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Succession Planning
Succession planning at your fingertips

Succession planning ensures that the right people with the right skills are in the right place at the right time. However, succession planning is not just about career advancement. It is about determining who can step in if a position is suddenly vacated, or who can move across the organization to fill a vacant role.

Best-practice succession planning is also about understanding the skills of every employee along with their needs and desires; matching the employee’s needs with the objectives of the organization.

The first thing to consider is employee performance vs. employee potential. Historically, employee performance was the main driver in determining succession, rewards, and recognition; however, recent years have shed light on the importance of considering employee potential when creating development plans and performance strategies.

Incorporated directly into emPerform, the Succession Manager and the emPerform Talent Matrix allow HR and managers to draw from the performance history of employees through past performance reviews, 360 multi-rater reviews and surveys to readily identify the individuals that have the performance and potential to meet new challenges.
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The emPerform Interactive Talent Matrix

During the appraisal process, performance and potential ratings are taken from appraisals, self-assessments, 360 reviews, and surveys. The results are fed into emPerform’s Talent Matrix which displays a snapshot of the performance health of the organization.

Performance: Performance scores are calculated using some (or all) of the employee’s most recent appraisals data including appraisals and self-assessments.

Potential: Potential refers to the employee’s ability to grow in the organization. Sample questions are asked using a portion of the appraisal form, or an independent 360 multi-rater review of peers. The results of which are used to calculate the potential score.

Results are displayed instantly and in real-time in the emPerform Talent Matrix. Managers and HR can refine performance vs. potential filters and can click on each box to reveal the employees who fall into each performance category. Further drilldown can be done to see employees who are ready for advancement in specified time periods and results can be exported.

Note that 360 functionality is included with emPerform at no additional charge. Using 360’s as a basis for potential is considered “best practice” in the rating of potential because it helps eliminate manager bias. Click here to learn more about emPerform 360’s.

Integrate Succession into the Appraisal Process.

emPerform allows HR and managers to make succession and career planning part of the appraisal form allowing organizations to base succession decisions on rich data.

Succession Reporting in emPerform

emPerform’s powerful and flexible reporting engine allows for the real-time reporting and delivery of succession metrics.

Key reports can be created in advance and set to be delivered to key individuals or groups at set intervals. emPerform contains almost 100 out-of-the box reports and also enables ad-hoc reporting.

Promotion timing reports
Promotion readiness reports
Talent pool reports
Competency gap analysis
Historical performance analysis

And of course, Succession Manager is included with emPerform at no additional cost. To learn more or to request a free trial,
click here or contact us at 1-877-711-0367 or info@employee-performance.com

Sample Appraisal Questions for Gauging Employee Potential:
Could the employee perform at a higher level, in a different position or take on increased responsibilities within the next year (consider the person’s ability only, not whether there is a position available to support this growth)?
Could the employee perform at a higher level, in a different position, or take on increased responsibilities within the next three years (consider the person’s ability only, not whether there is a position available to support this growth)?
Can you envision this employee performing two levels above his or her current position in the next five to six years?
Is the organization likely to value growth of the skills and competencies of this employee over the next several years?
Could the employee learn the additional skills and competencies he or she needs to be able to perform at a higher or different level?
Could the employee learn the additional skills and competencies he or she needs to be able to perform at a higher or different level?
Does the employee demonstrate leadership ability—by showing initiative and vision, delivering on promised results, communicating effectively, and taking appropriate risks?
Does the employee demonstrate an ability to comfortably interact with people at a higher level or in different areas?
Does the employee demonstrate comfort with a broader company perspective than his or her job currently requires?
Does the employee demonstrate flexibility and motivation to move into a job that might be different than any that currently exist?
Does the employee welcome opportunities for learning and development?