning experiences
%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%
Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."
Your org can definitely improve in this area. Here are some suggestions:
- Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
- Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
- Have candidates keep a journal on their learning reflections
- Maintain a tracking mechanism for completion of learning experiences
%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%
Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
- Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
- Have candidates keep a journal on their learning reflections
- Maintain a tracking mechanism for completion of learning experiences
%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%
Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
- Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
- Have candidates keep a journal on their learning reflections
- Maintain a tracking mechanism for completion of learning experiences
%%YOUR_SCORE_CATEGORY_Succession Metrics%%
Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."
Your org can definitely improve in this area. Here are some suggestions:
- Build timeframes, milestones and dates in your formal succession plan
- Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
- Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
- Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor
%%YOUR_SCORE_CATEGORY_Succession Metrics%%
Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."
Your org can definitely improve in this area. Here are some suggestions:
- Build timeframes, milestones and dates in your formal succession plan
- Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
- Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
- Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor
%%YOUR_SCORE_CATEGORY_Succession Metrics%%
Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Build timeframes, milestones and dates in your formal succession plan
- Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
- Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
- Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor
%%YOUR_SCORE_CATEGORY_Succession Metrics%%
Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Build timeframes, milestones and dates in your formal succession plan
- Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
- Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
- Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor
Well done! Your org ranks in the middle third of peer companies in terms of succession readiness. It’s clear that your org has implemented some of the core talent management protocols for a rapidly growing firm in a highly competitive labor market, but there's still room to grow. Please download your report for suggestions on how you can make succession planning an even bigger priority.
You got a score of %%YOURSCORE%% out of %%TOTALSCORE%%
Detailed category breakdown below.
%%YOUR_SCORE_CATEGORY_Emotional Readiness%%
Emotional Readiness means, "Our senior leaders, in particular our CEO, is comfortable talking about succession, and have included it as an organizational priority."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Calculate the hard and soft costs associated with losing some key employees in the last two years to quantify a business case for succession planning (note: mid-level managers and specialists tend to be 150% of annual salary; senior executives and core knowledge specialists tend to be 400%)
- Identify the top five positions primed for succession planning – “If we lost that person, we would be in serious trouble . . .”
- Help your CEO or board identify their primary resistance to doing a succession plan
- Carve out a 3-hour session for the senior team to introduce the scope of a succession project
%%YOUR_SCORE_CATEGORY_Emotional Readiness%%
Emotional Readiness means, "Our senior leaders, in particular our CEO, is comfortable talking about succession, and have included it as an organizational priority."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Calculate the hard and soft costs associated with losing some key employees in the last two years to quantify a business case for succession planning (note: mid-level managers and specialists tend to be 150% of annual salary; senior executives and core knowledge specialists tend to be 400%)
- Identify the top five positions primed for succession planning – “If we lost that person, we would be in serious trouble . . .”
- Help your CEO or board identify their primary resistance to doing a succession plan
- Carve out a 3-hour session for the senior team to introduce the scope of a succession project
%%YOUR_SCORE_CATEGORY_Emotional Readiness%%
Emotional Readiness means, "Our senior leaders, in particular our CEO, is comfortable talking about succession, and have included it as an organizational priority."
Your org can definitely improve in this area. Here are some suggestions:
- Calculate the hard and soft costs associated with losing some key employees in the last two years to quantify a business case for succession planning (note: mid-level managers and specialists tend to be 150% of annual salary; senior executives and core knowledge specialists tend to be 400%)
- Identify the top five positions primed for succession planning – “If we lost that person, we would be in serious trouble . . .”
- Help your CEO or board identify their primary resistance to doing a succession plan
- Carve out a 3-hour session for the senior team to introduce the scope of a succession project
[/ShowCategoryScoreJS]
%%YOUR_SCORE_CATEGORY_Emotional Readiness%%
Emotional Readiness means, "Our senior leaders, in particular our CEO, is comfortable talking about succession, and have included it as an organizational priority."
Your org can definitely improve in this area. Here are some suggestions:
- Calculate the hard and soft costs associated with losing some key employees in the last two years to quantify a business case for succession planning (note: mid-level managers and specialists tend to be 150% of annual salary; senior executives and core knowledge specialists tend to be 400%)
- Identify the top five positions primed for succession planning – “If we lost that person, we would be in serious trouble . . .”
- Help your CEO or board identify their primary resistance to doing a succession plan
- Carve out a 3-hour session for the senior team to introduce the scope of a succession project
[/CloneShowCategoryScore]
%%YOUR_SCORE_CATEGORY_Intentional Planning%%
Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities. Someone is responsible for its implementation."
Your org can definitely improve in this area. Here are some suggestions:
- Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
- Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
- Pick an organizational champion for Succession Planning
- Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring
%%YOUR_SCORE_CATEGORY_Intentional Planning%%
Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities. Someone is responsible for its implementation."
Your org can definitely improve in this area. Here are some suggestions:
- Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
- Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
- Pick an organizational champion for Succession Planning
- Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring
%%YOUR_SCORE_CATEGORY_Intentional Planning%%
Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities. Someone is responsible for its implementation."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
- Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
- Pick an organizational champion for Succession Planning
- Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring
%%YOUR_SCORE_CATEGORY_Intentional Planning%%
Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities. Someone is responsible for its implementation."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
- Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
- Pick an organizational champion for Succession Planning
- Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring
%%YOUR_SCORE_CATEGORY_Talent Evaluation%%
Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."
Your org can definitely improve in this area. Here are some suggestions:
- Generate Hi-Po metrics and definitions companywide
- Develop Hi-Po nomination system
- Interject objective measurements with trusted assessments
- Do self and organizational gap analysis of Hi-Po’s and potential successors
- Generate scorecard for each individual along with development path
%%YOUR_SCORE_CATEGORY_Talent Evaluation%%
Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."
Your org can definitely improve in this area. Here are some suggestions:
- Generate Hi-Po metrics and definitions companywide
- Develop Hi-Po nomination system
- Interject objective measurements with trusted assessments
- Do self and organizational gap analysis of Hi-Po’s and potential successors
- Generate scorecard for each individual along with development path
%%YOUR_SCORE_CATEGORY_Talent Evaluation%%
Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Generate Hi-Po metrics and definitions companywide
- Develop Hi-Po nomination system
- Interject objective measurements with trusted assessments
- Do self and organizational gap analysis of Hi-Po’s and potential successors
- Generate scorecard for each individual along with development path
%%YOUR_SCORE_CATEGORY_Talent Evaluation%%
Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Generate Hi-Po metrics and definitions companywide
- Develop Hi-Po nomination system
- Interject objective measurements with trusted assessments
- Do self and organizational gap analysis of Hi-Po’s and potential successors
- Generate scorecard for each individual along with development path
%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%
Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."
Your org can definitely improve in this area. Here are some suggestions:
- Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
- Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
- Generate and Institutional Knowledge Position Profile for senior leaders and core experts
%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%
Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."
Your org can definitely improve in this area. Here are some suggestions:
- Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
- Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
- Generate and Institutional Knowledge Position Profile for senior leaders and core experts
%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%
Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
- Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
- Generate and Institutional Knowledge Position Profile for senior leaders and core experts
%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%
Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
- Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
- Generate and Institutional Knowledge Position Profile for senior leaders and core experts
%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%
Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."
Your org can definitely improve in this area. Here are some suggestions:
- Train your managers on how to coach their direct reports through development goal setting
- Invest in new manager training courses for your up-and-coming leaders
- Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
- Work leadership development culture into your annual strategic goals
[/ShowCategoryScoreJS]
%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%
Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."
Your org can definitely improve in this area. Here are some suggestions:
- Train your managers on how to coach their direct reports through development goal setting
- Invest in new manager training courses for your up-and-coming leaders
- Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
- Work leadership development culture into your annual strategic goals
[/CloneShowCategoryScore]
%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%
Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Train your managers on how to coach their direct reports through development goal setting
- Invest in new manager training courses for your up-and-coming leaders
- Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
- Work leadership development culture into your annual strategic goals
%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%
Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Train your managers on how to coach their direct reports through development goal setting
- Invest in new manager training courses for your up-and-coming leaders
- Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
- Work leadership development culture into your annual strategic goals
%%YOUR_SCORE_CATEGORY_Career Paths%%
Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."
Your org can definitely improve in this area. Here are some suggestions:
- Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
- Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
- Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign
%%YOUR_SCORE_CATEGORY_Career Paths%%
Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."
Your org can definitely improve in this area. Here are some suggestions:
- Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
- Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
- Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign
%%YOUR_SCORE_CATEGORY_Career Paths%%
Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
- Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
- Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign
%%YOUR_SCORE_CATEGORY_Career Paths%%
Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
- Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
- Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign
%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%
Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."
Your org can definitely improve in this area. Here are some suggestions:
- Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
- Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
- Have candidates keep a journal on their learning reflections
- Maintain a tracking mechanism for completion of learning experiences
%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%
Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."
Your org can definitely improve in this area. Here are some suggestions:
- Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
- Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
- Have candidates keep a journal on their learning reflections
- Maintain a tracking mechanism for completion of learning experiences
%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%
Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
- Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
- Have candidates keep a journal on their learning reflections
- Maintain a tracking mechanism for completion of learning experiences
%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%
Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
- Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
- Have candidates keep a journal on their learning reflections
- Maintain a tracking mechanism for completion of learning experiences
%%YOUR_SCORE_CATEGORY_Succession Metrics%%
Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."
Your org can definitely improve in this area. Here are some suggestions:
- Build timeframes, milestones and dates in your formal succession plan
- Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
- Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
- Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor
%%YOUR_SCORE_CATEGORY_Succession Metrics%%
Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."
Your org can definitely improve in this area. Here are some suggestions:
- Build timeframes, milestones and dates in your formal succession plan
- Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
- Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
- Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor
%%YOUR_SCORE_CATEGORY_Succession Metrics%%
Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Build timeframes, milestones and dates in your formal succession plan
- Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
- Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
- Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor
%%YOUR_SCORE_CATEGORY_Succession Metrics%%
Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Build timeframes, milestones and dates in your formal succession plan
- Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
- Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
- Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor
You got a score of %%YOURSCORE%% out of %%TOTALSCORE%%
Detailed category breakdown below.
%%YOUR_SCORE_CATEGORY_Emotional Readiness%%
Emotional Readiness means, "Our senior leaders, in particular our CEO, is comfortable talking about succession, and have included it as an organizational priority."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Calculate the hard and soft costs associated with losing some key employees in the last two years to quantify a business case for succession planning (note: mid-level managers and specialists tend to be 150% of annual salary; senior executives and core knowledge specialists tend to be 400%)
- Identify the top five positions primed for succession planning – “If we lost that person, we would be in serious trouble . . .”
- Help your CEO or board identify their primary resistance to doing a succession plan
- Carve out a 3-hour session for the senior team to introduce the scope of a succession project
%%YOUR_SCORE_CATEGORY_Emotional Readiness%%
Emotional Readiness means, "Our senior leaders, in particular our CEO, is comfortable talking about succession, and have included it as an organizational priority."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Calculate the hard and soft costs associated with losing some key employees in the last two years to quantify a business case for succession planning (note: mid-level managers and specialists tend to be 150% of annual salary; senior executives and core knowledge specialists tend to be 400%)
- Identify the top five positions primed for succession planning – “If we lost that person, we would be in serious trouble . . .”
- Help your CEO or board identify their primary resistance to doing a succession plan
- Carve out a 3-hour session for the senior team to introduce the scope of a succession project
%%YOUR_SCORE_CATEGORY_Emotional Readiness%%
Emotional Readiness means, "Our senior leaders, in particular our CEO, is comfortable talking about succession, and have included it as an organizational priority."
Your org can definitely improve in this area. Here are some suggestions:
- Calculate the hard and soft costs associated with losing some key employees in the last two years to quantify a business case for succession planning (note: mid-level managers and specialists tend to be 150% of annual salary; senior executives and core knowledge specialists tend to be 400%)
- Identify the top five positions primed for succession planning – “If we lost that person, we would be in serious trouble . . .”
- Help your CEO or board identify their primary resistance to doing a succession plan
- Carve out a 3-hour session for the senior team to introduce the scope of a succession project
[/ShowCategoryScoreJS]
%%YOUR_SCORE_CATEGORY_Emotional Readiness%%
Emotional Readiness means, "Our senior leaders, in particular our CEO, is comfortable talking about succession, and have included it as an organizational priority."
Your org can definitely improve in this area. Here are some suggestions:
- Calculate the hard and soft costs associated with losing some key employees in the last two years to quantify a business case for succession planning (note: mid-level managers and specialists tend to be 150% of annual salary; senior executives and core knowledge specialists tend to be 400%)
- Identify the top five positions primed for succession planning – “If we lost that person, we would be in serious trouble . . .”
- Help your CEO or board identify their primary resistance to doing a succession plan
- Carve out a 3-hour session for the senior team to introduce the scope of a succession project
[/CloneShowCategoryScore]
%%YOUR_SCORE_CATEGORY_Intentional Planning%%
Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities. Someone is responsible for its implementation."
Your org can definitely improve in this area. Here are some suggestions:
- Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
- Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
- Pick an organizational champion for Succession Planning
- Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring
%%YOUR_SCORE_CATEGORY_Intentional Planning%%
Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities. Someone is responsible for its implementation."
Your org can definitely improve in this area. Here are some suggestions:
- Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
- Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
- Pick an organizational champion for Succession Planning
- Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring
%%YOUR_SCORE_CATEGORY_Intentional Planning%%
Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities. Someone is responsible for its implementation."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
- Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
- Pick an organizational champion for Succession Planning
- Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring
%%YOUR_SCORE_CATEGORY_Intentional Planning%%
Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities. Someone is responsible for its implementation."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
- Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
- Pick an organizational champion for Succession Planning
- Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring
%%YOUR_SCORE_CATEGORY_Talent Evaluation%%
Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."
Your org can definitely improve in this area. Here are some suggestions:
- Generate Hi-Po metrics and definitions companywide
- Develop Hi-Po nomination system
- Interject objective measurements with trusted assessments
- Do self and organizational gap analysis of Hi-Po’s and potential successors
- Generate scorecard for each individual along with development path
%%YOUR_SCORE_CATEGORY_Talent Evaluation%%
Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."
Your org can definitely improve in this area. Here are some suggestions:
- Generate Hi-Po metrics and definitions companywide
- Develop Hi-Po nomination system
- Interject objective measurements with trusted assessments
- Do self and organizational gap analysis of Hi-Po’s and potential successors
- Generate scorecard for each individual along with development path
%%YOUR_SCORE_CATEGORY_Talent Evaluation%%
Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Generate Hi-Po metrics and definitions companywide
- Develop Hi-Po nomination system
- Interject objective measurements with trusted assessments
- Do self and organizational gap analysis of Hi-Po’s and potential successors
- Generate scorecard for each individual along with development path
%%YOUR_SCORE_CATEGORY_Talent Evaluation%%
Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Generate Hi-Po metrics and definitions companywide
- Develop Hi-Po nomination system
- Interject objective measurements with trusted assessments
- Do self and organizational gap analysis of Hi-Po’s and potential successors
- Generate scorecard for each individual along with development path
%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%
Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."
Your org can definitely improve in this area. Here are some suggestions:
- Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
- Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
- Generate and Institutional Knowledge Position Profile for senior leaders and core experts
%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%
Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."
Your org can definitely improve in this area. Here are some suggestions:
- Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
- Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
- Generate and Institutional Knowledge Position Profile for senior leaders and core experts
%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%
Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
- Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
- Generate and Institutional Knowledge Position Profile for senior leaders and core experts
%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%
Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
- Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
- Generate and Institutional Knowledge Position Profile for senior leaders and core experts
%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%
Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."
Your org can definitely improve in this area. Here are some suggestions:
- Train your managers on how to coach their direct reports through development goal setting
- Invest in new manager training courses for your up-and-coming leaders
- Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
- Work leadership development culture into your annual strategic goals
[/ShowCategoryScoreJS]
%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%
Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."
Your org can definitely improve in this area. Here are some suggestions:
- Train your managers on how to coach their direct reports through development goal setting
- Invest in new manager training courses for your up-and-coming leaders
- Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
- Work leadership development culture into your annual strategic goals
[/CloneShowCategoryScore]
%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%
Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Train your managers on how to coach their direct reports through development goal setting
- Invest in new manager training courses for your up-and-coming leaders
- Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
- Work leadership development culture into your annual strategic goals
%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%
Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Train your managers on how to coach their direct reports through development goal setting
- Invest in new manager training courses for your up-and-coming leaders
- Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
- Work leadership development culture into your annual strategic goals
%%YOUR_SCORE_CATEGORY_Career Paths%%
Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."
Your org can definitely improve in this area. Here are some suggestions:
- Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
- Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
- Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign
%%YOUR_SCORE_CATEGORY_Career Paths%%
Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."
Your org can definitely improve in this area. Here are some suggestions:
- Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
- Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
- Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign
%%YOUR_SCORE_CATEGORY_Career Paths%%
Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
- Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
- Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign
%%YOUR_SCORE_CATEGORY_Career Paths%%
Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
- Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
- Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign
%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%
Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."
Your org can definitely improve in this area. Here are some suggestions:
- Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
- Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
- Have candidates keep a journal on their learning reflections
- Maintain a tracking mechanism for completion of learning experiences
%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%
Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."
Your org can definitely improve in this area. Here are some suggestions:
- Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
- Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
- Have candidates keep a journal on their learning reflections
- Maintain a tracking mechanism for completion of learning experiences
%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%
Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
- Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
- Have candidates keep a journal on their learning reflections
- Maintain a tracking mechanism for completion of learning experiences
%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%
Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
- Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
- Have candidates keep a journal on their learning reflections
- Maintain a tracking mechanism for completion of learning experiences
%%YOUR_SCORE_CATEGORY_Succession Metrics%%
Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."
Your org can definitely improve in this area. Here are some suggestions:
- Build timeframes, milestones and dates in your formal succession plan
- Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
- Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
- Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor
%%YOUR_SCORE_CATEGORY_Succession Metrics%%
Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."
Your org can definitely improve in this area. Here are some suggestions:
- Build timeframes, milestones and dates in your formal succession plan
- Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
- Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
- Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor
%%YOUR_SCORE_CATEGORY_Succession Metrics%%
Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Build timeframes, milestones and dates in your formal succession plan
- Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
- Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
- Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor
%%YOUR_SCORE_CATEGORY_Succession Metrics%%
Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Build timeframes, milestones and dates in your formal succession plan
- Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
- Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
- Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor
Our Clients
Why Take Our Succession Management Assessment?
38% of assessed companies have a documented, formal succession plan. We’ll give you a blueprint for starting at the C-suite and working your way down.
Intentional Planning
45% of survey respondents utilize stretch projects, ride-a-longs, and formal
mentoring to pre-successors. We’ll tell you how.
Retention
Only 28% of companies have tracking and accountability systems in place to ensure that leadership development is happening on pace. We’ll tell you what to monitor.
Promotion
Your Best Practices for a Succession Planning Process:
Institutional Knowledge
For each of your key positions, Emergent Execs creates a highly detailed profile of that individual’s daily activities, competencies, motivational abilities, industry knowledge, technical expertise, and key relationships.
Talent Pool Identification
With the assistance of Human Resources and the executives, Emergent Execs generates a talent pool of succession candidates that potentially match to the executive profiles. Through interviews and psychometric testing, we identify the strengths and gaps of each successor.
Successor Identification Plan
Emergent Execs customizes a series of critical development experiences for each of the executive positions. These experiences may cover management expertise, industry comprehension, role-specific knowledge, key relationship introductions, and executive polish.
Development plans typically range from 6-12 months.
Successor Monitoring
We train your executives to coach their potential successors through the development plans, monitor the process, and provide progress updates to your HR professional.
Testimonials
“Emergent Execs always receives rave reviews. They have dynamic speakers, bringing witty and insightful teaching. For executive coaching, mentorship, strategy, and training, I would highly endorse Emergent Execs.”
Stephen D.
“I witnessed the transformation of our team brought about by classroom instruction and coaching, resulting in their professional growth and business acumen. The feedback we received from their time with Emergent Execs was excellent, and the impact on our business was positive.”
Paul C.
“Emergent Execs always receives rave reviews. They have dynamic speakers, bringing witty and insightful teaching. For executive coaching, mentorship, strategy, and training, I would highly endorse Emergent Execs.”
Michelle S.
“Emergent Execs always receives rave reviews. They have dynamic speakers, bringing witty and insightful teaching. For executive coaching, mentorship, strategy, and training, I would highly endorse Emergent Execs.”
Lexi J.
“Emergent Execs always receives rave reviews. They have dynamic speakers, bringing witty and insightful teaching. For executive coaching, mentorship, strategy, and training, I would highly endorse Emergent Execs.”
Samantha W.
Upgrade Your Business Succession Planning
Take our brief Succession Readiness survey. It’s free and confidential. It takes five minutes and we will provide you the results, along with with dozens of suggestions on how you can take your org’s succession planning strategy to the next level.
Well, there's good news and bad news! Your org ranks in the lower third of peer companies in terms of succession readiness, but there are simple steps you can take to start making progress. It’s clear that your org has implemented a handful of the core talent management protocols for a rapidly growing firm in a highly competitive labor market, but there's plenty of room to grow. Please see your download your report for suggestions on how you can kickstart your succession planning process.
You got a score of %%YOURSCORE%% out of %%TOTALSCORE%%
Detailed category breakdown below.
%%YOUR_SCORE_CATEGORY_Emotional Readiness%%
Emotional Readiness means, "Our senior leaders, in particular our CEO, is comfortable talking about succession, and have included it as an organizational priority."
Your org can definitely improve in this area. Here are some suggestions:
- Calculate the hard and soft costs associated with losing some key employees in the last two years to quantify a business case for succession planning (note: mid-level managers and specialists tend to be 150% of annual salary; senior executives and core knowledge specialists tend to be 400%)
- Identify the top five positions primed for succession planning – “If we lost that person, we would be in serious trouble . . .”
- Help your CEO or board identify their primary resistance to doing a succession plan
- Carve out a 3-hour session for the senior team to introduce the scope of a succession project
[/ShowCategoryScoreJS]
%%YOUR_SCORE_CATEGORY_Emotional Readiness%%
Emotional Readiness means, "Our senior leaders, in particular our CEO, is comfortable talking about succession, and have included it as an organizational priority."
Your org can definitely improve in this area. Here are some suggestions:
- Calculate the hard and soft costs associated with losing some key employees in the last two years to quantify a business case for succession planning (note: mid-level managers and specialists tend to be 150% of annual salary; senior executives and core knowledge specialists tend to be 400%)
- Identify the top five positions primed for succession planning – “If we lost that person, we would be in serious trouble . . .”
- Help your CEO or board identify their primary resistance to doing a succession plan
- Carve out a 3-hour session for the senior team to introduce the scope of a succession project
[/CloneShowCategoryScore]
%%YOUR_SCORE_CATEGORY_Intentional Planning%%
Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities. Someone is responsible for its implementation."
Your org can definitely improve in this area. Here are some suggestions:
- Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
- Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
- Pick an organizational champion for Succession Planning
- Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring
%%YOUR_SCORE_CATEGORY_Intentional Planning%%
Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities. Someone is responsible for its implementation."
Your org can definitely improve in this area. Here are some suggestions:
- Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
- Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
- Pick an organizational champion for Succession Planning
- Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring
%%YOUR_SCORE_CATEGORY_Intentional Planning%%
Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities. Someone is responsible for its implementation."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
- Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
- Pick an organizational champion for Succession Planning
- Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring
%%YOUR_SCORE_CATEGORY_Intentional Planning%%
Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities. Someone is responsible for its implementation."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
- Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
- Pick an organizational champion for Succession Planning
- Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring
%%YOUR_SCORE_CATEGORY_Talent Evaluation%%
Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."
Your org can definitely improve in this area. Here are some suggestions:
- Generate Hi-Po metrics and definitions companywide
- Develop Hi-Po nomination system
- Interject objective measurements with trusted assessments
- Do self and organizational gap analysis of Hi-Po’s and potential successors
- Generate scorecard for each individual along with development path
%%YOUR_SCORE_CATEGORY_Talent Evaluation%%
Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."
Your org can definitely improve in this area. Here are some suggestions:
- Generate Hi-Po metrics and definitions companywide
- Develop Hi-Po nomination system
- Interject objective measurements with trusted assessments
- Do self and organizational gap analysis of Hi-Po’s and potential successors
- Generate scorecard for each individual along with development path
%%YOUR_SCORE_CATEGORY_Talent Evaluation%%
Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Generate Hi-Po metrics and definitions companywide
- Develop Hi-Po nomination system
- Interject objective measurements with trusted assessments
- Do self and organizational gap analysis of Hi-Po’s and potential successors
- Generate scorecard for each individual along with development path
%%YOUR_SCORE_CATEGORY_Talent Evaluation%%
Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Generate Hi-Po metrics and definitions companywide
- Develop Hi-Po nomination system
- Interject objective measurements with trusted assessments
- Do self and organizational gap analysis of Hi-Po’s and potential successors
- Generate scorecard for each individual along with development path
%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%
Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."
Your org can definitely improve in this area. Here are some suggestions:
- Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
- Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
- Generate and Institutional Knowledge Position Profile for senior leaders and core experts
%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%
Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."
Your org can definitely improve in this area. Here are some suggestions:
- Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
- Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
- Generate and Institutional Knowledge Position Profile for senior leaders and core experts
%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%
Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
- Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
- Generate and Institutional Knowledge Position Profile for senior leaders and core experts
%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%
Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
- Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
- Generate and Institutional Knowledge Position Profile for senior leaders and core experts
%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%
Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."
Your org can definitely improve in this area. Here are some suggestions:
- Train your managers on how to coach their direct reports through development goal setting
- Invest in new manager training courses for your up-and-coming leaders
- Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
- Work leadership development culture into your annual strategic goals
[/ShowCategoryScoreJS]
%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%
Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."
Your org can definitely improve in this area. Here are some suggestions:
- Train your managers on how to coach their direct reports through development goal setting
- Invest in new manager training courses for your up-and-coming leaders
- Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
- Work leadership development culture into your annual strategic goals
[/CloneShowCategoryScore]
%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%
Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Train your managers on how to coach their direct reports through development goal setting
- Invest in new manager training courses for your up-and-coming leaders
- Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
- Work leadership development culture into your annual strategic goals
%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%
Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Train your managers on how to coach their direct reports through development goal setting
- Invest in new manager training courses for your up-and-coming leaders
- Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
- Work leadership development culture into your annual strategic goals
%%YOUR_SCORE_CATEGORY_Career Paths%%
Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."
Your org can definitely improve in this area. Here are some suggestions:
- Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
- Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
- Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign
%%YOUR_SCORE_CATEGORY_Career Paths%%
Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."
Your org can definitely improve in this area. Here are some suggestions:
- Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
- Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
- Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign
%%YOUR_SCORE_CATEGORY_Career Paths%%
Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
- Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
- Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign
%%YOUR_SCORE_CATEGORY_Career Paths%%
Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
- Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
- Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign
%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%
Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."
Your org can definitely improve in this area. Here are some suggestions:
- Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
- Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
- Have candidates keep a journal on their learning reflections
- Maintain a tracking mechanism for completion of learning experiences
%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%
Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."
Your org can definitely improve in this area. Here are some suggestions:
- Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
- Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
- Have candidates keep a journal on their learning reflections
- Maintain a tracking mechanism for completion of learning experiences
%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%
Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
- Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
- Have candidates keep a journal on their learning reflections
- Maintain a tracking mechanism for completion of learning experiences
%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%
Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
- Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
- Have candidates keep a journal on their learning reflections
- Maintain a tracking mechanism for completion of learning experiences
%%YOUR_SCORE_CATEGORY_Succession Metrics%%
Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."
Your org can definitely improve in this area. Here are some suggestions:
- Build timeframes, milestones and dates in your formal succession plan
- Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
- Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
- Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor
%%YOUR_SCORE_CATEGORY_Succession Metrics%%
Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."
Your org can definitely improve in this area. Here are some suggestions:
- Build timeframes, milestones and dates in your formal succession plan
- Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
- Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
- Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor
%%YOUR_SCORE_CATEGORY_Succession Metrics%%
Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Build timeframes, milestones and dates in your formal succession plan
- Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
- Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
- Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor
%%YOUR_SCORE_CATEGORY_Succession Metrics%%
Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Build timeframes, milestones and dates in your formal succession plan
- Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
- Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
- Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor
Well done! Your org ranks in the middle third of peer companies in terms of succession readiness. It’s clear that your org has implemented some of the core talent management protocols for a rapidly growing firm in a highly competitive labor market, but there's still room to grow. Please download your report for suggestions on how you can make succession planning an even bigger priority.
You got a score of %%YOURSCORE%% out of %%TOTALSCORE%%
Detailed category breakdown below.
%%YOUR_SCORE_CATEGORY_Emotional Readiness%%
Emotional Readiness means, "Our senior leaders, in particular our CEO, is comfortable talking about succession, and have included it as an organizational priority."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Calculate the hard and soft costs associated with losing some key employees in the last two years to quantify a business case for succession planning (note: mid-level managers and specialists tend to be 150% of annual salary; senior executives and core knowledge specialists tend to be 400%)
- Identify the top five positions primed for succession planning – “If we lost that person, we would be in serious trouble . . .”
- Help your CEO or board identify their primary resistance to doing a succession plan
- Carve out a 3-hour session for the senior team to introduce the scope of a succession project
%%YOUR_SCORE_CATEGORY_Emotional Readiness%%
Emotional Readiness means, "Our senior leaders, in particular our CEO, is comfortable talking about succession, and have included it as an organizational priority."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Calculate the hard and soft costs associated with losing some key employees in the last two years to quantify a business case for succession planning (note: mid-level managers and specialists tend to be 150% of annual salary; senior executives and core knowledge specialists tend to be 400%)
- Identify the top five positions primed for succession planning – “If we lost that person, we would be in serious trouble . . .”
- Help your CEO or board identify their primary resistance to doing a succession plan
- Carve out a 3-hour session for the senior team to introduce the scope of a succession project
%%YOUR_SCORE_CATEGORY_Emotional Readiness%%
Emotional Readiness means, "Our senior leaders, in particular our CEO, is comfortable talking about succession, and have included it as an organizational priority."
Your org can definitely improve in this area. Here are some suggestions:
- Calculate the hard and soft costs associated with losing some key employees in the last two years to quantify a business case for succession planning (note: mid-level managers and specialists tend to be 150% of annual salary; senior executives and core knowledge specialists tend to be 400%)
- Identify the top five positions primed for succession planning – “If we lost that person, we would be in serious trouble . . .”
- Help your CEO or board identify their primary resistance to doing a succession plan
- Carve out a 3-hour session for the senior team to introduce the scope of a succession project
[/ShowCategoryScoreJS]
%%YOUR_SCORE_CATEGORY_Emotional Readiness%%
Emotional Readiness means, "Our senior leaders, in particular our CEO, is comfortable talking about succession, and have included it as an organizational priority."
Your org can definitely improve in this area. Here are some suggestions:
- Calculate the hard and soft costs associated with losing some key employees in the last two years to quantify a business case for succession planning (note: mid-level managers and specialists tend to be 150% of annual salary; senior executives and core knowledge specialists tend to be 400%)
- Identify the top five positions primed for succession planning – “If we lost that person, we would be in serious trouble . . .”
- Help your CEO or board identify their primary resistance to doing a succession plan
- Carve out a 3-hour session for the senior team to introduce the scope of a succession project
[/CloneShowCategoryScore]
%%YOUR_SCORE_CATEGORY_Intentional Planning%%
Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities. Someone is responsible for its implementation."
Your org can definitely improve in this area. Here are some suggestions:
- Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
- Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
- Pick an organizational champion for Succession Planning
- Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring
%%YOUR_SCORE_CATEGORY_Intentional Planning%%
Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities. Someone is responsible for its implementation."
Your org can definitely improve in this area. Here are some suggestions:
- Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
- Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
- Pick an organizational champion for Succession Planning
- Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring
%%YOUR_SCORE_CATEGORY_Intentional Planning%%
Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities. Someone is responsible for its implementation."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
- Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
- Pick an organizational champion for Succession Planning
- Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring
%%YOUR_SCORE_CATEGORY_Intentional Planning%%
Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities. Someone is responsible for its implementation."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
- Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
- Pick an organizational champion for Succession Planning
- Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring
%%YOUR_SCORE_CATEGORY_Talent Evaluation%%
Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."
Your org can definitely improve in this area. Here are some suggestions:
- Generate Hi-Po metrics and definitions companywide
- Develop Hi-Po nomination system
- Interject objective measurements with trusted assessments
- Do self and organizational gap analysis of Hi-Po’s and potential successors
- Generate scorecard for each individual along with development path
%%YOUR_SCORE_CATEGORY_Talent Evaluation%%
Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."
Your org can definitely improve in this area. Here are some suggestions:
- Generate Hi-Po metrics and definitions companywide
- Develop Hi-Po nomination system
- Interject objective measurements with trusted assessments
- Do self and organizational gap analysis of Hi-Po’s and potential successors
- Generate scorecard for each individual along with development path
%%YOUR_SCORE_CATEGORY_Talent Evaluation%%
Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Generate Hi-Po metrics and definitions companywide
- Develop Hi-Po nomination system
- Interject objective measurements with trusted assessments
- Do self and organizational gap analysis of Hi-Po’s and potential successors
- Generate scorecard for each individual along with development path
%%YOUR_SCORE_CATEGORY_Talent Evaluation%%
Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Generate Hi-Po metrics and definitions companywide
- Develop Hi-Po nomination system
- Interject objective measurements with trusted assessments
- Do self and organizational gap analysis of Hi-Po’s and potential successors
- Generate scorecard for each individual along with development path
%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%
Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."
Your org can definitely improve in this area. Here are some suggestions:
- Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
- Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
- Generate and Institutional Knowledge Position Profile for senior leaders and core experts
%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%
Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."
Your org can definitely improve in this area. Here are some suggestions:
- Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
- Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
- Generate and Institutional Knowledge Position Profile for senior leaders and core experts
%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%
Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
- Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
- Generate and Institutional Knowledge Position Profile for senior leaders and core experts
%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%
Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
- Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
- Generate and Institutional Knowledge Position Profile for senior leaders and core experts
%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%
Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."
Your org can definitely improve in this area. Here are some suggestions:
- Train your managers on how to coach their direct reports through development goal setting
- Invest in new manager training courses for your up-and-coming leaders
- Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
- Work leadership development culture into your annual strategic goals
[/ShowCategoryScoreJS]
%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%
Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."
Your org can definitely improve in this area. Here are some suggestions:
- Train your managers on how to coach their direct reports through development goal setting
- Invest in new manager training courses for your up-and-coming leaders
- Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
- Work leadership development culture into your annual strategic goals
[/CloneShowCategoryScore]
%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%
Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Train your managers on how to coach their direct reports through development goal setting
- Invest in new manager training courses for your up-and-coming leaders
- Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
- Work leadership development culture into your annual strategic goals
%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%
Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Train your managers on how to coach their direct reports through development goal setting
- Invest in new manager training courses for your up-and-coming leaders
- Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
- Work leadership development culture into your annual strategic goals
%%YOUR_SCORE_CATEGORY_Career Paths%%
Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."
Your org can definitely improve in this area. Here are some suggestions:
- Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
- Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
- Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign
%%YOUR_SCORE_CATEGORY_Career Paths%%
Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."
Your org can definitely improve in this area. Here are some suggestions:
- Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
- Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
- Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign
%%YOUR_SCORE_CATEGORY_Career Paths%%
Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
- Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
- Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign
%%YOUR_SCORE_CATEGORY_Career Paths%%
Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
- Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
- Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign
%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%
Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."
Your org can definitely improve in this area. Here are some suggestions:
- Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
- Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
- Have candidates keep a journal on their learning reflections
- Maintain a tracking mechanism for completion of learning experiences
%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%
Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."
Your org can definitely improve in this area. Here are some suggestions:
- Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
- Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
- Have candidates keep a journal on their learning reflections
- Maintain a tracking mechanism for completion of learning experiences
%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%
Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
- Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
- Have candidates keep a journal on their learning reflections
- Maintain a tracking mechanism for completion of learning experiences
%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%
Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
- Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
- Have candidates keep a journal on their learning reflections
- Maintain a tracking mechanism for completion of learning experiences
%%YOUR_SCORE_CATEGORY_Succession Metrics%%
Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."
Your org can definitely improve in this area. Here are some suggestions:
- Build timeframes, milestones and dates in your formal succession plan
- Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
- Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
- Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor
%%YOUR_SCORE_CATEGORY_Succession Metrics%%
Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."
Your org can definitely improve in this area. Here are some suggestions:
- Build timeframes, milestones and dates in your formal succession plan
- Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
- Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
- Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor
%%YOUR_SCORE_CATEGORY_Succession Metrics%%
Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Build timeframes, milestones and dates in your formal succession plan
- Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
- Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
- Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor
%%YOUR_SCORE_CATEGORY_Succession Metrics%%
Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Build timeframes, milestones and dates in your formal succession plan
- Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
- Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
- Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor
You got a score of %%YOURSCORE%% out of %%TOTALSCORE%%
Detailed category breakdown below.
%%YOUR_SCORE_CATEGORY_Emotional Readiness%%
Emotional Readiness means, "Our senior leaders, in particular our CEO, is comfortable talking about succession, and have included it as an organizational priority."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Calculate the hard and soft costs associated with losing some key employees in the last two years to quantify a business case for succession planning (note: mid-level managers and specialists tend to be 150% of annual salary; senior executives and core knowledge specialists tend to be 400%)
- Identify the top five positions primed for succession planning – “If we lost that person, we would be in serious trouble . . .”
- Help your CEO or board identify their primary resistance to doing a succession plan
- Carve out a 3-hour session for the senior team to introduce the scope of a succession project
%%YOUR_SCORE_CATEGORY_Emotional Readiness%%
Emotional Readiness means, "Our senior leaders, in particular our CEO, is comfortable talking about succession, and have included it as an organizational priority."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Calculate the hard and soft costs associated with losing some key employees in the last two years to quantify a business case for succession planning (note: mid-level managers and specialists tend to be 150% of annual salary; senior executives and core knowledge specialists tend to be 400%)
- Identify the top five positions primed for succession planning – “If we lost that person, we would be in serious trouble . . .”
- Help your CEO or board identify their primary resistance to doing a succession plan
- Carve out a 3-hour session for the senior team to introduce the scope of a succession project
%%YOUR_SCORE_CATEGORY_Emotional Readiness%%
Emotional Readiness means, "Our senior leaders, in particular our CEO, is comfortable talking about succession, and have included it as an organizational priority."
Your org can definitely improve in this area. Here are some suggestions:
- Calculate the hard and soft costs associated with losing some key employees in the last two years to quantify a business case for succession planning (note: mid-level managers and specialists tend to be 150% of annual salary; senior executives and core knowledge specialists tend to be 400%)
- Identify the top five positions primed for succession planning – “If we lost that person, we would be in serious trouble . . .”
- Help your CEO or board identify their primary resistance to doing a succession plan
- Carve out a 3-hour session for the senior team to introduce the scope of a succession project
[/ShowCategoryScoreJS]
%%YOUR_SCORE_CATEGORY_Emotional Readiness%%
Emotional Readiness means, "Our senior leaders, in particular our CEO, is comfortable talking about succession, and have included it as an organizational priority."
Your org can definitely improve in this area. Here are some suggestions:
- Calculate the hard and soft costs associated with losing some key employees in the last two years to quantify a business case for succession planning (note: mid-level managers and specialists tend to be 150% of annual salary; senior executives and core knowledge specialists tend to be 400%)
- Identify the top five positions primed for succession planning – “If we lost that person, we would be in serious trouble . . .”
- Help your CEO or board identify their primary resistance to doing a succession plan
- Carve out a 3-hour session for the senior team to introduce the scope of a succession project
[/CloneShowCategoryScore]
%%YOUR_SCORE_CATEGORY_Intentional Planning%%
Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities. Someone is responsible for its implementation."
Your org can definitely improve in this area. Here are some suggestions:
- Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
- Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
- Pick an organizational champion for Succession Planning
- Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring
%%YOUR_SCORE_CATEGORY_Intentional Planning%%
Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities. Someone is responsible for its implementation."
Your org can definitely improve in this area. Here are some suggestions:
- Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
- Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
- Pick an organizational champion for Succession Planning
- Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring
%%YOUR_SCORE_CATEGORY_Intentional Planning%%
Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities. Someone is responsible for its implementation."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
- Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
- Pick an organizational champion for Succession Planning
- Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring
%%YOUR_SCORE_CATEGORY_Intentional Planning%%
Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities. Someone is responsible for its implementation."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
- Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
- Pick an organizational champion for Succession Planning
- Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring
%%YOUR_SCORE_CATEGORY_Talent Evaluation%%
Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."
Your org can definitely improve in this area. Here are some suggestions:
- Generate Hi-Po metrics and definitions companywide
- Develop Hi-Po nomination system
- Interject objective measurements with trusted assessments
- Do self and organizational gap analysis of Hi-Po’s and potential successors
- Generate scorecard for each individual along with development path
%%YOUR_SCORE_CATEGORY_Talent Evaluation%%
Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."
Your org can definitely improve in this area. Here are some suggestions:
- Generate Hi-Po metrics and definitions companywide
- Develop Hi-Po nomination system
- Interject objective measurements with trusted assessments
- Do self and organizational gap analysis of Hi-Po’s and potential successors
- Generate scorecard for each individual along with development path
%%YOUR_SCORE_CATEGORY_Talent Evaluation%%
Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Generate Hi-Po metrics and definitions companywide
- Develop Hi-Po nomination system
- Interject objective measurements with trusted assessments
- Do self and organizational gap analysis of Hi-Po’s and potential successors
- Generate scorecard for each individual along with development path
%%YOUR_SCORE_CATEGORY_Talent Evaluation%%
Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Generate Hi-Po metrics and definitions companywide
- Develop Hi-Po nomination system
- Interject objective measurements with trusted assessments
- Do self and organizational gap analysis of Hi-Po’s and potential successors
- Generate scorecard for each individual along with development path
%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%
Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."
Your org can definitely improve in this area. Here are some suggestions:
- Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
- Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
- Generate and Institutional Knowledge Position Profile for senior leaders and core experts
%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%
Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."
Your org can definitely improve in this area. Here are some suggestions:
- Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
- Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
- Generate and Institutional Knowledge Position Profile for senior leaders and core experts
%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%
Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
- Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
- Generate and Institutional Knowledge Position Profile for senior leaders and core experts
%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%
Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
- Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
- Generate and Institutional Knowledge Position Profile for senior leaders and core experts
%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%
Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."
Your org can definitely improve in this area. Here are some suggestions:
- Train your managers on how to coach their direct reports through development goal setting
- Invest in new manager training courses for your up-and-coming leaders
- Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
- Work leadership development culture into your annual strategic goals
[/ShowCategoryScoreJS]
%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%
Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."
Your org can definitely improve in this area. Here are some suggestions:
- Train your managers on how to coach their direct reports through development goal setting
- Invest in new manager training courses for your up-and-coming leaders
- Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
- Work leadership development culture into your annual strategic goals
[/CloneShowCategoryScore]
%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%
Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Train your managers on how to coach their direct reports through development goal setting
- Invest in new manager training courses for your up-and-coming leaders
- Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
- Work leadership development culture into your annual strategic goals
%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%
Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Train your managers on how to coach their direct reports through development goal setting
- Invest in new manager training courses for your up-and-coming leaders
- Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
- Work leadership development culture into your annual strategic goals
%%YOUR_SCORE_CATEGORY_Career Paths%%
Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."
Your org can definitely improve in this area. Here are some suggestions:
- Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
- Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
- Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign
%%YOUR_SCORE_CATEGORY_Career Paths%%
Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."
Your org can definitely improve in this area. Here are some suggestions:
- Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
- Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
- Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign
%%YOUR_SCORE_CATEGORY_Career Paths%%
Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
- Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
- Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign
%%YOUR_SCORE_CATEGORY_Career Paths%%
Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
- Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
- Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign
%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%
Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."
Your org can definitely improve in this area. Here are some suggestions:
- Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
- Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
- Have candidates keep a journal on their learning reflections
- Maintain a tracking mechanism for completion of learning experiences
%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%
Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."
Your org can definitely improve in this area. Here are some suggestions:
- Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
- Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
- Have candidates keep a journal on their learning reflections
- Maintain a tracking mechanism for completion of learning experiences
%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%
Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
- Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
- Have candidates keep a journal on their learning reflections
- Maintain a tracking mechanism for completion of learning experiences
%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%
Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
- Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
- Have candidates keep a journal on their learning reflections
- Maintain a tracking mechanism for completion of learning experiences
%%YOUR_SCORE_CATEGORY_Succession Metrics%%
Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."
Your org can definitely improve in this area. Here are some suggestions:
- Build timeframes, milestones and dates in your formal succession plan
- Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
- Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
- Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor
%%YOUR_SCORE_CATEGORY_Succession Metrics%%
Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."
Your org can definitely improve in this area. Here are some suggestions:
- Build timeframes, milestones and dates in your formal succession plan
- Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
- Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
- Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor
%%YOUR_SCORE_CATEGORY_Succession Metrics%%
Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Build timeframes, milestones and dates in your formal succession plan
- Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
- Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
- Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor
%%YOUR_SCORE_CATEGORY_Succession Metrics%%
Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."
While you have a mostly positive score in this category, there's always room for improvement. If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:
- Build timeframes, milestones and dates in your formal succession plan
- Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
- Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
- Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor