Nowa strona 1 » How to Identify High-Quality Successor Candidates

Guides HR on using objective and behavioral criteria to select individuals for critical roles, balancing performance, potential, and readiness.

Introduction

Selecting the right individuals to step into critical roles is a cornerstone of an effective succession planning strategy. Identifying high-quality successor candidates involves more than just evaluating their current performance. HR leaders must consider a combination of objective criteria, such as key performance indicators (KPIs), and behavioral indicators, such as leadership potential and cultural fit, to ensure that successors are not only capable of performing in their roles but also equipped to thrive as future leaders. This guide explores how to identify high-quality successors by balancing performance, potential, and readiness.

Step 1: Establish Clear Successor Criteria

Before identifying high-quality successor candidates, it’s essential to define clear criteria for the roles you are considering. These criteria should be tailored to the specific requirements of the role and the organization's long-term strategy.

1.1 Define Role-Specific Competencies

Every critical role has a unique set of competencies that are crucial for success. HR should work with senior leadership to define the skills, experiences, and behaviors required for success in each role.

Example: For a Chief Marketing Officer (CMO) role, the key competencies may include strategic thinking, brand management, data-driven decision making, and the ability to lead large teams across regions.
Action: Create a detailed competency model for each critical role to guide successor identification and development.

1.2 Define Performance Expectations

While succession candidates must demonstrate strong potential, they must also show a proven track record of performance in their current role. High-performing employees who have consistently exceeded their goals are more likely to succeed in higher roles.

Example: A Senior Operations Manager who has consistently driven productivity improvements, managed complex projects successfully, and built high-performing teams could be a strong candidate for a Vice President of Operations.
Action: Use performance data such as KPIs, employee performance reviews, and achievements to measure candidates’ success in their current roles.

1.3 Consider Readiness and Timing

Readiness to move into a higher role is essential when evaluating potential successors. HR must assess whether the individual is ready to take on additional responsibilities immediately, in the near future, or long term. This timing will help prioritize who to develop now versus later.

Example: A Director of IT might be ready for promotion to Vice President of IT after three years of demonstrated leadership, whereas a Manager of IT may need additional development before being considered for a leadership position.
Action: Categorize successor candidates by their readiness timeline (e.g., immediate, short-term, long-term) and determine what development actions they need to move forward.

Step 2: Use Objective Criteria for Selection

HR should leverage objective, data-driven criteria to assess candidates for succession. These criteria help ensure fairness and reduce biases in the process.

2.1 Review Key Performance Indicators (KPIs)

KPIs are a critical tool for evaluating how well employees have performed in their current roles. Successor candidates should be able to demonstrate consistent results across a set of defined KPIs that align with the organization’s strategic objectives.

Example: In a sales role, a high-quality successor might consistently exceed revenue targets and drive new customer acquisition. In a financial role, success could be measured by cost management, efficiency improvements, and successful audits.
Action: Collect and review data on each candidate's performance against key metrics and use these as a baseline to measure their readiness for a larger role.

2.2 Assess Leadership and Management Impact

For leadership positions, it is crucial to assess candidates’ leadership and management performance. This includes evaluating how they manage teams, develop talent, and drive change within their department or function.

Example: A team leader who fosters a high level of employee engagement, develops their team’s skills, and drives a positive culture can be considered a strong candidate for promotion to a more senior role.
Action: Look at metrics such as employee engagement scores, team turnover rates, and 360-degree feedback on leadership effectiveness to assess management impact.

Step 3: Use Behavioral Criteria to Identify Leadership Potential

In addition to performance, identifying high-quality successor candidates requires assessing behavioral competencies and leadership potential. These criteria help determine whether an individual has the mindset and capacity to lead effectively in the future.

3.1 Evaluate Leadership Behaviors

High-quality successor candidates exhibit a range of leadership behaviors, including the ability to inspire others, make strategic decisions, and drive organizational goals forward.

Example: A candidate for an executive position might demonstrate an ability to handle complexity and ambiguity, show strong problem-solving skills, and influence key stakeholders to drive initiatives.
Action: Use tools such as leadership assessments, 360-degree feedback, and behavioral interviews to evaluate key leadership behaviors like vision, strategic thinking, and decisiveness.

3.2 Assess Emotional Intelligence (EQ)

Emotional intelligence is a critical factor for success in leadership roles. Successor candidates should be able to manage their own emotions, empathize with others, and build strong interpersonal relationships.

Example: A candidate for a senior leadership role may demonstrate high levels of self-awareness, emotional regulation, and the ability to manage conflicts effectively within their teams.
Action: Use assessments like the Emotional Intelligence (EQ) 360 or self-reported EQ tests to assess key emotional intelligence factors such as empathy, adaptability, and relationship management.

3.3 Evaluate Cultural Fit and Alignment with Values

Cultural fit is essential for ensuring that successors will align with the organization’s values and mission. Candidates who share the same values and fit the culture will be more likely to succeed in their new roles and drive organizational performance.

Example: A candidate for a senior leadership role who embodies the organization’s commitment to innovation, diversity, and sustainability will be better positioned to drive those values at a higher level.
Action: Assess candidates through behavioral interviews, situational judgment tests, and discussions around their core values to ensure alignment with organizational culture.

Step 4: Conduct Rigorous Evaluation and Calibration

Once HR has used objective and behavioral criteria to evaluate successor candidates, the next step is to calibrate the results to ensure fairness, consistency, and alignment with organizational goals.

4.1 Hold Calibration Meetings

HR should facilitate calibration sessions with senior leaders to ensure that successor nominations are evaluated consistently across the organization. These sessions help leaders ensure that the criteria are applied uniformly, reducing biases and discrepancies.

Example: HR and executives meet to calibrate the leadership potential of candidates for the chief operations officer role, ensuring that the nominees’ development needs align with the organizational strategy.
Action: Discuss candidates in terms of the key competencies, development needs, and readiness for the role, ensuring consistency in decision-making.

4.2 Use a Talent Review Process

Talent reviews are a key process for validating and finalizing successor nominations. These reviews should consider the candidate’s performance, leadership potential, development path, and alignment with strategic goals.

Example: During a talent review session, candidates for senior leadership roles are discussed in terms of their leadership capabilities, performance track record, and future growth potential.
Action: HR should leverage talent review frameworks to ensure each candidate is assessed in a holistic manner, ensuring that high-potential individuals are appropriately nominated for succession.

Step 5: Monitor Progress and Development Needs

Identifying high-quality successor candidates is only the beginning. Once candidates are selected, HR must ensure that they are developed and supported through a targeted plan to prepare them for their future roles.

5.1 Develop Personalized Successor Development Plans

Each successor should have a personalized development plan that addresses their strengths and growth areas. These plans should be linked to specific competencies and milestones required for the future role.

Example: A candidate for an executive role might require a development plan that includes strategic leadership training, cross-functional collaboration, and exposure to global business operations.
Action: HR should work with the candidate and their manager to create a development roadmap with clear milestones and check-ins to track progress.

5.2 Provide Ongoing Feedback and Adjust Development Plans

Continuous feedback is critical for the development of high-potential successors. HR should ensure that successors receive regular feedback from managers and peers to help them improve and stay on track for their future roles.

Example: A high-potential manager might receive quarterly feedback on their leadership effectiveness, and HR can adjust their development plan based on feedback from their performance in projects or team leadership.
Action: Conduct regular talent reviews to monitor progress, adjust development plans, and ensure that successors remain aligned with the organization’s evolving needs.

Conclusion

Identifying high-quality successor candidates requires a holistic approach that blends objective performance metrics with behavioral and leadership assessments. By using these criteria thoughtfully, HR leaders can ensure that successor candidates are not only capable of excelling in their current roles but are also ready to step into critical positions in the future. Continuous monitoring, feedback, and development are key to ensuring that these candidates remain engaged and ready to drive organizational success when the time comes.