Mindful of the links between leadership-talent quality and leadership succession and development programs, corporate boards are asking chief human resources officers (CHROs) tough questions about the efficacy of these capabilities. While boards want to know more about succession plans, many rising leaders and other high-potential (HiPo) employees don’t know enough about their own advancement pathways and development opportunities.

Human Resources (HR) leaders should move swiftly to close this knowledge gap by identifying and remediating shortcomings that hamstring many succession and development programs, and by considering the adoption of higher-caliber leadership succession and development practices. The most prevalent inadequacies include:

• Communications breakdowns: In some companies, HiPo professionals do not know that they are being groomed for senior vice president (SVP) slots or even C-suite officer opportunities.
• Learning and development deficiencies: Organizations may fail to formulate development activities that deliver meaningful and relevant leadership-preparation experiences. This is a common shortcoming due to the massive changes that workforces have undergone in recent years. The leadership skills and experiences that helped propel current leaders to their positions are not the same competencies that will drive future leadership success. CHROs also should assess the degree to which their leadership-development strategy and activities support and align with long-term business strategy.
• Ambiguous timing: Even when HiPo professionals know that they’ve been tabbed to ascend to higher leadership levels, they may have difficulty getting concrete answers regarding when their next promotion will occur. This uncertainty often arises because current leaders do not know when they will transition out of their roles.

• Misjudgment: The notion that “we can always hire someone externally” when a frustrated rising leader or HiPo professional leaves the organization does not square with a war for talent that is unlikely to de-escalate any time soon, despite shorter-term labor market fluctuations. Demographic realities and the pace of data-driven workforce transformations all but guarantee that the supply of specialized talent needed for top leadership positions will not meet future demand.

These limitations are pervasive: More than half of businesses in Europe do not have a succession plan in place, according to Robert Half’s Boardroom Navigator 2023 research. The main drivers of succession planning shortcomings include limited C-suite bandwidth, insufficient resources and a lack of knowledge and expertise, according to an Association for Talent Development survey.

A prudent way to overcome these obstacles is by deploying the following high-impact succession planning actions:

• Mitigate flight risk: HiPo employees are more likely to be targeted by other organizations and headhunters and/or to seek better opportunities on their own. To mitigate this flight risk, HR functions should identify HiPo professionals who possess the skills and emotional intelligence needed to support future business needs, both short term and long term. Identifying the next generation of leaders requires three analyses: 1) a deep understanding of future business challenges and opportunities; 2) assessments of the skills and organizational knowledge needed to address those challenges and opportunities; and 3) ongoing evaluations of promising leadership candidates.

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