PURPOSE / SCOPE:
Succession planning is an essential aspect of organizational management that aims to identify and develop talent within the organization to ensure there is a smooth transition of leadership when key positions become vacant. ICOM’s succession plan is designed to identify and develop potential successors for key leadership positions within the College to reduce the risk of leadership gaps while increasing overall organizational stability and effectiveness.
The VP of Human Resources, in collaboration with the President, Dean, and CFO, coordinates and manages the Succession Planning process. This group is defined as the Succession Planning Team for purposes of this policy.
ICOM recognizes that succession planning is about preparation, not pre-selection of successors. ICOM also understands that the recognition of internal talent for targeted development is key to seamless transitions when vacancies do occur.
The Succession Planning Team meets annually and utilizes the Succession Planning Review form to assist with the review process. Elements of the review include the items noted below.
The Succession Planning Team conducts an analysis of its current workforce, assessing individuals nearing retirement, those who have planned retirements or those who are anticipated to leave the organization in an effort to assess overall risk to the College. The Team collaborates with other organizational leaders in the identification of these individuals with a focus on individuals in key roles.
Assessment of Key Positions
The Succession Planning Team seeks to identify positions within the organization that should be targeted for succession planning considerations. Though these positions are typically senior leadership roles, other positions may be considered if a vacancy in such a role creates vulnerability for the College or if such role is critical to achieving the school’s mission. Once positions are identified, further analysis regarding the skills and abilities needed for the position are considered. The process of articulating necessary skill sets and competencies helps in identifying skill gaps and training needs of the employee population.
Assessment of Potentials
In collaboration with other organizational leaders, individuals are identified who show potential for progression into targeted positions. Individuals identified as potential successors (“potentials”) will have access to increased development opportunities, including training, mentoring, and coaching to prepare them for future roles. Though some positions are obvious feeder roles into targeted succession planning roles, ICOM seeks to match organizational needs with employee interests and abilities and recognizes that the best candidate may not be in a typical feeder role.
All succession planning discussions and decisions will be kept confidential.
VP of Human Resources and Organizational Development