Succession planning is not a top-down activity involving management and seasoned professionals. It must involve Gen X and Y as well so that they can help create a vision that involves all of the generations in a company.
Many people think that succession planning is a top-down activity involving management and seasoned professionals. It is better to involve Gen X and Y as well so that they can help create a vision that involves all of the generations in a company.
If you think of succession planning as a continual process, one way to involve Gen Ys is to hold regular meetings with junior employees (professional staff), invite them to ask questions during the meeting and listen to their input. By tapping into group wisdom at all levels, partners, shareholders, executives and managers can discover a lot about what can make their companies more successful and what the most important attributes are that the company needs to foster. After all, the Gen Ys have a longer future ahead of them and they see and experience the world in different ways. By engaging them in this important activity, the organization will be more likely to retain their best talent.
Managers and supervisors should be looking for leadership attributes among the Gen Ys. Managers need to allow Gen Ys the chance to volunteer for or take on responsibility for significant internal projects. That way they will have a chance to prove themselves beyond their technical competencies.
Professionalism is an important concern in the succession and transition process in many respects. Will successors treat clients in the most professional manner: in communication, behavior, prompt attention to their concerns, privacy, confidentiality, and ethics?
An effective transition process requires the professional development of the Gen Y in client relationship management. Members of Gen Y may not have learned the interpersonal and relationship-building skills necessary at home, in school, or during most companies' typical training programs. Often they don't realize what is missing. They only know what they have been taught and usually are too busy to seek the coaching they need on their own. Managers need to make sure this training or coaching is provided.
To foster effective transitions, companies need to create an environment attractive to Gen X, Y, and Zoomer generations. It can be built around what people of all generations want: to be respected, recognized, and remembered. They also want to be coached, consulted on actions that will affect them, and connected to their organization and its mission.
Steps to generational succession planning:
- Identify roles that require succession planning
- Create key areas with measurements for tasks within the roles to be filled
- Identify Gen X and Y employees who have a natural cultural "fit"
- Identify talent attributes and training gaps
- Provide training and mentoring
- Mentor them through client relationships and leadership projects
- Provide feedback and identify further training gaps
- Rate key areas of the role on a scale of one to ten for the roles to be filled
- Promote Gen X and Y to leadership positions.
Cheryl Cran, CSP is a Gen X/Zoomer cusper and expert in leadership and generations in the workplace. Her latest book "101 Ways to Make Generations X, Y & Zoomers Happy at Work" was released in May 2010. As a consultant, Cheryl works with high-performing organizations to help organizations become a workplace of choice that is attractive to all of the generations.
Article Source: http://EzineArticles.com/4113817