Human resource management — Succession planning metrics cluster

This document specifies the elements of succession planning metrics and provides comparable measures for internal and external reporting. The document also highlights issues that need to be considered when interpreting the succession planning data, especially when deciding on the appropriate intervention internally and when reporting this to external stakeholders such as regulators or investors.

Management des ressources humaines — Indicateurs de mesure pour la planification de la relève

Le présent document spécifie les éléments des mesures relatives à la planification de la relève et fournit des mesures comparables pour les rapports internes et externes. Le présent document aborde également les questions à prendre en considération lors de l’interprétation des données liées à la planification de la relève, notamment lorsqu’il s’agit de décider des actions internes appropriées ou d’établir des rapports destinés aux parties prenantes externes (par exemple, les législateurs et les investisseurs).

General Information

Status
Published
Publication Date
17-May-2021
Current Stage
6060 - International Standard published
Start Date
18-May-2021
Due Date
30-Mar-2023
Completion Date
18-May-2021
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TECHNICAL ISO/TS
SPECIFICATION 30433
First edition
2021-05
Human resource management —
Succession planning metrics cluster
Management des ressources humaines — Indicateurs de mesure pour
le plan de succession
Reference number
ISO/TS 30433:2021(E)
©
ISO 2021

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ISO/TS 30433:2021(E)

COPYRIGHT PROTECTED DOCUMENT
© ISO 2021
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting
on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address
below or ISO’s member body in the country of the requester.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: +41 22 749 01 11
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland
ii © ISO 2021 – All rights reserved

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ISO/TS 30433:2021(E)

Contents Page
Foreword .v
Introduction .vi
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Succession effectiveness rate . 1
4.1 General . 1
4.2 Purpose . 1
4.3 Formula . 1
4.4 How to use . 2
4.5 Contextual factors . 2
4.6 Predictive factors . 3
5 Successor coverage rate . 3
5.1 General . 3
5.2 Purpose . 3
5.3 Formula . 3
5.4 How to use . 4
5.5 Contextual factors . 5
5.6 Predictive factors . 5
6 Succession readiness rate . 6
6.1 General . 6
6.2 Purpose . 6
6.3 Formulae . 6
6.4 How to use . 6
6.5 Contextual factors . 7
6.6 Predictive factors . 7
7 Transition and future workforce capabilities assessment (talent pool) .8
7.1 General . 8
7.2 Purpose . 8
7.3 Formula . 8
7.4 How to use . 8
7.5 Contextual factors . 9
7.6 Predictive factors . 9
8 Employee bench strength .10
8.1 General .10
8.2 Purpose .10
8.3 Data sources .10
8.4 Formula .10
8.5 How to use .11
8.6 Contextual factors .11
8.7 Predictive factors .12
9 Talent pool growth rate .12
9.1 General .12
9.2 Purpose .12
9.3 Formula .12
9.4 How to use .13
9.5 Contextual factors .13
9.6 Predictive factors .14
10 Positions without ready candidates rate .14
10.1 General .14
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ISO/TS 30433:2021(E)

10.2 Purpose .14
10.3 Formula .14
10.4 How to use .15
10.5 External use .15
10.6 Contextual factors .16
10.7 Predictive factors .16
Bibliography .17
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ISO/TS 30433:2021(E)

Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www .iso .org/ directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www .iso .org/ patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and
expressions related to conformity assessment, as well as information about ISO's adherence to the
World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT), see www .iso .org/
iso/ foreword .html.
This document was prepared by Technical Committee ISO/TC 260, Human resource management.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www .iso .org/ members .html.
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ISO/TS 30433:2021(E)

Introduction
ISO 30414 highlights guidelines on the following core human capital reporting (HCR) areas:
— compliance and ethics;
— costs;
— diversity;
— leadership;
— organizational culture;
— organizational health, safety and well-being;
— productivity;
— recruitment, mobility and turnover;
— skills and capabilities;
— succession planning;
— workforce availability.
This document focuses on evaluating succession planning as a critical factor in supporting
organizational resilience and sustainability from a people perspective. It can be described as a core
human resources and talent management activity and a key part of a successful workforce planning
strategy. ISO 30414:2018, 4.7.11, considers succession planning as an essential tool for sustainable
workforce strategic planning.
Succession planning can be described as a process for identifying and developing current employees
with the potential to fill critical positions in the organization for the future. Succession planning can be
critical to organizational sustainability and creates an effective framework for recognizing, developing
and retaining a diverse top leadership and management talent pool. It is important to note that strategic
succession planning is not only about the talent the organization needs right now, but a journey to map
out and create the talent, knowledge, skills and competency capabilities required for the future of an
organization. This is usually aligned with future growth plans and business goals as well as improving
people initiatives (such as valuing diversity and inclusion).
Organizations often invest significant sums to develop and retain staff. A sustainable strategy is
therefore imperative to carefully manage key risks associated the workforce, such as key exits (through
natural attrition, such as retirement and voluntary and involuntary exits) in a planned and coordinated
way, connecting all human resources talent and development areas (including diversity and inclusion),
creating what can be described as a talent contingency plan that doesn’t leave the organization exposed
to operational failure, service or key client loss. As with all metrics, they should be analysed in a
context of organizational priorities, strategic objectives and other human resources data, reviewing the
ecosystem of people information to make informed talent-planning decisions.
For all these reasons, investors, analysts and all types of employees will benefit from greater
transparency about the time spent in succession planning.
The metrics within the succession planning cluster, as documented in ISO 30414:2018, 4.7.11, are as
follows:
a) succession effectiveness rate;
b) successor coverage rate;
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ISO/TS 30433:2021(E)

c) succession readiness rate:
1) succession depth rate: ready now;
2) succession depth rate: ready in 1-to-3 years;
3) succession depth rate: ready in 4-to-5 years.
This document describes the following components for each of the identified metrics:
— general;
— purpose;
— formula;
— how to use (internal use and external use);
— contextual factors;
— predictive factors.
There are additional metrics in this document to aid the user in understanding the extensive range
of metrics available and to increase their choices in providing as comprehensive a picture of their
succession planning measures of success as possible. Please note, these metrics are part of an ecosystem
of measures (and data) in the human resources function, such as turnover and retention and culture,
found in the ISO 30000 family of standards and technical specifications, that can be used to create a
fuller narrative of the organizational contextual situation.
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TECHNICAL SPECIFICATION ISO/TS 30433:2021(E)
Human resource management — Succession planning
metrics cluster
1 Scope
This document specifies the elements of succession planning metrics and provides comparable
measures for internal and external reporting.
The document also highlights issues that need to be considered when interpreting the succession
planning data, especially when deciding on the appropriate intervention internally and when reporting
this to external stakeholders such as regulators or investors.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content
constitutes requirements of this document. For dated references, only the edition cited applies. For
undated references, the latest edition of the referenced document (including any amendments) applies.
ISO 30400, Human resource management — Vocabulary
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 30400 and the following
apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at http:// www .electropedia .org/
3.1
critical position
job role that has a direct and significant impact on organizational outcomes
[SOURCE: ISO/TS 30410: 2018, 3.1, modified — Notes to entry removed.]
4 Succession effectiveness rate
4.1 General
Succession effectiveness rate is calculated as the percentage of critical positions that are occupied by
internal promotions versus external hires.
4.2 Purpose
This metric is useful for organizations that like to understand the strength of their succession pipeline.
4.3 Formula
number of internal hire critiical positions occupied
Succession effectiveness rate= ×100
total number of critical positions occupied
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ISO/TS 30433:2021(E)

4.4 How to use
The general succession effectiveness rate is calculated by determining the outcome from the number
of internal successions for critical positions occupied and the number of all successions of critical
positions per year.
A rate between, for example, 70 % and 80 % can be regarded as a sign of good succession effectiveness.
The example in Table 1 indicates a diminishing succession effectiveness rate over the measurement
period.
Table 1 — Succession effectiveness rate
2017 2018 2019
Number of internal succes-
23 21 25
sions in critical positions
Total number of critical
31 31 40
positions
Succession effectiveness 74 % 68 % 62 %
Organizations can also differentiate using categorisations such as functions, job families, organizational
units and geography.
If choosing to report this externally, this can be a good indicator of the strength of the workforce
planning strategy and the organization’s ability to develop internal candidates for promotion (a
potential key factor in an employee value proposition for recruitment purposes).
Succession planning can consider a suite of metrics that creates a dashboard to help the user
determine the efficiency, effectiveness and economy of internal processes and commitment to ensure a
comprehensive picture is provided to the organization. Used in isolation, singular metrics can provide a
limited or distorted view of the process.
The success of internal appointments can be attributed to a number of factors, including how candidates
come across in interviewing or assessment processes; the resources available (including time off) for
development; identification of the right candidates at the start; monitoring and management of the
candidates; organizational planning and talent processes; and the commitment and support of the
senior leadership team. It can be viewed as a key strategic people imperative that can shape a growth
culture.
4.5 Contextual factors
When considering the context supporting the metric results, consider:
— FTE count at each measurement point, i.e. has the FTE grown or shrunk enough to change the
perspective and meaning of the metric results?
— current activities the organization is undertaking:
— increased production or product expansion;
— reorganizations;
— current activities in educating the workforce;
— cultural shifts, both positive and negative;
— generational perspectives;
— social change or awareness leading to increases in reporting;
— industry expectation;
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ISO/TS 30433:2021(E)

— economic factors:
— downturns;
— upturns.
4.6 Predictive factors
This metric is a good indicator that an organization’s talent processes are working, but only after
the fact and in no way determines where potential problems or vulnerabilities can exist. It does not
guarantee future success in changing market conditions or major industry disruption where new skill
sets or other thinking or knowledge components will possibly be required.
When forecasting potential improvements or deterioration in the current situation, organizations can
look to the future known and anticipated events and consider:
— planned organization structural or workforce changes;
— upcoming work, function or product changes;
— acquisitions;
— economic factors:
— downturns;
— upturns;
— workforce awareness and education;
— political, social, environmental and legislative dynamics;
— industry sector impacts.
5 Successor coverage rate
5.1 General
This metric is useful for organizations that identify a number of potential successors for leadership
positions.
5.2 Purpose
Successor coverage rate measures the number of successors in the successor pool compared with the
total number of leaders in the organization.
5.3 Formula
The successor coverage rate is calculated as the number of employees in the leadership succession pool
per total number of leaders.
The calculation is as follows:
number of employees in leadership ssuccession pool
Successor coverage rate= ×100
total number of leaders
In example 1 the organization has defined leaders. This leadership group includes employees with
the designation senior manager, director or executive in their title and totals 44 people. The average
number of employees in the succession pool is 24.
EXAMPLE 1 24 (potential leaders)/44 (total leadership positions) × 100 = 54 %.
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ISO/TS 30433:2021(E)

A result of 100 % indicates that there are as many potential successors as there are leadership positions
in need of potential successors.
In example 2 the organization has defined the total number of leaders. This leadership group includes
employees with the designation senior manager, director or executive in their title and totals 44 people.
The average number of employees in the succession pool is 132.
EXAMPLE 2 132 (potential leaders)/44 (identified leadership positions) × 100 = 300 %.
Example 1 indicates a successor coverage of 54 % of the leadership positions while example 2 indicates
a coverage of 300 % of the leadership positions.
5.4 How to use
Organizations can find it useful to analyse successor coverage across various leadership designations,
such as senior manager, director, president and vice president and other executives, functions, job
families, organizational units and geography, to understand how well critical positions are covered by
potential successors and to anticipate or overcome succession pool gaps.
Leadership (and managerial positions as an extension of this) involving key thinking, skills and
knowledge components that are critical to the business or hard to replace, or are key positions of
authority, scope or market accountability, can therefore be determined as critical positions for which
the organization should develop a successor pool.
A key component of succession management is the correct identification of potential leadership
successors. A small successor pool likely indicates problems in the succession planning process, such as
the talent pipeline being potentially too restrictive, the current workforce lacking the right thinking or
having insufficient skills, knowledge and experience to fill critical leadership positions.
Organizations in this situation need to look externally to fill many of their leadership positions, which
can drive excessive costs and result in a lack of corporate history in key positions or a significant shift
or exaggerated variations in organizational culture.
Once the succession pool is identified, employees in the pool can be continually developed to successfully
assume the next generation of leadership within the organization.
Relative goals against a benchmark group are not likely to be useful for this measure because of the
differences in leadership populations and succession management practices across organizations.
Coverage rate goals for this measure are based on the organization’s estimation of how many ready
successors are necessary for each position, the readiness level of those employees identified as potential
successors and the anticipated turnover of both the employees in the successor pool and the leaders to
be succeeded.
As the organization moves through the familiar organizational life cycle, from start-up through the
growth phase, maturity, reinvention or decline, the succession planning focus can shift in terms of
numbers and skill sets. For example, in the start-up phase, having a large talent pool is sometimes not
possible and therefore the risks to the organization (both operationally and strategically) of leader
exits can be higher than in the maturity phase, when the organization will be more established. Where
positions have been recently filled, it is not always feasible to create or maintain a large talent pool.
Equally, the organization should dedicate resources (including budget) for development activities such
as time for study, time off for training, coaching, job shadowing and developmental assignments on top
of their business-as-usual duties, so that all potential successors have an equal opportunity to grow and
have access to a diverse array of development opportunities.
In succession planning we should consider that not all positions necessitate a successor pool. For
example, low-level manager positions or managers with common skill sets do not necessarily
require succession consideration. Some
...

SPÉCIFICATION ISO/TS
TECHNIQUE 30433
Première édition
2021-05
Management des ressources
humaines — Indicateurs de mesure
pour la planification de la relève
Human resource management — Succession planning metrics cluster
Numéro de référence
ISO/TS 30433:2021(F)
© ISO 2021

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ISO/TS 30433:2021(F)
DOCUMENT PROTÉGÉ PAR COPYRIGHT
© ISO 2021
Tous droits réservés. Sauf prescription différente ou nécessité dans le contexte de sa mise en œuvre, aucune partie de cette
publication ne peut être reproduite ni utilisée sous quelque forme que ce soit et par aucun procédé, électronique ou mécanique,
y compris la photocopie, ou la diffusion sur l’internet ou sur un intranet, sans autorisation écrite préalable. Une autorisation peut
être demandée à l’ISO à l’adresse ci-après ou au comité membre de l’ISO dans le pays du demandeur.
ISO copyright office
Case postale 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Genève
Tél.: +41 22 749 01 11
E-mail: copyright@iso.org
Web: www.iso.org
Publié en Suisse
ii
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ISO/TS 30433:2021(F)
Sommaire Page
Avant-propos .v
Introduction . vi
1 Domaine d’application . 1
2 Références normatives .1
3 Termes et définitions . 1
4 Taux d’efficacité de la relève .1
4.1 Généralités . 1
4.2 Finalité . 1
4.3 Formule . 2
4.4 Utilisation . 2
4.5 Facteurs de contexte . 2
4.6 Facteurs de prédiction . 3
5 Taux de couverture de la relève . 3
5.1 Généralités . 3
5.2 Finalité . 3
5.3 Formule . 4
5.4 Utilisation . 4
5.5 Facteurs de contexte . 5
5.6 Facteurs de prédiction . 5
6 Taux de préparation de la relève .6
6.1 Généralités . 6
6.2 Finalité . 6
6.3 Formule . 6
6.4 Utilisation . 7
6.5 Facteurs de contexte . 7
6.6 Facteurs de prédiction . 8
7 Évaluation des capacités de main-d’œuvre transitoire et future (vivier de talents) .8
7.1 Généralités . 8
7.2 Finalité . 9
7.3 Formule . 9
7.4 Utilisation . 9
7.5 Facteurs de contexte . 9
7.6 Facteurs de prédiction . 10
8 Employés préparés pour les successions .10
8.1 Généralités . 10
8.2 Finalité . 11
8.3 Sources de données . 11
8.4 Formule . 11
8.5 Utilisation . 11
8.6 Facteurs de contexte . 12
8.7 Facteurs de prédiction . 12
9 Taux de croissance du vivier de talents .13
9.1 Généralités . 13
9.2 Finalité . 13
9.3 Formule . 13
9.4 Utilisation . 13
9.5 Facteurs de contexte . 14
9.6 Facteurs de prédiction . 15
10 Taux de postes sans candidat prêt .15
10.1 Généralités . 15
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ISO/TS 30433:2021(F)
10.2 Finalité . 15
10.3 Formule . 15
10.4 Utilisation . 16
10.5 Utilisation externe. 17
10.6 Facteurs de contexte . 17
10.7 Facteurs de prédiction . 17
Bibliographie .19
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ISO/TS 30433:2021(F)
Avant-propos
L'ISO (Organisation internationale de normalisation) est une fédération mondiale d'organismes
nationaux de normalisation (comités membres de l'ISO). L'élaboration des Normes internationales est
en général confiée aux comités techniques de l'ISO. Chaque comité membre intéressé par une étude
a le droit de faire partie du comité technique créé à cet effet. Les organisations internationales,
gouvernementales et non gouvernementales, en liaison avec l'ISO participent également aux travaux.
L'ISO collabore étroitement avec la Commission électrotechnique internationale (IEC) en ce qui
concerne la normalisation électrotechnique.
Les procédures utilisées pour élaborer le présent document et celles destinées à sa mise à jour sont
décrites dans les Directives ISO/IEC, Partie 1. Il convient, en particulier, de prendre note des différents
critères d'approbation requis pour les différents types de documents ISO. Le présent document a
été rédigé conformément aux règles de rédaction données dans les Directives ISO/IEC, Partie 2 (voir
www.iso.org/directives).
L'attention est attirée sur le fait que certains des éléments du présent document peuvent faire l'objet de
droits de propriété intellectuelle ou de droits analogues. L'ISO ne saurait être tenue pour responsable
de ne pas avoir identifié de tels droits de propriété et averti de leur existence. Les détails concernant
les références aux droits de propriété intellectuelle ou autres droits analogues identifiés lors de
l'élaboration du document sont indiqués dans l'Introduction et/ou dans la liste des déclarations de
brevets reçues par l'ISO (voir www.iso.org/brevets).
Les appellations commerciales éventuellement mentionnées dans le présent document sont données
pour information, par souci de commodité, à l’intention des utilisateurs et ne sauraient constituer un
engagement.
Pour une explication de la nature volontaire des normes, la signification des termes et expressions
spécifiques de l'ISO liés à l'évaluation de la conformité, ou pour toute information au sujet de l'adhésion
de l'ISO aux principes de l’Organisation mondiale du commerce (OMC) concernant les obstacles
techniques au commerce (OTC), voir www.iso.org/avant-propos.
Le présent document a été élaboré par le comité technique ISO/TC 260, Management des ressources
humaines.
Il convient que l’utilisateur adresse tout retour d’information ou toute question concernant le présent
document à l’organisme national de normalisation de son pays. Une liste exhaustive desdits organismes
se trouve à l’adresse www.iso.org/fr/members.html.
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ISO/TS 30433:2021(F)
Introduction
L’ISO 30414 fournit des lignes directrices concernant les principaux domaines du bilan du capital
humain (BCH) suivants:
— conformité et éthique;
— coûts;
— diversité;
— leadership;
— culture organisationnelle;
— santé, sécurité et bien-être au sein de l’organisation;
— productivité;
— recrutement, mobilité et renouvellement du personnel (turnover);
— compétences et aptitudes;
— planification de la relève;
— disponibilité de la main-d’œuvre.
Le présent document porte sur l’évaluation de la planification de la relève car il s’agit d’un facteur critique
pour la résilience et la durabilité d’une organisation en ce qui concerne le personnel. La planification
de la relève peut être considérée comme une activité fondamentale des ressources humaines et du
management des talents, ainsi que comme un élément clé d’une stratégie de planification de la main-
d’œuvre réussie. L’ISO 30414:2018, 4.7.11, décrit la planification de la relève comme un outil essentiel
pour la planification stratégique et durable de la main-d’œuvre.
La planification de la relève peut être définie comme un processus permettant d’identifier et de former
des employés actuellement en poste et susceptibles d’occuper, à l’avenir, des postes critiques au sein de
l’organisation. La planification de la relève peut s’avérer critique pour la durabilité d’une organisation.
Elle offre également un cadre de travail efficace pour reconnaître, développer et retenir un vivier de
talents diversifié pour la direction et le management. Il est important de noter que la planification
stratégique de la relève ne concerne pas seulement les talents dont l’organisation a présentement
besoin mais tout le processus visant à cartographier et à créer les talents, connaissances, compétences
et aptitudes requis pour l’avenir d’une organisation. Ce plan coïncide généralement avec les futurs
plans de croissance et objectifs commerciaux ainsi qu’avec l'amélioration des initiatives concernant le
personnel (comme la valorisation de la diversité et de l’inclusion).
Les organisations investissent souvent des sommes considérables pour développer et retenir leur
personnel. Il est donc impératif d’établir une stratégie durable afin de gérer soigneusement les
risques majeurs liés à la main-d’œuvre, comme les départs cruciaux (par érosion naturelle, comme les
départs en retraite et les départs volontaires ou involontaires) de manière planifiée et coordonnée,
en associant tous les domaines relatifs aux talents et au développement des ressources humaines (y
compris, la diversité et l’inclusion), et en créant une sorte de plan de secours concernant les talents,
afin de ne pas exposer l’organisation à une défaillance opérationnelle ou à la perte de services ou de
clients importants. Comme pour toutes les mesures, il convient que ces dernières soient analysées en
fonction des priorités, des objectifs stratégiques et d’autres données relatives aux ressources humaines
de l’organisation, en consultant l’écosystème des informations liées au personnel, ceci afin de prendre
des décisions éclairées quant à la planification des talents.
Pour toutes ces raisons, les investisseurs, les analystes et toutes les catégories d’employés tirent profit
d’une plus grande transparence concernant le temps consacré à la planification de la relève.
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ISO/TS 30433:2021(F)
Les mesures de l’indicateur relatif à la planification de la relève, telles que documentées
dans l’ISO 30414:2018, 4.7.11, sont les suivantes:
a) le taux d’efficacité de la relève;
b) le taux de couverture de la relève;
c) le taux de préparation de la relève:
1) le taux de préparation de la relève: déjà prête;
2) le taux de préparation de la relève: prête dans 1 à 3 ans;
2) le taux de préparation de la relève: prête dans 4 à 5 ans;
Le présent document décrit les composantes suivantes pour chacune des mesures identifiées:
— généralités;
— finalité;
— formule;
— utilisation (interne et externe);
— facteurs de contexte;
— facteurs de prédiction.
Des mesures supplémentaires sont fournies dans le présent document afin d’aider l’utilisateur à
comprendre toute l’étendue des mesures disponibles et de lui proposer un plus grand choix pour
dresser un tableau aussi complet que possible des mesures d’évaluation de la réussite de la planification
de la relève. À noter que ces mesures font partie intégrante d’un écosystème de mesures (et de données)
au sein du service des ressources humaines, comme le renouvellement et la rétention ainsi que la
culture, comme indiqué dans la série de normes ISO 30000 et les spécifications techniques associées,
qui peuvent servir à créer un récit narratif plus exhaustif de la situation contextuelle de l’organisation.
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SPÉCIFICATION TECHNIQUE ISO/TS 30433:2021(F)
Management des ressources humaines — Indicateurs de
mesure pour la planification de la relève
1 Domaine d’application
Le présent document spécifie les éléments des mesures relatives à la planification de la relève et fournit
des mesures comparables pour les rapports internes et externes.
Le présent document aborde également les questions à prendre en considération lors de l’interprétation
des données liées à la planification de la relève, notamment lorsqu’il s’agit de décider des actions
internes appropriées ou d’établir des rapports destinés aux parties prenantes externes (par exemple,
les législateurs et les investisseurs).
2 Références normatives
Les documents suivants sont cités dans le texte de sorte qu’ils constituent, pour tout ou partie de leur
contenu, des exigences du présent document. Pour les références datées, seule l’édition citée s’applique.
Pour les références non datées, la dernière édition du document de référence s'applique (y compris les
éventuels amendements).
ISO 30400, Management des ressources humaines — Vocabulaire
3 Termes et définitions
Pour les besoins du présent document, les termes et les définitions de l’ISO 30400 ainsi que les suivants
s’appliquent.
L’ISO et l’IEC tiennent à jour des bases de données terminologiques destinées à être utilisées en
normalisation, consultables aux adresses suivantes:
— ISO Online browsing platform: disponible à l’adresse https:// www .iso .org/ obp
— IEC Electropedia: disponible à l’adresse https:// www .electropedia .org/
3.1
poste critique
métier ayant un impact direct et significatif sur les résultats d’une organisation
[SOURCE: ISO/TS 30410:2018, 3.1, modifiée — Suppression des notes à l’article.]
4 Taux d’efficacité de la relève
4.1 Généralités
Le taux d’efficacité de la relève est calculé en divisant le pourcentage de postes critiques qui sont
pourvus par des promotions internes par ceux pourvus par des recrutements externes.
4.2 Finalité
Cette mesure est utile pour les organisations qui souhaitent comprendre la robustesse de leur réserve
de successeurs.
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4.3 Formule
Nombre de postes critiques ppourvus par des candidats en interne
Taux d'efficacité de la relève= ×100
Nombre total de postess critiques pourvus
4.4 Utilisation
Le taux général d’efficacité de la relève est calculé en déterminant le résultat du quotient du nombre de
relèves internes pour des postes critiques occupés par le nombre total de relèves de postes critiques
par an.
Un taux compris entre 70 % et 80 %, par exemple, peut être le signe d’une bonne efficacité de la relève.
L’exemple donné dans le Tableau 1 montre un déclin du taux de l’efficacité de la relève sur la période de
mesurage.
Tableau 1 — Taux d’efficacité de la relève
2017 2018 2019
Nombre de relèves internes à des
23 21 25
postes critiques
Nombre total de postes critiques 31 31 40
Efficacité de la relève 74 % 68 % 62 %
Les organisations peuvent également différencier les données par catégorie: fonctions, familles
professionnelles, unités organisationnelles et localisation.
Si cette mesure est intégrée à un rapport externe, elle peut être un bon indicateur de la solidité de la
stratégie de planification de la main-d’œuvre et de la capacité d’une organisation à former les candidats
internes pour qu’ils soient promus (ce facteur peut s’avérer crucial dans la proposition de valeur pour
les employés à des fins de recrutement).
La planification de la relève peut s’appuyer sur une série de mesures permettant de créer un tableau
de bord afin d’aider l’utilisateur à déterminer l’efficience, l’efficacité et l’économie des processus et de
l’engagement internes pour s’assurer de fournir un tableau complet à l’organisation. Si les mesures
individuelles sont utilisées de manière indépendante les unes des autres, elles peuvent ne fournir qu’un
aperçu limité ou faussé du processus.
La réussite des nominations en interne peut reposer sur un certain nombre de facteurs, y compris
la manière dont les candidats abordent les processus d’entretien ou d’évaluation, les ressources
disponibles (y compris le temps non travaillé) consacrées au développement, l’identification dès le
départ des candidats pouvant convenir, la surveillance et la gestion des candidats, la planification
organisationnelle et les processus liés aux talents ainsi que l’engagement et le soutien de l’équipe de
direction. Ce principe peut être considéré comme un impératif en lien avec le personnel stratégique clé
et susceptible de façonner une culture de croissance.
4.5 Facteurs de contexte
Concernant le contexte étayant les résultats de mesure, considérer les éléments suivants:
— le nombre d’ETP à chaque point de mesure, pour savoir si le nombre d’ETP a suffisamment augmenté
ou diminué pour modifier la perspective et la signification des résultats de mesure;
— les activités en cours au sein de l’organisation;
— une augmentation de la production ou une expansion des produits;
— des réorganisations;
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ISO/TS 30433:2021(F)
— les activités en cours pour former la main-d’œuvre;
— les changements culturels, positifs comme négatifs;
— les perspectives générationnelles;
— la sensibilisation ou les changements sociaux entraînant une augmentation du nombre de rapports
établis;
— les attentes de l’industrie;
— les facteurs économiques;
— les baisses d’activité;
— les reprises.
4.6 Facteurs de prédiction
Cette mesure est un indicateur permettant de savoir si les processus liés aux talents d’une organisation
fonctionnent, mais seulement après coup. Toutefois, elle ne permet en aucun cas de déterminer où
peuvent se situer les éventuels problèmes et vulnérabilités. Elle ne garantit pas non plus la réussite
future si le marché change ou si l’industrie connaît des perturbations majeures, lorsque de nouvelles
compétences ou d’autres types de réflexion ou d'autres connaissances sont potentiellement requises.
Pour prévoir les éventuelles améliorations ou détériorations de la situation actuelle, les organisations
peuvent s’appuyer sur les événements à venir connus ou anticipés et prendre en compte:
— les changements planifiés de l’organisation concernant la structure ou la main-d’œuvre;
— les changements à venir concernant le travail, les fonctions ou les produits;
— les acquisitions;
— les facteurs économiques;
— les baisses d’activité;
— les reprises;
— la sensibilisation et la formation de la main-d’œuvre;
— les dynamiques politiques, sociales, environnementales et législatives;
— l’impact du secteur industriel.
5 Taux de couverture de la relève
5.1 Généralités
Cette mesure est utile pour les organisations qui identifient un certain nombre de successeurs potentiels
pour des postes de leadership.
5.2 Finalité
Le taux de couverture de la relève détermine le nombre de successeurs au sein du vivier de successeurs
par rapport au nombre total de dirigeants dans l’organisation.
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ISO/TS 30433:2021(F)
5.3 Formule
Le taux de couverture de la relève est calculé en divisant le nombre d’employés dans le vivier de
successeurs à des postes de leadership par le nombre total de dirigeants.
Ce calcul est effectué comme suit:
Nombred'employésdanslevivierdesuuccesseurspourleleadership
Tauxdecouverturedelarelève= ×100
Nombretotaldedirigeants
Dans l’exemple 1, l’organisation a défini le groupe des dirigeants. Ce groupe de leadership comprend au
total 44 employés dont l’intitulé de poste inclut «cadre supérieur», «directeur» ou «cadre exécutif». Le
vivier de successeurs compte en moyenne 24 employés.
EXEMPLE 1 24 (dirigeants potentiels)/44 (nombre total de postes de leadership) × 100 = 54 %.
Un résultat de 100 % indique qu’il existe autant de successeurs potentiels que de postes de leadership
nécessitant des successeurs potentiels.
Dans l’exemple 2, l’organisation a défini le nombre total de dirigeants. Ce groupe de leadership comprend
au total 44 employés dont l’intitulé de poste inclut «cadre supérieur», «directeur» ou «cadre exécutif».
Le vivier de successeurs compte en moyenne 132 employés.
EXEMPLE 2 132 (dirigeants potentiels)/44 (nombre de postes de leadership identifiés) × 100 = 300 %.
L’exemple 1 indique un taux de couverture de la relève de 54 % pour les postes de leadership alors que
l’exemple 2 donne un taux de couverture de la relève de 300 % pour les postes de leadership.
5.4 Utilisation
Il peut être utile pour les organisations d’analyser le taux de couverture de la relève pour plusieurs
intitulés de poste de leadership (comme les cadres supérieurs, les directeurs, les présidents et
vice-présidents ainsi que d’autres cadres exécutifs, fonctions, familles professionnelles, unités
organisationnelles et localisations), afin de savoir si les postes critiques sont bien couverts par les
successeurs potentiels et d’anticiper ou de combler les manques observés dans le vivier de successeurs.
Les postes de leadership (ainsi que, par extension, les postes de management) impliqua
...

TECHNICAL ISO/TS
SPECIFICATION 30433
First edition
Human resource management —
Succession planning metrics cluster
Management des ressources humaines — Indicateurs de mesure pour
le plan de succession
PROOF/ÉPREUVE
Reference number
ISO/TS 30433:2021(E)
©
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ISO/TS 30433:2021(E)

COPYRIGHT PROTECTED DOCUMENT
© ISO 2021
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting
on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address
below or ISO’s member body in the country of the requester.
ISO copyright office
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Phone: +41 22 749 01 11
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland
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ISO/TS 30433:2021(E)

Contents Page
Foreword .v
Introduction .vi
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Succession effectiveness rate . 1
4.1 General . 1
4.2 Purpose . 1
4.3 Formula . 1
4.4 How to use . 2
4.5 Contextual factors . 2
4.6 Predictive factors . 3
5 Successor coverage rate . 3
5.1 General . 3
5.2 Purpose . 3
5.3 Formula . 3
5.4 How to use . 4
5.5 Contextual factors . 5
5.6 Predictive factors . 5
6 Succession readiness rate . 6
6.1 General . 6
6.2 Purpose . 6
6.3 Formulae . 6
6.4 How to use . 6
6.5 Contextual factors . 7
6.6 Predictive factors . 7
7 Transition and future workforce capabilities assessment (talent pool) .8
7.1 General . 8
7.2 Purpose . 8
7.3 Formula . 8
7.4 How to use . 8
7.5 Contextual factors . 9
7.6 Predictive factors . 9
8 Employee bench strength .10
8.1 General .10
8.2 Purpose .10
8.3 Data sources .10
8.4 Formula .10
8.5 How to use .11
8.6 Contextual factors .11
8.7 Predictive factors .12
9 Talent pool growth rate .12
9.1 General .12
9.2 Purpose .12
9.3 Formula .12
9.4 How to use .13
9.5 Contextual factors .13
9.6 Predictive factors .14
10 Positions without ready candidates rate .14
10.1 General .14
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10.2 Purpose .14
10.3 Formula .14
10.4 How to use .15
10.5 External use .15
10.6 Contextual factors .16
10.7 Predictive factors .16
Bibliography .17
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ISO/TS 30433:2021(E)

Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www .iso .org/ directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www .iso .org/ patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and
expressions related to conformity assessment, as well as information about ISO's adherence to the
World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT), see www .iso .org/
iso/ foreword .html.
This document was prepared by Technical Committee ISO/TC 260, Human resource management.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www .iso .org/ members .html.
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ISO/TS 30433:2021(E)

Introduction
ISO 30414 highlights guidelines on the following core human capital reporting (HCR) areas:
— compliance and ethics;
— costs;
— diversity;
— leadership;
— organizational culture;
— organizational health, safety and well-being;
— productivity;
— recruitment, mobility and turnover;
— skills and capabilities;
— succession planning;
— workforce availability.
This document focuses on evaluating succession planning as a critical factor in supporting
organizational resilience and sustainability from a people perspective. It can be described as a core
human resources and talent management activity and a key part of a successful workforce planning
strategy. ISO 30414:2018, 4.7.11, considers succession planning as an essential tool for sustainable
workforce strategic planning.
Succession planning can be described as a process for identifying and developing current employees
with the potential to fill critical positions in the organization for the future. Succession planning can be
critical to organizational sustainability and creates an effective framework for recognizing, developing
and retaining a diverse top leadership and management talent pool. It is important to note that strategic
succession planning is not only about the talent the organization needs right now, but a journey to map
out and create the talent, knowledge, skills and competency capabilities required for the future of an
organization. This is usually aligned with future growth plans and business goals as well as improving
people initiatives (such as valuing diversity and inclusion).
Organizations often invest significant sums to develop and retain staff. A sustainable strategy is
therefore imperative to carefully manage key risks associated the workforce, such as key exits (through
natural attrition, such as retirement and voluntary and involuntary exits) in a planned and coordinated
way, connecting all human resources talent and development areas (including diversity and inclusion),
creating what can be described as a talent contingency plan that doesn’t leave the organization exposed
to operational failure, service or key client loss. As with all metrics, they should be analysed in a
context of organizational priorities, strategic objectives and other human resources data, reviewing the
ecosystem of people information to make informed talent-planning decisions.
For all these reasons, investors, analysts and all types of employees will benefit from greater
transparency about the time spent in succession planning.
The metrics within the succession planning cluster, as documented in ISO 30414:2018, 4.7.11, are as
follows:
a) succession effectiveness rate;
b) successor coverage rate;
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c) succession readiness rate:
1) succession depth rate: ready now;
2) succession depth rate: ready in 1-to-3 years;
3) succession depth rate: ready in 4-to-5 years.
This document describes the following components for each of the identified metrics:
— general;
— purpose;
— formula;
— how to use (internal use and external use);
— contextual factors;
— predictive factors.
There are additional metrics in this document to aid the user in understanding the extensive range
of metrics available and to increase their choices in providing as comprehensive a picture of their
succession planning measures of success as possible. Please note, these metrics are part of an ecosystem
of measures (and data) in the human resources function, such as turnover and retention and culture,
found in the ISO 30000 family of standards and technical specifications, that can be used to create a
fuller narrative of the organizational contextual situation.
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TECHNICAL SPECIFICATION ISO/TS 30433:2021(E)
Human resource management — Succession planning
metrics cluster
1 Scope
This document specifies the elements of succession planning metrics and provides comparable
measures for internal and external reporting.
The document also highlights issues that need to be considered when interpreting the succession
planning data, especially when deciding on the appropriate intervention internally and when reporting
this to external stakeholders such as regulators or investors.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content
constitutes requirements of this document. For dated references, only the edition cited applies. For
undated references, the latest edition of the referenced document (including any amendments) applies.
ISO 30400, Human resource management — Vocabulary
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 30400 and the following apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at http:// www .electropedia .org/
3.1
critical position
job role that has a direct and significant impact on organizational outcomes
[SOURCE: ISO/TS 30410: 2018, 3.1, modified — Notes to entry removed.]
4 Succession effectiveness rate
4.1 General
Succession effectiveness rate is calculated as the percentage of critical positions that are occupied by
internal promotions versus external hires.
4.2 Purpose
This metric is useful for organizations that like to understand the strength of their succession pipeline.
4.3 Formula
number of internal hire critiical positions occupied
Succession effectiveness rate= ×100
total number of critical positions occupied
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4.4 How to use
The general succession effectiveness rate is calculated by determining the outcome from the number
of internal successions for critical positions occupied and the number of all successions of critical
positions per year.
A rate between, for example, 70 % and 80 % can be regarded as a sign of good succession effectiveness. The
example in Table 1 indicates a diminishing succession effectiveness rate over the measurement period.
Table 1 — Succession effectiveness rate
2017 2018 2019
Number of internal succes-
23 21 25
sions in critical positions
Total number of critical
31 31 40
positions
Succession effectiveness 74 % 68 % 62 %
Organizations can also differentiate using categorisations such as functions, job families, organizational
units and geography.
If choosing to report this externally, this can be a good indicator of the strength of the workforce
planning strategy and the organization’s ability to develop internal candidates for promotion (a
potential key factor in an employee value proposition for recruitment purposes).
Succession planning can consider a suite of metrics that creates a dashboard to help the user
determine the efficiency, effectiveness and economy of internal processes and commitment to ensure a
comprehensive picture is provided to the organization. Used in isolation, singular metrics can provide a
limited or distorted view of the process.
The success of internal appointments can be attributed to a number of factors, including how candidates
come across in interviewing or assessment processes; the resources available (including time off) for
development; identification of the right candidates at the start; monitoring and management of the
candidates; organizational planning and talent processes; and the commitment and support of the
senior leadership team. It can be viewed as a key strategic people imperative that can shape a growth
culture.
4.5 Contextual factors
When considering the context supporting the metric results, consider:
— FTE count at each measurement point, i.e. has the FTE grown or shrunk enough to change the
perspective and meaning of the metric results?
— current activities the organization is undertaking:
— increased production or product expansion;
— reorganizations;
— current activities in educating the workforce;
— cultural shifts, both positive and negative;
— generational perspectives;
— social change or awareness leading to increases in reporting;
— industry expectation;
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— economic factors:
— downturns;
— upturns.
4.6 Predictive factors
This metric is a good indicator that an organization’s talent processes are working, but only after
the fact and in no way determines where potential problems or vulnerabilities can exist. It does not
guarantee future success in changing market conditions or major industry disruption where new skill
sets or other thinking or knowledge components will possibly be required.
When forecasting potential improvements or deterioration in the current situation, organizations can
look to the future known and anticipated events and consider:
— planned organization structural or workforce changes;
— upcoming work, function or product changes;
— acquisitions;
— economic factors:
— downturns;
— upturns;
— workforce awareness and education;
— political, social, environmental and legislative dynamics;
— industry sector impacts.
5 Successor coverage rate
5.1 General
This metric is useful for organizations that identify a number of potential successors for leadership
positions.
5.2 Purpose
Successor coverage rate measures the number of successors in the successor pool compared with the
total number of leaders in the organization.
5.3 Formula
The successor coverage rate is calculated as the number of employees in the leadership succession pool
per total number of leaders.
The calculation is as follows:
number of employees in leadership ssuccession pool
Successor coverage rate= ×100
total number of leaders
In example 1 the organization has defined leaders. This leadership group includes employees with
the designation senior manager, director or executive in their title and totals 44 people. The average
number of employees in the succession pool is 24.
EXAMPLE 1 24 (potential leaders)/44 (total leadership positions) × 100 = 54 %.
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A result of 100 % indicates that there are as many potential successors as there are leadership positions
in need of potential successors.
In example 2 the organization has defined the total number of leaders. This leadership group includes
employees with the designation senior manager, director or executive in their title and totals 44 people.
The average number of employees in the succession pool is 132.
EXAMPLE 2 132 (potential leaders)/44 (identified leadership positions) × 100 = 300 %.
Example 1 indicates a successor coverage of 54 % of the leadership positions while example 2 indicates
a coverage of 300 % of the leadership positions.
5.4 How to use
Organizations can find it useful to analyse successor coverage across various leadership designations,
such as senior manager, director, president and vice president and other executives, functions, job
families, organizational units and geography, to understand how well critical positions are covered by
potential successors and to anticipate or overcome succession pool gaps.
Leadership (and managerial positions as an extension of this) involving key thinking, skills and
knowledge components that are critical to the business or hard to replace, or are key positions of
authority, scope or market accountability, can therefore be determined as critical positions for which
the organization should develop a successor pool.
A key component of succession management is the correct identification of potential leadership
successors. A small successor pool likely indicates problems in the succession planning process, such as
the talent pipeline being potentially too restrictive, the current workforce lacking the right thinking or
having insufficient skills, knowledge and experience to fill critical leadership positions.
Organizations in this situation need to look externally to fill many of their leadership positions, which
can drive excessive costs and result in a lack of corporate history in key positions or a significant shift
or exaggerated variations in organizational culture.
Once the succession pool is identified, employees in the pool can be continually developed to successfully
assume the next generation of leadership within the organization.
Relative goals against a benchmark group are not likely to be useful for this measure because of the
differences in leadership populations and succession management practices across organizations.
Coverage rate goals for this measure are based on the organization’s estimation of how many ready
successors are necessary for each position, the readiness level of those employees identified as potential
successors and the anticipated turnover of both the employees in the successor pool and the leaders to
be succeeded.
As the organization moves through the familiar organizational life cycle, from start-up through the
growth phase, maturity, reinvention or decline, the succession planning focus can shift in terms of
numbers and skill sets. For example, in the start-up phase, having a large talent pool is sometimes not
possible and therefore the risks to the organization (both operationally and strategically) of leader
exits can be higher than in the maturity phase, when the organization will be more established. Where
positions have been recently filled, it is not always feasible to create or maintain a large talent pool.
Equally, the organization should dedicate resources (including budget) for development activities such
as time for study, time off for training, coaching, job shadowing and developmental assignments on top
of their business-as-usual duties, so that all potential successors have an equal opportunity to grow and
have access to a diverse array of development opportunities.
In succession planning we should consider that not all positions necessitate a successor pool. For
example, l
...

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