Succession Management

An HCI Topic

Succession isn’t just about planning for changes in the C-suite. Beyond identifying future leaders, your succession management strategy should include workforce planning, skills gap analyses, and the creation of development programs to increase bench strength at all levels of the organization. Learn ways to identify and define the leadership skills you need at the top, and discover how to align and integrate those competencies throughout the company.

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Featured in Succession Management:


How to Take Succession Planning Beyond the C-Suite

Blog | Author: Charles Coy | Source: HCI | Published: July 16, 2015

When HR leaders talk about succession planning, it's typically accompanied by a frantic warning against the "silver tsunami" of retiring Baby Boomers. And rightfully so, as nearly 4 million Boomers will retire this year, leaving organizations with a notable talent gap in senior leadership. But there's another side to the succession planning story that's often overlooked—and it starts at the point of hire.

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Succession Matters – Learning Agility

Video | Published: June 2, 2015
Learning agility is one of the critical dimensions of leadership potential and marks out individuals who can apply what they’ve learnt to new and first-time conditions. Find out more about one of Korn Ferry’s Seven Signposts of ... Read more

Succession Matters – Critical Factors

Video | Published: May 26, 2015
Performance is no longer the sole indicator of potential and organizations. They need to look beyond competencies and experiences, and consider other factors such as traits and drivers. Listen now to Korn Ferry’s global succession ... Read more

Will Your Future Leaders be Ready When You Need Them?

Blog | Author: Michelle Kozin | Source: HCI | Published: May 21, 2015

Who are your up-and-coming leaders? And are they ready?

Highly functioning and successful organizations foster leaders at all levels. Yet – for typical companies – only 17% of leadership investments actually go toward the development of first- and second-level leaders, with the rest targeted exclusively at executives. By neglecting growth opportunities for their future leaders, organizations risk not only their ability to operate efficiently, but perhaps their competitive edge as well.

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