The two steps organizations will most likely miss or place insufficient weight on while developing succession plans are: properly identifying and benchmarking the behaviors required in each role (from an organizational view, not a single position), and scientifically measuring the internal candidates to distinguish between their traits and behaviors.
Common sense would tell us that there are considerable differences in the combinations of behaviors necessary for high performance in entry level positions, supervisory roles, management positions, and executive levels. The challenge for organizations is that people don’t change that much.
Succession Management Tools
Tools for employee succession planning are important because many organizations believe that behavioral changes can be learned over time, and they can to a degree. But, what you can’t change is a person’s motivation to exhibit these changes on a consistent basis. We can’t change a person’s traits.
Most organizations are experiencing performance problems because they don’t understand the correlation between the personality of a job and that of a person and how that often defines the level of performance we experience. This explains why a high performer in one role isn’t always a high performer in the role they’re promoted to – and why no amount of training seems to impact their performance long term.
Contact us and explore how our succession planning tools are providing better insight to help your organization build a clear set of behavioural models for every role, gain better insight into your Hi-Po’s and provide a clear employee succession plan for your organization’s future.