Succesion Planing

1. PURPOSE:

 1.1 Succession Planning, specifically termed as Management Succession Planning, involves
   coaching and development of prospective successors or people within or from outside
   to take up key positions in an organizations through an organized process of
   assessment and training.

 1.2 This will keep the mission on track if a key employee leaves. It’s not as effective as
   having a fully trained employee, but that is not always possible for every role.

2. POLICY:

 2.1 It is the policy of the IHHC management to assess the needs of the organization to help
   ensure the selection of a qualified and capable staff who is a good fit for the
   organization’s mission, vision, values, goals, and objectives; who has the necessary
   skills for the organization and who has the qualifications needed.

 2.2 IHHC will expect a staff / employee appointed to key positions will continually add value
   to the organization by preparing to assume increased responsibilities in scope and
   complexity. It is the IHHC commitment to help that staff / employee’s development for
   leadership role.

 2.3 Succession planning shall ensure that employees are constantly developed to fill each
   needed role in the organization. As the organization expands, loses key employees,
   provides promotional job opportunities, succession planning guarantees the
   organization has employees on hand ready and waiting to fill the new roles.

 2.4 Succession planning management is an essential component of the broader human
   Resources planning. It involves an integrated, systematic approach for identifying,
   developing and retaining capable and skilled employees.

3. DEFINITION:

 3.1 Succession planning - is a process for identifying and developing new leaders who can
   replace old leaders when they are on leave, retire or die.

 3.2 Succession Candidate- a promotional candidate who is identified as a reasonable
   successor to an identified priority position.

4. PROCEDURE:

 4.1Key areas and positions are those that are critical to the organization’s operational
   activities and strategic objectives.
   4.1.1 Identify which positions, is left vacant, would make it very difficult to achieve
   current and future business goals.
 4.2 To establish selection criteria, focus employee development efforts, and set performance
   expectations, you need to determine the capabilities required for the key areas and
   positions identified in step
   4.2.1 Identify the relevant knowledge, skills (including language), abilities needed to
   achieve the organization’s goal
   4.2.2 Inform staff about the key areas and positions and required capabilities.
 4.3 Identify Interested Staff / Employees and assess them against capabilities
   4.3.1 Identify the key areas and positions that are vulnerable and the candidates who
   are ready to advance or whose skills could be developed within the required time frame.
 4.4 Develop and Implement Succession and knowledge Transfer Plans
   4.4.1 Incorporate strategies for learning, training, development and the transfer of
   corporate knowledge into succession planning and management.
      4.4.1.1 Define the learning, training, development experiences IHHC requires for
      leadership positions and other key areas and position.
      4.4.1.2 Link employees’ learning plans to the knowledge, skills (including
      language) and abilities required for current and future roles.
      4.4.1.3 Discuss with employees how they can pass on their corporate knowledge.
 4.5 Evaluate Effectiveness
   4.5.1 Evaluate and monitor Succession Planning and management effort to ensure:
      4.5.1.1 Succession plans for all key areas and positions are developed
      4.5.1.2 Key positions are filled quickly
      4.5.1.3 New employees’ in key positions performs effectively.
 4.6 Training
   4.6.1 Cross- training will ensure that IHHC staff / employees are prepared to babysit the
   key job when employee resigns.
      4.6.1.1 Needs for Cross training
         Reduce costs by leveraging internal talent
         Save productivity even when employees are absent
         Prepare employees for promotions and additional responsibilities
         Boost motivate by investigating employee’s career’s growth

5. RESPONSIBILITY:

 5.1 IHHC CEO / Operations Manager have the responsibility:
   5.1.1 To execute succession planning to ensure that the staff hired is skilled to implement
   the IHHC’s mission and vision.
   5.1.2 Ensure a succession plan is in place for other key positions in the organizations.

6. APPENDICES

 Nil

7. REFERENCES:

 7.1 Succession Planning and Management Five Step Process
   https://www.tbs-sct.gc.ca/gui/spgr/spg-gpgr-02-eng.asp?for=hrps