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Succession Planning Strategies: Dos and Don’ts for Dealing with Employee Departures and Transitions from Mission-Critical Roles - On-Demand

Succession Planning Strategies: Dos and Don’ts for Dealing with Employee Departures and Transitions from Mission-Critical Roles - On-Demand

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Succession Planning Strategies: Dos and Don’ts for Dealing with Employee Departures and Transitions from Mission-Critical Roles - On-Demand

Webinar now available On-Demand.

WEBINAR SNAPSHOT:Learn how to plan for filling empty seats, especially for mission-critical jobs, and manage succession and transitions smoothly.

Hopefully, most successions and similar transitions within organizations are not as dramatic and downright malevolent as embodied in the HBO series, “Succession.” However, although it is crucial to the smooth operation of any organization, large, mid-sized, or small, succession planning can be a touchy subject. If a top executive or someone in an essential position is about retire, you don’t want to have to scramble when she or he leaves, taking with them the skills and institutional knowledge needed to effectively run the business. Ideally, there will be someone capable waiting in the wings, already trained and groomed for the job, but that isn’t always the case. This is why it’s so critical to have a plan, even if it might make those in current leadership positions a little uncomfortable.

For so many reasons, it’s important to have a sound succession plan so you can immediately address any vacancies that could leave the company teetering. Depending on the size of the organization, grooming a successor from within is usually the way to go. Coaching employees for possible succession can also give them the incentive to stay with the organization, knowing there’s a possible promotion in the future. The plan also must take into account the time needed to prepare a successor, as well as their talents and affinities.

Of course, succession planning is about planning for change, and any change can feel threatening—especially changes in leadership. Moreover, those who are nearing the end of their careers may not always welcome being informed of who their successor will be or being asked to help groom that individual. In addition, carefully planning to avoid any possible legal issues, such as age discrimination, can help ensure the smooth transition. 

If there is no one in the organization suited to be a successor, there are other steps that can help HR in finding a replacement, such as knowing just what the key employee’s job entailed. HR must have support from and communication with the top players for a succession plan to work. Having a good plan in place can ensure a smooth transition when those in key roles leave, retire, or otherwise depart unexpectedly. 

Use this on-demand webinar with seasoned HR consultant, Mary Anne Kennedy, and get valuable tips on how to create your own succession plan. 

You’ll learn how to:

  • Develop a career path for current employees to serve as an incentive for retaining top performers
  • Identify talent from within and groom them for an “upgrade”
  • Decide which employees to focus on—from senior positions to other essential jobs
  • Prepare and coach for possible employee vacancies, especially at management and executive levels
  • Ensure that training is sufficient to prepare employees to step in someone’s shoes who has left 
  • Know how to nurture future executives from within
  • Locate where to look if no one is available as a possible successor in your organization
  • Plan for maintaining operations while a vacancy waits to be filled
  • Prepare the right questions to ask and answer when formulating a working succession plan
  • Handle a situation where you need an existing team member’s help in grooming a future leader for success but they’re resisting their role in the process 
  • And much more!

About Your Presenter

Mary Anne KennedyMary Anne Kennedy
MAKHR Consulting

Mary Anne Kennedy, founder of MAKHR Consulting, is a Senior HR executive with over 25 years of global HR experience where she has shaped high-performing cultures at Fortune 100 and Fortune 500 growth-driven organizations.  She has developed executable HR strategies that motivate teams and individuals in order to achieve corporate objectives. Organizations include Yusen Logistics Americas, (Part of the NYK Group), BMS pharmaceutical, and Herman Miller Office Furniture. Ms. Kennedy is a sought after speaker and author in the human resources arena, with a variety of have published articles and the book “Finding the Right Job, a Step by Step Approach” ( She holds a bachelor’s degree in Social Science and has certifications in Myers-Briggs Type Indicator (MBTI) administration and Development Dimensions International (DDI) behavioral-based interviewing.