Succession Planning for National Social Impact Organisation Provides Board with Clarity over Readiness Levels, Developmental Needs and Business Continuity Recommendations
The Brief
A national social impact organisation engaged Future Leadership to support succession planning for its CEO and executive team.
The objective was to provide their Board and current CEO with a clear view of the internal talent pipeline and the readiness of leaders to step into critical executive roles. The work was designed to inform their broader talent strategy regarding talent acquisition and internal capability development.
Increase in Leadership Effectiveness
Organisations using psychometric assessments like Hogan for leadership development report a 25% improvement in leadership effectiveness and decision-making.
Reference: Hogan Assessments, "The Business Impact of Personality" (2020)
Increase in Employee Engagement
Companies that implement capability assessment programs experience a 30% increase in employee engagement, as assessments help align employees with roles that match their strengths and potential.
Reference: CIPD, "Talent Management: Understanding the Dimensions" (2018)
Reduction in Turnover
Organisations using psychometric assessments as part of their talent management strategy see a 40% reduction in turnover among high-potential employees.
Reference: SHRM, "Using Assessments for Talent Management" (2019)
Improvement in Team Performance
Teams that undergo capability assessments show a 20% improvement in overall team performance due to better role alignment and understanding of individual strengths and development areas.
Reference: Gartner, "Harnessing the Power of Assessments for Team Success" (2021)
The Process
The succession planning process was structured around three core phases:
- Stakeholder Consultation
Interviews and workshops were held to co-design Success Profiles for five key executive roles. - Success Profile Development
Each profile articulated the future-focused capabilities, experiences, and leadership attributes required for success in each role. - Executive Assessment and Talent Mapping
Internal candidates were assessed using a combination of psychometric tools (e.g., Hogan 360 and Hogan suite of personality tools) and Career Experiences Interviews. Future Leadership also gathered blind talent profiles to benchmark current executives against market capability.
Individuals received comprehensive individual development reports summarising results relative to the Success Profiles. A consolidated group report was provided the Board with commentary on individual potential and capacity for future roles, and development recommendations.
The Advisory Team's Impact Across Clients Through Survey Feedback
40% Increase in Self Awareness
Individuals’ awareness of motives, values, strengths and development needs
24% Increase in Motivation
Individuals’ motivation to apply learning, insight and further develop
54% Increase in Confidence
Individuals’ confidence in their abilities and impact as a leader
37% Increase in Role Clarity
Individuals’ clarity around success factors associated with their role
The Outcome
The process delivered strategic insights and practical tools to inform our client’s CEO and executive succession planning processes. They gained:
- Clarity on Talent Readiness: A clear understanding of which internal leaders were ready now, ready soon, or required further development.
- Informed Talent Strategy: The findings enabled our client to make evidence-based decisions about whether to build, borrow, or buy capability for each executive role.
- Leadership Development Focus: Specific development needs and opportunities to strengthen the internal pipeline for future executive transitions.
