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Succession Planning Self-Test

This Succession Planning Self-Test measures your preparation for the future opportunities and challenges your organization will face as you tie talent and strategy decisions together. It also helps you understand your current situation as you prepare for future ones.

Score yourself from 1 to 4 for each of the statements below. After completing the survey simply press the Results button to find your total score and the implications for your organization.

Rank each on a scale of 1 to 4
1=Strongly Disagree, 2=Disagree, 3=Agree, 4= Strongly Agree

Planning

1. The CEO and other senior leaders support this succession plan.

1 2 3 4

2. Our succession planning methods reflect best practices and proven techniques.

1 2 3 4

3. We have clearly defined competencies, skills, and experiences for each major role in the organization.

1 2 3 4

4. We have agreed on standards (aptitude and behavior) to define high potentials.

1 2 3 4

5. We have specifically defined success factors for each level from solo contributor to functional leader that are specific to each functional area.

1 2 3 4

6. Succession is geared to the specific needs of this organization; it’s not cookie cutter.

1 2 3 4

7. Succession planning is a systematic, transparent process in this organization.

1 2 3 4

Replacement Needs

8. Our turnover is low compared to our competitors’.

1 2 3 4

9. When openings occur, whether planned or sudden, we have enough people ready to move up.

1 2 3 4

10. Succession planning extends to all levels, not just key positions.

1 2 3 4

11. We have identified possible successors for each major role.

1 2 3 4

12. We have data on each key candidate’s strengths and weaknesses.

1 2 3 4

13. We know who’s “ready now” for promotion and a timeline for each high potential.

1 2 3 4

Strategy

14. We lose no more than one high potential a year.

1 2 3 4

15. This organization tends to favor promotion from within.

1 2 3 4

16. We have the talent to support our 3-5 year strategy.

1 2 3 4

17. Our high potentials have indicated they see room for advancement.

1 2 3 4

18. We balance short-term and long-term talent needs.

1 2 3 4

19. Our organization grows and improves with the advancement of new leaders.

1 2 3 4

Development

20. We have up-to-date performance appraisals for each major candidate for promotion.

1 2 3 4

21. We have a development plan for each successor to key positions.

1 2 3 4

22. This organization offers coaching and programs to accelerate development of stars.

1 2 3 4

23. We go outside silos to identify and develop high potentials.

1 2 3 4

24. We tie rewards and compensation to development of talent, and performance appraisals reflect a leader’s ability to identify successors.

1 2 3 4

25. Our track record shows we can go beyond past performance to choose successful future leaders.

1 2 3 4

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Henman Performance Group