Title

Organization Name

LOGO

Fiscal Years xxxx - xxxx

A Message From [executive staff]
Message of support from executive staff. Consider communicating:

 Importance of the succession plan.

 Summary of the succession management process.
 Which areas contributed to the development of the plan.
 How the plan addresses the organization’s unique challenges.
 How the plan supports the goals and mission
 Highlight one or more initiatives.
 Expectations for organization-wide involvement.
 Responsibility of employees.
Table of Contents
A Message From [executive staff].......................................................................................................................2
Introduction................................................................................................................................................................. 1
Overview........................................................................................................................................................................ 1
Methodology..............................................................................................................................1
[PLAN NAME] Initiatives........................................................................................................................................ 1
Enterprise-wide.......................................................................................................................... 1
Staff to Leadership Bridging....................................................................................................... 1
Leaders as Supervisors............................................................................................................... 1
Leaders as Managers..................................................................................................................1
Leaders as Executives.................................................................................................................2
Gap Analysis................................................................................................................................................................. 2
[PROGRAM NAME].................................................................................................................................................... 2
Program Overview..................................................................................................................... 2
Key Positions.............................................................................................................................. 2
Competencies.............................................................................................................................3
Candidate Pool........................................................................................................................... 3
Conclusion..................................................................................................................................................................... 3
Appendices................................................................................................................................................................... 5
Appendix A: Key Position Pipeline Classifications.......................................................................5
Appendix B: Leadership Competency Model.............................................................................5
Appendix C: [PROGRAM NAME] Overview.................................................................................5
Appendix D: Action Plan.............................................................................................................5
Appendix A: Key Position Pipeline Classifications......................................................................................6
Appendix B: Leadership Competency Model.................................................................................................7
Appendix C: [PROGRAM NAME] Overview.................................................................................................... 8
Appendix D: Action Plan......................................................................................................................................... 9
Contact......................................................................................................................................................................... 11
Introduction
Macrologic Diversified Technologies Inc. (MDTI) is a leading provider of IT solutions and
services. The company has been growing rapidly in recent years, and it is expected to continue
to grow in the future. This growth will create opportunities for new leaders to emerge within the
company.

Succession planning is the process of identifying and developing potential successors for key
positions within the company. This process is essential for ensuring that MDTI has a strong
leadership team in place to continue its growth and success.

The succession planning process should start by identifying the key positions within the
company that need to be filled. These positions should be critical to the company's success,
and they should be held by individuals with the skills and experience to lead the company into
the future.

Once the key positions have been identified, the next step is to identify potential successors for
these positions. This can be done by conducting a talent assessment, which will identify
employees who have the potential to be successful in these positions.

The talent assessment should be followed by a development plan for each potential successor.
This plan should identify the skills and knowledge that each successor needs to develop in
order to be successful in their new role.

The succession planning process should be an ongoing process. As the company grows and
changes, so too will the need for new leaders. By continuously identifying and developing
potential successors, MDTI can ensure that it has a strong leadership team in place to meet the
challenges of the future.

Here are some of the benefits of succession planning for MDTI:

 It can help to ensure that the company has a smooth transition when key leaders leave.
 It can help to identify and develop high-potential employees.
 It can help to motivate and retain employees.
 It can help to reduce the risk of a leadership vacuum..

Overview

Methodology
The organizational holistic approach for the succession plan is represented on the figure below:

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[PLAN NAME] Initiatives
[Identify leadership development opportunities that will be developed for the entire workforce if
not already taking place and/or included in the organization’s workforce plan].

Provide an introduction of leadership development initiatives for every level of the organization.

For each grouping created, discuss the following:

 Primary role of the group.

 Impact of the group on staff and the organization.
 Summary of the initiatives developed, or that will be developed, for each group.
 Purpose the initiatives serve.
 How the initiatives will help develop the group.

Below is one way the organization can be grouped to cover all classification levels.

Enterprise-wide
Staff to Leadership Bridging
Leaders as Supervisors

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Leaders as Managers
Leaders as Executives

Gap Analysis
Discuss the methodology used to determine the current and future gaps between the
competencies needed for success in key positions and the candidate pool’s existing
competencies.

Display the results of the competency gap analysis.

[PROGRAM NAME]

Program Overview
Provide an overview of the organization’s succession program, including:

 A description of initiatives and various program components and which competency

gaps they will address.
 An explanation of how initiatives and various program components were determined as
the best course of action for the organization.

Key Positions
Identify the key positions that are the focus of the succession program and the rationale for
prioritizing these positions. A key position is a position whose decision-making authority and
related responsibilities significantly influence organizational policies, strategic goals, business
operations, or mission-critical projects. A key position can be a managerial position or a highly
specialized individual contributor position. (e.g., A Director’s Executive Assistant may be deemed
a key positon if the incumbent has vast institutional knowledge).

Table: Key Position Pipeline

Provide a snapshot of the key positions and associated pipeline(s) for a high level understanding
of the pipeline’s structure and career ladder leading to key positions.

Table: Demographics
Provide high-level demographics of the organization’s leadership, if not already taking place
and/or included in the organization’s workforce plan. Tracking these statistics may help inform
recruitment and other workforce planning needs.

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Competencies
Provide a reference of the organization’s leadership competency model in an appendix.

Table: Top Competencies

Indicate the competencies identified as the most critical for success in the key positions.

Candidate Pool
Identify the candidate pool that are the focus of the succession program and the rationale for
selecting the candidate pool.

Minimum Qualifications
Indicate the minimum qualifications for employees to participate in the succession program, if
applicable.

Application Process
Describe the application process for the candidate pool, if applicable.

Selection Process
Describe the selection process for the candidate pool, if applicable.

Leadership Development Plan

Describe the process for evaluating competencies to determine strengths, opportunities for
improvement, and overall leadership readiness.

Indicate how the individual development plan will be developed, including who will be involved
in the planning process.

Conclusion

Identify which division/program will own succession management, and the approach for
operationalizing the plan, program, evaluating and creating governance.

In this section, consider highlighting:

 Qualities and characteristics of your workforce (weaknesses, strengths, unique qualities,

etc.)
 Impact of proposed strategies to your workforce
 Organization’s future commitment to succession management
 Call to action
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 Statement of encouragement to help build momentum

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Appendices

Appendix A: Key Position Pipeline Classifications

Appendix B: Leadership Competency Model
Appendix C: [PROGRAM NAME] Overview
Appendix D: Action Plan

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Appendix A: Key Position Pipeline Classifications
If necessary, for increased understanding, include identification of classifications included in the
categories identified in the Key Position Pipeline Table.

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Appendix B: Leadership Competency Model
Identify the leadership competencies necessary for leaders in the organization to be successful.

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Appendix C: [PROGRAM NAME] Overview
Provide an overview of the program that serves as an at a glance snapshot for all the key
elements of the program.

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Appendix D: Action Plan
This appendix relates to the Initiatives section of the plan.

Outline the initiative, identify who is responsible for coordination and implementation, the date
that implementation will be completed, and SMART goals to describe how each initiative will be
assessed. The action plan is included as an appendix because it lends itself to continuous
updates/change. In this way, you will not have to update the entire plan. (Add rows to the table
as needed.)

Initiative Responsible Performance Indicators Due Date

Person(s)
What is the name How will we know we achieved When will it
of the initiative? Who is responsible our goal and what will success be
for overseeing look like? completed?
successful
implementation of
the initiative?

Program Initiatives

Enterprise-wide Initiatives

Staff to Leadership Initiatives

Leaders as Supervisors Initiatives

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Initiative Responsible Performance Indicators Due Date
Person(s)
What is the name How will we know we achieved When will it
of the initiative? Who is responsible our goal and what will success be
for overseeing look like? completed?
successful
implementation of
the initiative?

Leaders as Managers Initiatives

Leaders as Executives Initiatives

Chief Executive Officer Signature Print Name Date

Human Resources Director Signature Print Name Date

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Contact

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