You make succession plans
 
Good management teams are crucial for a successful business; each team member must possess credibility in their area of expertise, and also be able to make a real contribution to managing the overall business. Promoting people you know and trust poses far less risk than recruiting from outside the company so you need to set up succession plans for managers in key jobs.
Key Issues
·         Selecting and recruiting new members of a senior management team can be planned over a long period, preferably several years
·         A balance has to be reached between the internal promotion of people who have intimate knowledge of the business  and recruitment from outside, that may bring additional skills and experience from other companies
·         Outside appointments into top jobs can be a catalyst for change, bringing a raft of new ideas and initiatives that transform the fortunes of the business.  In other instances they can bring a charlatan who replaces the top team and destroys the business through incompetence and lack of detailed understanding.  
·         A more considered approach is to recruit people with the necessary education, qualifications and personal credentials and allow them, through their own efforts and the right experience and training to build a satisfying career within your company
·         People with management potential and essential experience should be recruited at a level that allows them to be promoted into a senior management role, once they have proved themselves to the r satisfaction of the management team
·         Succession planning should be:
o    A core management activity  undertaken on a regular basis, to review appraisals and sanction the movement of people into new roles in order to develop their skills and experience
o    Constructed by managers to span the company, trying to identify a chain of moves that will ensure individuals obtain the necessary breadth of experience needed for promotion
o    Undertaken at all levels of the business. This encourages everyone to strive to achieve all that they are capable of.
o    Linked to people’s skills, willingness to learn and training requirements, combining on the job training with formal education and qualifications needed to perform at a higher level
·         Once people have been trained and gained experience, their value to other companies increases, therefore it is important to select those you intend to retain and reward them appropriately
Factors for Success      
Factors to  Avoid
1.     You select good people and train them to manage the business in the way you believe is right
2.     You don’t worry about having too many good people
3.     You believe that qualifications are not the only factor for selecting people
1.     Expecting people to take on new roles without prior training or support
2.     Relying solely on recruitment to overcome skills shortages
Who does this apply to?
All ‘people’ managers, groups responsible for developing employees
Realisable Benefits
A more flexible workforce with the breadth of skills needed to consistently improve performance. People ready to accept new job roles and increased responsibility

Guides:

The working environmentThe working environment

The working environment

Sharing information with your workforceSharing information with your workforce

Sharing information with your workforce

Appraising employeesAppraising employees

Appraising employees

Succession planningSuccession planning

Succession planning

Ensuring employees gain experienceEnsuring employees gain experience

Ensuring employees gain experience

QualificationsQualifications

Qualifications

Reward schemesReward schemes

Reward schemes

Work/life balanceWork/life balance

Work/life balance

Reducing overtimeReducing overtime

Reducing overtime

Collaborating with educational establishmentsCollaborating with educational establishments

Collaborating with educational establishments