Succession planning is the systematic, ongoing process of identifying critical roles, evaluating high-potential internal candidates, and preparing them to step into those roles when a vacancy occurs, protecting continuity in leadership and other key positions.

How the process typically runs

It starts with identifying which roles are genuinely critical, executives, department heads, other pivotal positions, considering both near-term and longer-term needs. Next comes defining what success actually requires in those roles, often against a competency framework. Potential internal candidates are then evaluated through performance history, sometimes 360-degree input, and leadership assessments, often informed by 9-box grid positioning. A development plan follows, stretch assignments, mentoring, targeted training, to close whatever readiness gaps remain. The whole process is meant to be continuous rather than a one-time exercise, since readiness and business needs both keep shifting.

Frequently asked questions

Is succession planning only for the CEO role?

No, well-run succession planning covers any genuinely critical position, not just the top job, department heads and other pivotal roles included.

How does succession planning relate to HiPo identification?

Closely, high-potential employees are usually the primary pool succession planning draws candidates from for future critical roles.

What happens if no internal candidate is ready?

The organization typically plans to hire externally for that role while continuing to develop internal candidates for future openings.

See how this connects to internal mobility rate.