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succession-planning-template-for-hr-leaders
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succession-planning-template-for-hr-leaders
Succession-Planning
Results Board
Presentation
Template
A Board Presentations Library Template
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is proprietary to Gartner, Inc. and/or its affiliates and is for the sole internal use of the intended recipients. Because this presentation may contain information that is confidential,
proprietary or otherwise legally protected, it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates.
Why succession planning is important
right now
Data That Boards Want to See From CHROs Today
Percentage Selecting “Very Helpful” or “Extremely Helpful”
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How to use this template
• CHROs should use this template to report to the board on the results of
their succession-planning process.
• The template provides CHROs with guidance on presenting the results of
their executive succession planning process to the board, including
overview of bench strength, successor profiles and plans for next steps.
• This template serves a starting point for CHROs. The slides can be used as
a group or individual slides can be pulled out as needed. CHROs should
personalize the content of each slide for their own organization to make a
compelling presentation.
• Gartner clients can find additional resources for creating presentations and
presenting to the board, here.
Find directions on how to use each slide and prompts for key messages in the notes section below each slide.
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Title of
Presentation
Name of CHRO
© 2024 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This presentation, including all supporting materials,
is proprietary to Gartner, Inc. and/or its affiliates and is for the sole internal use of the intended recipients. Because this presentation may contain information that is confidential,
proprietary or otherwise legally protected, it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates.
Today’s goals
Succession: The act of preparing for leadership vacancies that will happen in the future.
Objectives Outcomes
• Review our succession-planning strategy and roadmap. • Understanding of the current state of our leadership
portfolio.
• Share the current state of our leadership portfolio and
findings from the succession-planning process. • Prioritize next steps to strengthen our succession plan
and leadership portfolio.
• Provide a view of identified successors and planned next
steps for their future success . • Reduction in succession risks to our organization.
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Our
Succession-Planning
Goals and Processes
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Our Executive Succession-planning Charter
Approach: Introduce a structured approach to understand bench strength for critical executive
roles, create action plans for succession risks and identify and develop successors.
Goals Benefits
• Understand bench strength and diversity of talent pool • Build a leadership pipeline and talent pool to ensure
for critical executive roles. leadership continuity and optionality.
• Create action plans to mitigate any succession risks. • Increase our internal fill rate for leadership positions
and reduce the risk of under-performance during
• Identify, develop and engage potential executive
transitions.
successors. • Provide reassurance to the board (and investors) that
• Use insights from this process to improve leadership a proactive plan exists to prepare talent for senior
development and planning more broadly. leadership roles.
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Our Succession-Planning Roadmap
Prioritize critical
roles to plan for.
Embed follow-up
Assess future
to ensure
leadership needs.
accountability.
Diversify Source
successors successors
through broadly.
experiences.
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Current State of Our
Leadership Portfolio
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Progress against succession-planning goals
Succession Management Goal Current State
Strong
Internal/external fill rate • We have exceeded the benchmark of 28% by filling X% of our executive roles with identified
internal successors.
Steady
Successor diversity • While we have not yet met our goal of having X% diverse successor candidates, we have
added X number of diverse successors in the last year.
Strong/Steady/Weak
[Insert goal here]
• Indicate why you have selected the above indicator for this goal.
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Critical leadership role analysis
Critical Role C-Suite Role A C-Suite Role B C-Suite Role C C-Suite Role D C-Suite Role E
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Executive succession — internal candidates
Candidates for positions that are immediately at-risk
Risk Driver Interim Ready Now Ready 1-2 Years Ready 3-5 Years
For example:
Role (fill in as needed) [Successor] [Successor]
Retirement
For example:
Role [Successor]
Restructuring
For example:
Role Strategic [Successor]
Misalignment
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Strength of our leadership bench
Readiness of Executive Successors
7%
• The strength of our leadership bench is Ready now 16%
growing, with about 20% of the successor Ready in less
than a year
pool ready for their next roles this year
and another 45% ready in 1-2 years.
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Diversity of our successor pool
Gender Diversity of Successor Pool Racial Diversity of Successor Pool
17%
28%
U.S. Racial
Women
Minorities
83%
• We have nearly reached our goal of having X% of female • While we have not yet met our goal of having X% diverse
successor candidates, adding X number in the last year. successor candidates, we have added X number of diverse
• Continued efforts to increase representation include HIPO successors in the last year.
mentoring program sponsored by CEO and CHRO and • On track to close the remaining gap within the next
targeted external hiring for vacant leadership roles. 2 years via closer partnership with ERG leaders and
HIPO mentoring.
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Diversity of our successor pool
Tenure at Organization of Successor Pool Geographic Distribution of Successor Pool
6-10 years
22%
• Our successor pool is highly tenured with the organization, • The geographic distribution of our successor pool reflects
which ensures institutional knowledge is not lost in our the same distribution of our employee base, with strong
leadership ranks. leaders in all major countries of operation.
• As we think about expanding through acquisition in the next • Relocation may be necessary for successors in two critical
three to five years, we will need to make sure this group has roles and is currently part of conversations with these
capabilities aligned with future strategy. potential candidates to build their global expertise.
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Key development needs of our successors
Business priority 1 Business priority 2 Business priority 3 Business priority 4 Business priority 5
(i.e., Integration of (i.e., Double-Digit
Acquired Company X) Growth)
Leadership • Change management • Risk-taking • [Insert leadership • [Insert leadership • [Insert leadership
Capabilities • Effective • Collaboration across capabilities here] capabilities here] capabilities here]
communication the organization
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Successor
Development and
Next Steps
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Risk mitigation plans for at-risk leadership roles
Action plan for at-risk leadership positions
For example:
Role Strategic [Insert Description of [Insert planned actions (e.g., targeted
Role [Insert Risk [Insert Description of [Insert planned actions (e.g., targeted
Driver] Gap] external hiring, accelerate development]
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Strategy for developing successors
Our Approach: Diversify Successor Through Experiences
Work with the executive leadership team to create tailored experience-based development
plans that close the highest priority capability gaps for each identified successor.
Determine critical
Identify Maintain
future skills and Map successor’s
successors’ accountability for
gaps in goals to available
potential derailing successor
successor’s skill opportunities
behaviors development
sets
• Future-proofed role profiles: • Early identification of • Individual development • Quarterly check-ins: Facilitate
All role profiles document potential transition plans: Work with successor’s meetings where all heads of
current skills needed and likely challenges: Interview current manager and current in-role functions assess progress
future skills needed to succeed leaders and succession leader to create IDPs, taking against development goals
in the role (based on potential candidates to gather into account the critical future and identified talent’s alignment
changes in strategy, etc.). information on potential skills, skill gaps, and potential with strategy.
derailers. derailers identified.
• Team-sourced talent profiles: Development experiences • Mandatory updates to talent
Documentation of each include: profiles: Track progress
successor’s development gaps – Mentorship against goals by requiring
based on feedback from their – New project or role continuous updates to talent
managers, peers and teams as – Interim leadership role/job profiles throughout the year,
well as self-assessment rotation rather than only at the end
– External coaching of year.
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Next steps for our succession-planning process
Next Step Output Board Input
Required
1. Finalize development plans for • IdP for all successors • Provide support as needed for
successors with incumbent feedback development of key successors
2. Expand succession planning to further • Report on the bench for added roles • Review the bench for each role
roles and revisit current plans as key triggers • Regular summary of overall succession • Discuss the succession risks in context of
arise risks business strategy
3. Include recurring talent spotlights and the • Accountability and visibility to the board on • Engage with the top talent introduced at
socialization of top talent in upcoming board top talent board meetings
meetings.
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