On-demand
Transforming Succession Management from Business Liability to Strategic Strength
in partnership with Brandon Hall Group
Preparing leaders for critical roles is one of those functions that HR professionals talk about a lot but rarely do well – if at all.
Brandon Hall Group research shows that 79% of organizations prioritize improving C-Suite succession planning, and a recent board governance trends report cited CEO and executive succession as the top priority for boards of directors. In addition, less than 30% of HR leaders believe they understand the critical roles below the C-suite that should be covered by succession planning, according to Brandon Hall Group research.
The elements of great succession planning are so vast that many HR teams can’t connect the dots and partner effectively with business leaders. For example, employers often focus on transitioning a candidate to a new role without identifying and developing candidates to replace the promoted leader. This can create a domino effect that leaves leadership gaps across an organization. And the risk increases the higher leadership levels you go.
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Learn how to
- Focus on the most critical roles so succession management is fully aligned with the organization’s future-state priorities and strategies
- Build succession processes using the language of business so executives understand the importance and become active participants and advocates
- Create succession plans at least three years out
- Expand your thinking around succession to include building a talent bench that can effectively fill roles that promoted leaders are leaving, creating a new level of continuity and stability
Featured Speakers
Sarah Woods
SVP & Partner, BTS
Lisa Sprenkle
Executive Advisor & Consultant, BTS
Claude Werder
Principal HCM Analyst, Brandon Hall Group
Lynn Collins, Ph.D.
Head of Talent Development Solutions, BTS