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Executive
Succession-Planning
ResultsBoard
Presentation
Template
ABoardPresentationsLibraryTemplate
©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.GartnerisaregisteredtrademarkofGartner,Inc.oritsaffiliates.Thispresentation,includingallsupportingmaterials,
isproprietarytoGartner,Inc.and/oritsaffiliatesandisforthesoleinternaluseoftheintendedrecipients.Becausethispresentationmaycontaininformationthatisconfidential,
proprietaryorotherwiselegallyprotected,itmaynotbefurthercopied,distributedorpubliclydisplayedwithouttheexpresswrittenpermissionofGartner,Inc.oritsaffiliates.
DataThatBoardsWanttoSeeFromCHROsToday
PercentageSelecting“VeryHelpful”or“ExtremelyHelpful”
High-PotentialEmployees
LeadershipBenchStrength
SuccessionManagementPlans
EmployeeTurnover
CriticalSkillsfortheFuture
81%
81%
79%
77%
76%
Whysuccessionplanningisimportant
rightnow
79%
ofboardmemberssurveyed
inthe2023GartnerBoard
ofDirectorsTalentSurvey
ratedexecutivesuccession
asaveryorextremely
importanttalentissue.1
n=200boarddirectors;allrespondents
12023GartnerBoardofDirectorsTalentSurvey:Thisstudywasconductedtounderstandboards’relationshipwiththeCHRO,criticaltalentissues
thatareimportanttoboards,andhowboardsaremanagingCEOandC-suitesuccession.Theresearchwasconductedonlinefrom6February
through1March2023.Thesurveycontainsresponsesfrom200boardsofdirectorswithrepresentationacrossvariouscountriesandindustries
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Howtousethistemplate
•CHROsshouldusethistemplatetoreporttotheboardontheresultsoftheirsuccession-planningprocess.
•ThetemplateprovidesCHROswithguidanceonpresentingtheresultsof
theirexecutivesuccessionplanningprocesstotheboard,including
overviewofbenchstrength,successorprofilesandplansfornextsteps.
•ThistemplateservesastartingpointforCHROs.Theslidescanbeusedas
agrouporindividualslidescanbepulledoutasneeded.CHROsshould
personalizethecontentofeachslidefortheirownorganizationtomakea
compellingpresentation.
•Gartnerclientscanfindadditionalresourcesforcreatingpresentationsand
presentingtotheboard,
here.
Finddirectionsonhowtouseeachslideandpromptsforkeymessagesinthenotessectionbeloweachslide.
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Titleof
Presentation
NameofCHRO
©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.GartnerisaregisteredtrademarkofGartner,Inc.oritsaffiliates.Thispresentation,includingallsupportingmaterials,
isproprietarytoGartner,Inc.and/oritsaffiliatesandisforthesoleinternaluseoftheintendedrecipients.Becausethispresentationmaycontaininformationthatisconfidential,
proprietaryorotherwiselegallyprotected,itmaynotbefurthercopied,distributedorpubliclydisplayedwithouttheexpresswrittenpermissionofGartner,Inc.oritsaffiliates.
Today’sgoals
Succession:Theactofpreparingforleadershipvacanciesthatwillhappeninthefuture.
Objectives
•Reviewoursuccession-planningstrategyandroadmap.
•Sharethecurrentstateofourleadershipportfolioandfindingsfromthesuccession-planningprocess.
•Provideaviewofidentifiedsuccessorsandplannednextstepsfortheirfuturesuccess.
Outcomes
•Understandingofthecurrentstateofourleadershipportfolio.
•Prioritizenextstepstostrengthenoursuccessionplanandleadershipportfolio.
•Reductioninsuccessionriskstoourorganization.
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Our
Succession-Planning
GoalsandProcesses
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OurExecutiveSuccession-planningCharter
Approach:Introduceastructuredapproachtounderstandbenchstrengthforcriticalexecutive
roles,createactionplansforsuccessionrisksandidentifyanddevelopsuccessors.
Goals
•Understandbenchstrengthanddiversityoftalentpoolforcriticalexecutiveroles.
•Createactionplanstomitigateanysuccessionrisks.
•Identify,developandengagepotentialexecutivesuccessors.
•Useinsightsfromthisprocesstoimproveleadershipdevelopmentandplanningmorebroadly.
Scope
Selectexecutiverolestostart,withthepotentialtoexpandtoadditionalrolesovertime.
Benefits
•Buildaleadershippipelineandtalentpooltoensureleadershipcontinuityandoptionality.
•Increaseourinternalfillrateforleadershippositionsandreducetheriskofunder-performanceduring
transitions.
•Providereassurancetotheboard(andinvestors)thataproactiveplanexiststopreparetalentforsenior
leadershiproles.
KeyMetrics
•Numberandreadinesslevelofsuccessorsperrole
•Diversityofsuccessorsforroles
•Completionofsuccessordevelopmentplans
•Internal/externalfillrateforfuturevacancies
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Assessfutureleadershipneeds.
Source
successors
broadly.
OurSuccession-PlanningRoadmap
Prioritizecriticalrolestoplanfor.
Embedfollow-up
toensure
accountability.
Diversify
successors
through
experiences.
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CurrentStateofOur
LeadershipPortfolio
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Progressagainstsuccession-planninggoals
SuccessionManagementGoal
CurrentState
Internal/externalfillrate
Strong
•Wehaveexceededthebenchmarkof28%byfillingX%ofourexecutiveroleswithidentifiedinternalsuccessors.
Benchstrength(numberandreadinesslevelofsuccessorsperrole)
Weak
•CEOandCFOcandidatesrecentlylefttheorganizationandnoadditionalcandidateswereidentified.
Successordiversity
Steady
•WhilewehavenotyetmetourgoalofhavingX%diversesuccessorcandidates,wehaveaddedXnumberofdiversesuccessorsinthelastyear.
[Insertgoalhere]
Strong/Steady/Weak
•Indicatewhyyouhaveselectedtheaboveindicatorforthisgoal.
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Criticalleadershiproleanalysis
CriticalRole
C-SuiteRoleA
C-SuiteRoleB
C-SuiteRoleC
C-SuiteRoleD
C-SuiteRoleE
Incumbentretentionrisklevel(i.e.,High,Medium,Low)
Degreeofchangewithinrole(i.e.,Large,Average,Small)
Currentcapabilitiesoftherole
Futurecapabilitiesoftherole
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Interim
[Successor]
ReadyNow
[Successor]
[Successor]
Ready1-2Years
[Successor]
[Successor]
Ready3-5Years
[Successor]
[Successor]
Role(fillinasneeded)
Role
Role
Role
Executivesuccession—internalcandidates
Candidatesforpositionsthatareimmediatelyat-risk
RiskDriver
Forexample:
Retirement
Forexample:
Restructuring
Forexample:
Strategic
Misalignment
[InsertRiskDriver]
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Strengthofourleadershipbench
ReadinessofExecutiveSuccessors
•Thestrengthofourleadershipbenchis
growing,withabout20%ofthesuccessorpoolreadyfortheirnextrolesthisyear
andanother45%readyin1-2years.
•Thisdoesleave2at-riskpositionswithoutready(thisyear)successorsidentified.
•Wewillcontinuetogrowthepooland
developsuccessorcandidateswith
potentialtofillcriticalrolesin3-5years,focusingtheseeffortsonidentifyinga
diverseportfolioofcandidates.
32%
Readyin3-5years
7%
16%
Readyinlessthanayear
Readynow
45%
Readyin1-2years
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Diversityofoursuccessorpool
GenderDiversityofSuccessorPool
28%
Women
•WehavenearlyreachedourgoalofhavingX%offemalesuccessorcandidates,addingXnumberinthelastyear.
•ContinuedeffortstoincreaserepresentationincludeHIPOmentoringprogramsponsoredbyCEOandCHROand
targetedexternalhiringforvacantleadershiproles.
RacialDiversityofSuccessorPool
17%
U.S.Racial
Minorities
83%
•WhilewehavenotyetmetourgoalofhavingX%diverse
successorcandidates,wehaveaddedXnumberofdiversesuccessorsinthelastyear.
•Ontracktoclosetheremaininggapwithinthenext2yearsviacloserpartnershipwithERGleadersandHIPOmentoring.
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55%
EU
14%
ANZ
Diversityofoursuccessorpool
TenureatOrganizationofSuccessorPoolGeographicDistributionofSuccessorPool
Lessthan
Morethan
1year
7%
15years
12%
10-15
years
25%
1-5years
34%
6-10years
22%
•Oursuccessorpoolishighlytenuredwiththeorganization,whichensuresinstitutionalknowledgeisnotlostinour
leadershipranks.
•Aswethinkaboutexpandingthroughacquisitioninthenextthreetofiveyears,wewillneedtomakesurethisgrouphascapabilitiesalignedwithfuturestrategy.
31%
NorthAmerica
•Thegeographicdistributionofoursuccessorpoolreflectsthesamedistributionofouremployeebase,withstrongleadersinallmajorcountriesofoperation.
•Relocationmaybenecessaryforsuccessorsintwocriticalrolesandiscurrentlypartofconversationswiththese
potentialcandidatestobuildtheirglobalexpertise.
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Keydevelopmentneedsofoursuccessors
Businesspriority1
(i.e.,Integrationof
AcquiredCompanyX)
Businesspriority2(i.e.,Double-DigitGrowth)
Businesspriority3
Businesspriority4
Businesspriority5
Organization
Capabilities
•Resilience
•Abilitytoworkinambiguous
environment
•Flexibility
•Innovation
•[Insertorganizationalcapabilitieshere]
•[Insertorganizationalcapabilitieshere]
•[Insertorganizationalcapabilitieshere]
Leadership
Capabilities
•Changemanagement
•Effective
communication
•Risk-taking
•Collaborationacrosstheorganization
•[Insertleadership
capabilitieshere]
•[Insertleadership
capabilitieshere]
•[Insertleadership
capabilitieshere]
Key
Development
Trendsof
SuccessorPool
Minimal
DevelopmentGap
Givenrecent,rapid
change,leadersarewellpreparedtoleadthroughchangeand
communicateeffectively
Moderate
DevelopmentGap
Leadership
developmenttofocusoncollaborativerisk-taking;successor
candidateshavemoreexperienceoperatinginsilos
•[Insertdevelopmenttrendhereif
applicableforthis
businesspriority]
•[Insertdevelopmenttrendhereif
applicableforthis
businesspriority]
•[Insertdevelopmenttrendhereif
applicableforthis
businesspriority]
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Successor
Developmentand
NextSteps
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RiskDriver
Forexample:
Retirement
Forexample:
Restructuring
Forexample:
Strategic
Misalignment
[InsertRisk
Driver]
PlannedActions
•Acceleratedevelopmentofidentifiedsuccessorwithone-on-one
mentoring/coaching,cross-functionalassignmentand/ornewrole
•Initiateinitialsearchforpotentialexternalhire
•Userestructuringasopportunitytocreatenewrolefor“readynow”successor
•Conductbroaderinternalsearchfor
candidateswhomaybereadyin3-5years
[Insertplannedactions(e.g.,targeted
externalhiring,acceleratedevelopment]
[Insertplannedactions(e.g.,targeted
externalhiring,acceleratedevelopment]
Role(fillinasneeded)
Role
Role
Role
Riskmitigationplansforat-riskleadershiproles
Actionplanforat-riskleadershippositions
CurrentGap
No“readynow”successoravailableifretirementoccursearlierthan
planned
“Readynow”successorisavailablebutmayleaveorganizationifroleisnotopenedinnextyear
[InsertDescriptionof
Gap]
[InsertDescriptionof
Gap]
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Identify
successors’
potentialderailing
behaviors
Mapsuccessor’s
goalstoavailable
opportunities
Maintain
accountabilityfor
successor
development
Strategyfordevelopingsuccessors
OurApproach:DiversifySuccessorThroughExperiences
Workwiththeexecutiveleadershipteamtocreatetailoredexperience-baseddevelopment
plansthatclosethehighestprioritycapabilitygapsforeachidentifiedsuccessor.
Determinecritical
futureskillsand
gapsin
successor’sskill
sets
•Future-proofedroleprofiles:Allroleprofilesdocument
currentskillsneededandlikelyfutureskillsneededtosucceedintherole(basedonpotentialchangesinstrategy,etc.).
•Team-sourcedtalentprofiles:Documentationofeach
successor’sdevelopmentgapsbasedonfeedbackfromtheirmanagers,peersandteamsaswellasself-assessment
•Earlyidentificationof
potentialtransition
challenges:Interviewcurrent
leadersandsuccession
candidatestogatherinformationonpotentialderailers.
•Individualdevelopment
plans:Workwithsuccessor’smanagerandcurrentin-roleleadertocreateIDPs,takingintoaccountthecriticalfutureskills,skillgaps,andpotentialderailersidentified.
Developmentexperiencesinclude:
–Mentorship
–Newprojectorrole
–Interimleadershiprole/jobrotation
–Externalcoaching
•Quarterlycheck-ins:Facilitatemeetingswhereallheadsof
functionsassessprogress
againstdevelopmentgoals
andidentifiedtalent’salignmentwithstrategy.
•Mandatoryupdatestotalentprofiles:Trackprogress
againstgoalsbyrequiring
continuousupdatestotalentprofilesthroughouttheyear,ratherthanonlyattheendofyear.
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