SURVEY RESULTS | Succession Planning / …...SURVEY RESULTS | SUCCESSION PLANNING / MANAGEMENT STUDY 6. What are the primary objectives of succession planning / management in your

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SURVEY RESULTS |

Succession Planning / Management Study

About i4cp i4cp is a research firm that discovers next practices in human capital. Our member organizations rely on i4cp to

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research, peer collaboration, tools, and data, we provide insights that help organizations better anticipate, adapt, and

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Thanks to Human Resource Executive Many organizations are transforming their succession management process—expanding to cover

new roles, seeking to have a more diverse pipeline, further integrating with talent development

efforts to advance high-potential leaders, among other changes.

Human Resource Executive partnered with the Institute for Corporate Productivity (i4cp) on this

major study to explore how organizations are approaching succession planning and management,

what is changing, and what the emerging or next practices in the field look like.

A report that explores key findings and next practices will debut over the summer at i4cp.com.

©2020 by Institute for Corporate Productivity (i4cp). All rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including

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permitted by copyright law. For permission requests, write to i4cp.com/contact.

FOR COPIES OF THIS REPORT Research reports published by i4cp are made available to member organizations and may be shared internally on an

unlimited basis. For non-member access or information on i4cp membership, visit the i4cp website at i4cp.com or

call 1-866-375-i4cp (4427).

http://www.i4cp.com/

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Contents Survey Responses ....................................................................................................................................................... 2

1. Does your organization have a formal process aimed at identifying and developing successors for key roles? ............................................................................................................. 2

2. Which of the following best describes your organization’s process for identifying and developing successors? ............................................................................................................... 3

3. To what degree is planning for succession a priority in your organization? ................................. 4

4. Does your organization have a specific function responsible for its succession planning / succession management process? ............................................................................ 5

5. To whom (or where) does your organization’s succession planning / succession management function report directly? ...................................................................... 6

6. What are the primary objectives of succession planning / management in your organization? (Select up to three) ........................................................................................ 7

7. How effective is your organization at each of the following? Percent of respondents indicating “highly effective” or “very highly effective” .................................................................. 8

8. Which of the following pose the most significant barriers to the effectiveness of your organization’s succession planning / management process? (Select up to five) ........................ 9

9. For which roles does your organization have a formalized process to identify and develop successors? (Select all that apply) .............................................................................. 10

10. How often do decision makers in your organization formally meet to discuss people in the succession pipeline and their stages of readiness and / or development? ................... 11

11. Which of the following practices does your organization employ to optimize diversity when identifying and / or assessing high-potential talent and / or succession candidates? (Select all that apply) ................................................................................................................. 12

12. Beyond the obvious (e.g., an individual’s annual performance rating, individual accomplishments, etc.), which of the following are the most important factors that your organization considers when determining successor readiness? (Select up to five) ............... 13

13. From which of the following sources does your organization typically find its most successful successor candidates? (Select up to three) ............................................................ 14

14. What is the approximate current balance of successor candidate sources for your organization? ............................................................................................................................. 15

15. Which of the following practices does your organization employ to promote transparency of the succession planning process? (Select all that apply) ..................................................... 16

16. Which of the following issues impede transparency of your organization’s succession planning process? (Select all that apply) .................................................................................. 17

17. Which of the following measures are used to assess the effectiveness of your organization’s succession planning process? (Select all that apply) ........................................ 18

18. To what extent are the following true of your organization’s succession planning process? ... 19

19. Which of the following employee/candidate practices are part of your organization’s succession planning process? (Select all that apply) ............................................................... 20

20. How likely is your organization to make the following changes to its succession planning process in the next 12-24 months? .......................................................................................... 21

© 2020 Institute for Corporate Productivity (i4cp) Use of all results, analysis and findings requires explicit permission from i4cp.

Institute for Corporate Productivity | Page 2

SURVEY RESULTS | SUCCESSION PLANNING / MANAGEMENT STUDY

Survey Responses 1. Does your organization have a formal process aimed at identifying and developing

successors for key roles?

n = 2,931

21.4%

22.3%

44.4%

10.0%

2.0%

Yes, we have one process that is consistententerprise-wide

Yes, but that process varies by business unitand/or geography

No, we approach succession planning in an adhoc fashion

No, we don’t perform succession planning at all

Don’t know

0% 10% 20% 30% 40% 50%



2. Which of the following best describes your organization’s process for identifying and developing successors?

n = 2,551

39.8%

35.4%

24.9%

Succession planning: an annual or one-offevent focused on identifying successors for

specific roles

Succession management: an ongoing processthat considers a holistic view of organizational

talent across the enterprise and at multiplelayers by creating talent pools from which to

draw

Wishful thinking

0% 10% 20% 30% 40% 50%



3. To what degree is planning for succession a priority in your organization?

n = 2,551

6.2%

23.5%

45.4%

19.8%

4.2%

0.9%

Very high priority

High priority

Moderate priority

Low priority

Very low/no priority

Don’t know

0% 10% 20% 30% 40% 50%



4. Does your organization have a specific function responsible for its succession planning / succession management process?

n = 2,543

40.6%

27.0%

28.0%

4.4%

Yes

No, but it’s something we have plans to put in place

No, and we have no plans to pursue

Don’t know

0% 10% 20% 30% 40% 50%



5. To whom (or where) does your organization’s succession planning / succession management function report directly?

n = 1,027

3.0%

19.3%

9.3%

43.1%

13.0%

5.5%

2.0%

5.0%

The board of directors

The CEO

A committee comprised of select members of theboard of directors and executive leadership

The head of human resources

The head of talent management

The head of organizational development

Don’t know

Other (please specify)

0% 10% 20% 30% 40% 50%



6. What are the primary objectives of succession planning / management in your organization? (Select up to three)

n = 2,500

54.6%

48.8%

37.8%

28.0%

23.7%

20.0%

15.1%

14.4%

13.6%

11.0%

4.4%

1.7%

Improve identification and selection of futureleaders

Improve engagement and retention of high-potential employees

Retain our current leaders / top talent byproviding a succession path

Create opportunities for internal advancementat multiple levels

Better prepare for anticipated demographicchanges (e.g., a retirement wave)

Better prepare for unanticipated changes (e.g.,unwanted attrition)

Fulfi l l our board’s desire to outline succession for the top of the organization

Increase leadership diversity

Strengthen culture based on promotion of leaders who embody the organization’s values

Support growth (into new regions, product /service lines, etc.) that requires leader…

Respond to regulatory requirements


0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%



7. How effective is your organization at each of the following? (Percent of respondents indicating “highly effective” or “very highly effective”)

n = 2,395

28.6%

27.7%

26.0%

22.6%

22.3%

18.7%

16.9%

16.5%

16.3%

15.5%

13.5%

12.9%

8.9%

Filling key/critical roles from external sources

Identifying high-potential employees within theexisting workforce

Filling key/critical roles internally with identifiedsuccessor candidates

Agreeing on ready-now or ready-enough candidates

Retaining current leaders and top talent by showingthem clear succession paths

Ensuring that internal succession candidates whotake on new key/critical roles are well-positioned to

succeedEnsuring that external successors (i.e., new hires

into key / critical roles) are well-positioned tosucceed after joining your organization

Retaining employees designated or considered high-potential by showing them clear succession paths

Adjusting the succession planning process to meetevolving needs of the organization

Developing high-potential employees into ready-nowor ready-enough succession candidates

Having a diverse talent pool of succession candidates

Preparing for anticipated demographic changes (e.g.,a retirement wave)

Preparing for unanticipated changes (e.g., unwantedattrition)

0% 5% 10% 15% 20% 25% 30% 35%



8. Which of the following pose the most significant barriers to the effectiveness of your organization’s succession planning / management process? (Select up to five)

n = 2,395

50.7%

43.9%

42.3%

42.2%

26.9%

24.1%

22.2%

20.0%

16.3%

13.7%

13.5%

12.5%

11.9%

6.3%

Lack of clear succession paths

Longevity of leaders dampens the potential ofsuccession

Inaccurate / incomplete view ofskills/capabilities enterprise-wide

Successor development programs areinsufficient or outdated

Leaders hire who they want rather thansomeone from an agreed-upon successor slate

Leaders are reluctant to let top talent moveinternally

Lack of diversity on succession slates

Selected successors are not adequatelyassimilated into their new roles

Lack of diversity among selected successors

Successor requirements are outdated (e.g., don’t reflect new ways of work)

Inability to retain top successor candidates

Top talent is unwilling to make the geographicmoves the business requires

Disagreement on succession candidates


0% 10% 20% 30% 40% 50% 60%



9. For which roles does your organization have a formalized process to identify and develop successors? (Select all that apply)

n = 2,366

38.3%

47.3%

40.6%

37.7%

25.9%

19.2%

CEO

Positions reporting directly to the CEO

Positions reporting directly to the CEO’s direct reports

Mid-level leaders

Frontline or first-level managers

Non-leadership critical roles

0% 10% 20% 30% 40% 50%



10. How often do decision makers in your organization formally meet to discuss people in the succession pipeline and their stages of readiness and / or development?

n = 2,316

35.6%

24.6%

10.9%

8.1%

2.9%

13.8%

4.1%

Ad hoc (discussed/scheduled only as needed)

Once per year

Twice per year

Quarterly

Monthly

Don’t know


0% 10% 20% 30% 40%



11. Which of the following practices does your organization employ to optimize diversity when identifying and / or assessing high-potential talent and / or succession candidates? (Select all that apply)

n = 2,316

46.9%

36.1%

25.0%

21.8%

19.4%

16.4%

15.9%

15.0%

14.0%

12.7%

5.6%

4.1%

1.4%

Provide training (e.g., unconscious bias training)for managers / raters

Broaden the sourcing of talent for succession (e.g.,widen the talent pool internally and externally)

Track / measure the diversity of successioncandidates

Review for potential bias (e.g., bias from similarity,experience, location, etc.)

Set goals on diversity of succession candidates

Provide transparency in the succession planningprocess (e.g., publishing the process,

requirements, etc.)Audit the succession process (e.g., compare results

with relevant demographic numbers, industrybenchmarks, etc.)

Intentionally focus on the development ofunderrepresented classes for potential succession


Include diversity in succession as part of theperformance management process

Incentivize movement of diverse talent throughrelocation benefits

Include an expert diversity and inclusion coach intalent assessments

Use artificial intell igence (AI) to help eliminate biasin the succession planning process

0% 10% 20% 30% 40% 50%



12. Beyond the obvious (e.g., an individual’s annual performance rating, individual accomplishments, etc.), which of the following are the most important factors that your organization considers when determining successor readiness? (Select up to five)

n = 2,285

72.0%

59.5%

51.0%

50.0%

40.4%

21.6%

20.5%

12.7%

11.7%

9.9%

9.6%

8.3%

3.9%

Subject matter expertise

Relationships/connections across the enterprise

Experience working in multiple functions orbusiness units across the organization

Experience or relationships withcustomers/partners

Ethics and integrity

Results from assessments (e.g., personalityprofiles, 360s, professional assessor interviews,

etc.)

Behaviors that promote inclusiveness orbelonging

Diversity of race, gender, orientation, age,abil ities, etc.

Proclivity to use digital/advanced technologies toenhance business outcomes

Experience working in different geographies

Behaviors that promote well-being (career, mind,and body)

Experience leading or sponsoring employeeaffinity / resource groups


0% 10% 20% 30% 40% 50% 60% 70% 80%



13. From which of the following sources does your organization typically find its most successful successor candidates? (Select up to three)

n = 2,260

61.6%

8.4%

10.3%

37.4%

10.8%

9.2%

24.9%

15.8%

13.9%

9.9%

4.3%

61.0%

18.6%

17.3%

44.7%

12.6%

12.1%

25.9%

14.2%

15.1%

9.6%

4.7%

Existing employees

People who work on a contract basis with theorganization

Former employees

New hires

M&A (employees from acquired companies)

Partners (e.g., organizations that contribute to go-to-market strategy, suppliers, distributors, etc.)

Competitors

Industry experts / influencers (e.g., academics oranalysts within the industry/market)

Organization does not track this

Don’t know

Not applicable

0% 10% 20% 30% 40% 50% 60% 70%

For Non-CEO Leadership Roles For Non-Leadership Critical Roles



14. What is the approximate current balance of successor candidate sources for your organization?

n = 2,255

3.0%

10.5%

27.4%28.7%

18.0%16.8%

20.0%

10.2%

3.7%

0.6%

27.9%

33.2%

Internal External0%

5%

10%

15%

20%

25%

30%

35%

0% up to 25% up to 50% up to 75% 100% Don't know



15. Which of the following practices does your organization employ to promote transparency of the succession planning process? (Select all that apply)

n = 2,239

69.7%

66.1%

57.5%

15.5%

13.4%

12.3%

10.4%

8.9%

4.5%

2.4%

Make all job openings visible to all employees

Make clear the skills/capabilities / experiencesrequired for each job opening

Allow any employee to self-nominate for anopen position

None, we are not transparent

Make high-potential designation criteria visibleand clear to all employees

Report internally on diversity in successioncandidate pools

Make diversity data public (e.g., percentage ofwomen or people of color in leadership roles)

Make the status for every relevant successionopening clear to designated successor

candidates

Make a list of employees designated high-potential visible and clear to all employees


0% 10% 20% 30% 40% 50% 60% 70% 80%



16. Which of the following issues impede transparency of your organization’s succession planning process? (Select all that apply)

n = 2,239

47.4%

41.6%

39.0%

18.6%

15.7%

10.3%

10.0%

6.5%

Concerns about employees not designated high-potentials (e.g., disputes about who is designated

or not designated a high potential, possibledecrease in productivity, increased turnover, etc.)

Too much reliance by the organization onsubjective rather than objective selection criteria

Concern about high-potential employees’ perceptions (e.g., unrealistic expectations of fast

advancement, sense of entitlement, implied promise of advancement, etc.)

Fear of overlooking high-quality potentialcandidates

Regulatory or legal concerns

Concern about placing undue pressure on high-potential employees


Fear of making our diversity data public

0% 10% 20% 30% 40% 50%



17. Which of the following measures are used to assess the effectiveness of your organization’s succession planning process? (Select all that apply)

n = 2,225

35.6%

27.8%

23.7%

20.8%

19.8%

15.7%

11.8%

10.9%

10.1%

9.3%

8.9%

6.8%

4.0%

2.7%

Organization doesn’t measure the effectiveness of its succession planning process

Retention / attrition rates of succession candidates

Percentage of key / critical roles filled by those in thesuccession pipeline

Percentage of key / critical roles with at least oneready or one future successor

Don’t know

Percentage of ready-now versus ready-with-development candidates on succession plans

Percentage of diverse talent on succession plansversus targets for gender, ethnicity, etc.

Success rate of successor candidates after they takeon their new roles (e.g., 90- or 180-day, or first year)

Percentage of employees identified as high-potentialtalent versus target

Percentage of internal versus external candidates onsuccession plans

Movement rate of those in the succession pipeline (i.e., to ensure this top talent doesn’t experience …

Percentage of key / critical roles filled by peoplefrom under-represented groups

Percentage of employee population identified ashigh-potential versus industry benchmarks


0% 10% 20% 30% 40%



18. To what extent are the following true of your organization’s succession planning process?

n = 2,196

18.6%

16.3%

16.0%

13.1%

12.0%

8.5%

8.0%

8.0%

7.8%

6.5%

Leaders accept/plan for advancement of their toptalent (i.e., leaders do not hoard talent)

Effects on teams headed by incoming or outgoingleaders are considered

Emphasis is on building succession talent pools asopposed to focusing on a single successor (i.e.,

succession pools vs. 1:1 succession)

Leaders are held accountable for ensuringdevelopment of those on succession plans

The succession planning process is future-focusedwith job descriptions consistently modified to align

with future expectations for each role

The organization actively helps candidates not chosenfor current succession by developing them for more

appropriate internal roles.

The number of high-potential talent and/or successioncandidate designations is balanced with number of

anticipated opportunities

Succession pools reflect a desired proportion ofdiverse candidates

Contingency plans exist to address situations wherethe succession candidate is no longer available (e.g.,

chose to accept a different position, leave theorganization, etc.)

The organization considers its external ecosystem ofstakeholders (e.g., partners/customers) to help non-selected succession candidates find their next role

0% 5% 10% 15% 20%



19. Which of the following employee/candidate practices are part of your organization’s succession planning process? (Select all that apply)

n = 2,196

52.3%

34.2%

31.3%

27.4%

25.2%

22.4%

21.1%

19.4%

10.7%

Succession candidates are encouraged to beaccountable for their own development

Individuals are permitted to self-nominate assuccession candidates

Development plans are highly personalized foreach succession candidate

Organization focuses on the skil ls candidates will need to advance (i.e., program looks

beyond those “next in l ine”)

High-potential employees and/or successioncandidates may opt out of designated

development programs

Our organization does not follow any of thesepractices

Organization actively provides support toassimilate successors into their new roles

Individual/network connections arerecommended for each succession candidate

Organization maintains an up-to-date,company wide skills inventory

0% 10% 20% 30% 40% 50% 60%



20. How likely is your organization to make the following changes to its succession planning process in the next 12-24 months?

n = 2,184

20.6%

19.2%

18.3%

18.1%

15.1%

13.8%

13.5%

9.9%

8.6%

37.9%

40.7%

36.8%

20.9%

28.8%

31.3%

14.7%

24.7%

9.6%

18.0%

17.5%

20.8%

22.5%

23.6%

25.2%

27.7%

22.0%

20.7%

12.7%

9.8%

12.6%

18.9%

20.0%

15.4%

22.3%

18.5%

24.4%

10.9%

12.8%

11.5%

19.6%

12.6%

14.3%

21.9%

24.9%

36.8%

Improve the diversity of candidates in thesuccession planning process

Take a more future-focused approach tosuccession by including both current and

anticipated roles and / or skills

Ensure talent planning is part of every businessplanning conversation

Eliminate tenure (i.e., time in current role)requirements for succession readiness

Create talent pools vs. focusing on 1:1succession

Broaden the pool of talent in succession plansbeyond existing full-time employees

Eliminate numeric ratings or rankings

Change from multiple, time-based readinesslevels to ready now and ready with

development designations

Eliminate the use of nine-box talent models asan output of the succession planning process

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

Very likely Somewhat likely Not very l ikely Not at all likely Don't know

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SURVEY RESULTS | Succession Planning / …...SURVEY RESULTS | SUCCESSION PLANNING / MANAGEMENT STUDY 6. What are the primary objectives of succession planning / management in your