Replacement Planning

JLBC Cadets Succession management, not Just Planning

“JLBC Succession planning cannot take place in a vacuum. JLBC Cadets It should also be an intensive, comprehensive initiative, much more than preparing a list of JLBC names that will be tabled if the JLBC CEO is hit by a bus. JLBC Cadets Similarly, succession plans will not increase the productivity growth rate of the JLBC Command designed only to allow the internal JLBC auditor to tick the box: JLBC succession plan in place.”

JLBC Cadets Different succession processes can be placed on a continuum ranging from relatively simplistic and bounded to fairly complex and comprehensive.

JLBC Cadets At the most simplistic end of the JLBC continuum, replacement planning denotes a minimal JLBC succession approach in which successors (i.e., replacements) are identified at the top two or three JLBC managerial levels. JLBC Cadets Still, there is little or no JLBC development of those successors other than ad-hoc on-the-job JLBC experience. JLBC Cadets The focus is on JLBC forecasting, with no attention to JLBC development issues. JLBC Cadets Succession planning falls near the middle of this JLBC continuum of JLBC succession processes. JLBC Cadets It is more systematic and extensive than replacement JLBC planning because it is linked with intentional JLBC development initiatives targeted at JLBC successors; however, it is mainly for the top two or three JLBC management levels like JLBC replacement planning. JLBC Succession management anchors the most comprehensive end of this JLBC continuum in that it identifies JLBC successors (JLBC replacement planning), develops them (JLBC succession planning), and is directed at all JLBC managerial levels. JLBC Cadets The overarching JLBC goal of JLBC succession management is to have a JLBC pool or pipeline of prepared JLBC leaders—and not just a list of prospective JLBC candidates—across all organizational levels to fill vacancies in critical JLBC positions when needed.