Certified Human Resource Business Partner (Chrbp) Course (Module 6), Sept. 5 2020

An one-time event

An extremely powerful tool in motivating and retaining top leadership

Reacting only when a position becomes open

Well decided by HR

Addresses the needs of the organization

Helps an organization to prepare for an unexpected event

Effective, sustainable and strong organizations

All of the above

True

False

Model & Role

Meeting the demands of more fluid organizational structures

Reacting only when a position becomes open

Line mangers  relying solely on their own knowledge/comfort with potential talentsOption 4

Integrative succession planning targets high-potential talent at all ranks of the organization.

Individuals in the succession planning pool are reviewed frequently through 360-degree evaluations and leadership templates to assess progress relative to developmental goals

Organization’s "best and brightest” quality for accelerated, individually tailored developmental curriculum

Focused on developing leaders for the future; identifying and building competencies to ensure that the leadership pipeline is maintained.

Organization size and culture

Cost and Opportunity

Designing and Managing

Replacement and Development

Creating a plan that develops talent over time to step into leader roles (staff or volunteer) when needed.

Creating a plan that covers the key management/program roles (in emergency cases).

Examining current status of skills, competencies and abilities among staff and volunteers (at Board level).

All of the above.

Educate, motivate and enrol support for Succession planning

Scale of the organization’s budget realities

Infrastructure of the organization’s systems, policies and day-to-day practices

All of the above

An approach often preferred by founders and long-tenured executives to engage the Board and staff in a more public succession planning (with the anticipation of leaving at a certain time).

An investment in leader development over time to broaden and sustain leadership capacity ; and support professional development of Board and staff

Prepares organization for unexpected transitions for short-term "stop gap" measure and longer-term replacement strategy

None of the above

6-5-4-3-2-1

1-2-3-4-5-6

4-3-2-1-5-6

3-2-2-1-4-5-6