Upon completion of this course, participants will be able to:

• Design and implement a comprehensive, integrated **Succession Planning** process for critical roles.
• Identify, define, and prioritize the organization's most critical roles and associated key person risks.
• Master the use of the **9-Box Grid** (Performance vs. Potential) to objectively assess and segment talent.
• Develop targeted, accelerated development plans (e.g., action learning, stretch assignments) for high-potential (HiPo) employees.
• Ensure transparency, fairness, and diversity principles are embedded throughout the succession process.
• Lead and facilitate effective talent review meetings with senior leadership and the Board.
• Integrate **Succession Planning** outputs with leadership development and workforce planning strategies.
• Measure the effectiveness of the pipeline using key metrics (e.g., readiness rates, internal fill rates).

• HR Leaders and Directors responsible for Talent Management and **OD**
• C-Suite Executives and Senior Leaders involved in talent review and development
• Learning & Development and Training Managers
• HR Business Partners supporting Executive and Department Head roles

• Group simulations facilitating a mock talent review meeting and using the **9-Box Grid** to classify individuals.
• Workshops on designing an accelerated development plan for a HiPo employee transitioning into a senior role.
• Case studies analyzing organizational failures due to poor succession planning (e.g., unexpected CEO departures).
• Role-playing scenarios coaching a manager on the objective use of the **9-Box Grid** criteria.
• Individual exercises identifying and justifying the top five critical roles in their organization.

Unit 1: The Strategic imperative of Succession Planning

• Defining **Succession Planning** vs. mere replacement planning and its link to strategic growth
• Identifying and prioritizing the 20% of roles that pose the highest key person risk
• The crucial role of the Board and CEO in setting the agenda and owning the process
• Establishing a transparent and fair governance structure for the succession process

Unit 2: Talent Identification and Assessment

• Defining 'Potential' vs. 'Performance' and the criteria for assessing high-potential (HiPo) employees
• Mastering the practical application and interpretation of the **9-Box Grid** model for talent segmentation
• Techniques for reducing rater bias and ensuring diverse representation in the HiPo pool
• Utilizing assessment centers and objective psychometrics to validate HiPo identification

Unit 3: Accelerated Development and Pipeline Management

• Designing targeted, experience-based development plans for various talent segments (e.g., 6-12 month readiness)
• The power of **Action Learning**, cross-functional rotations, and targeted stretch assignments
• Implementing mentoring, executive coaching, and sponsorship programs for HiPo individuals
• Managing the pace of development and the challenge of retaining fast-track talent

Unit 4: Talent Review Meetings and Strategic Decisions

• Best practices for planning, preparing for, and facilitating highly effective talent review meetings
• Strategies for handling disagreements and challenging rater bias among senior leaders
• Documenting succession decisions and development commitments transparently and securely
• Using talent reviews to inform leadership development budgets and recruitment priorities

Unit 5: Integration, Measurement, and Culture

• Integrating **Succession Planning** with workforce planning, performance management, and career frameworks
• Key metrics: internal fill rate for critical roles, readiness rates, and diversity of the pipeline
• Strategies for communicating the process to the broader organization without over-promising or creating anxiety
• Developing a culture where developing others is a core, rewarded leadership accountability