Succession planning isn’t a luxury reserved for big companies. It’s an essential management reflex, especially in a context of labour shortages and rapid transformation of jobs. But how do you make it concrete, engaging, and above all useful for the organization and for employees?
Moving beyond one-for-one replacement
The first mistake is seeing succession as simply replacing one person with another. We think about who could take over the role, without asking if the position should stay the same, if needs have changed, or if things could be done differently.
Real succession planning starts with organizational perspective. You take the time to look at:
- What are the critical roles for the company?
- Where are the break risks (retirements, rare expertise, hard-to-fill positions)?
- Which skills are or will be truly strategic for the coming years?
This work is done as a team, with managers not in an HR ivory tower. You map out strengths, identify vulnerabilities, and allow yourself to question the current structure.
Upskilling: more than training, a journey
Upskilling isn’t just sending people to training or giving them access to an e-learning platform. It’s a structured, individualized approach that takes into account the field, aspirations, and pace of each person.
Concretely, that means:
- Identifying key skills to develop (technical, interpersonal, management, etc.)
- Focusing on real-life learning: mentoring, coaching, pilot projects, gradually delegating responsibilities
- Valuing the right to make mistakes and constructive feedback
- Offering opportunities for visibility and decision-making, even on small projects
Upskilling also means recognizing that not everyone has the same potential or desire to progress. Some want to become managers, others prefer to deepen their technical expertise. The important thing is to open the dialogue and offer different paths.
Involving managers: the key to success
Too often, succession planning remains an HR exercise, disconnected from daily life. But it’s managers who see talent emerge, who can challenge, support, and give their people room to grow.
For it to work:
- Train managers to spot potential, give feedback, and support development
- Involve them in identifying needs and high-potential candidates
- Equip them to structure realistic development plans, with clear objectives and regular follow-ups
It’s also a chance to value the manager’s role as a coach, not just an operational supervisor.
Communicate and give meaning
Succession planning can create anxiety (Will I lose my job? Why them and not me?). That’s why it’s important to communicate transparently:
- Explain the process, criteria, and objectives
- Value development efforts, even if not everyone moves into a management role
- Highlight the benefits for the organization and for employees (job security, progression, recognition)
The more meaning you give, the more you mobilize. And the more you mobilize, the more you retain talent.
A few pitfalls to avoid
- Copy-pasting: every organization has its own realities, challenges, and culture. There’s no universal recipe.
- Waiting for a crisis: succession should be prepared before it’s needed. Otherwise, you’re just reacting.
- Neglecting technical succession: we often think of managers, but technical experts are just as critical.
- Forgetting follow-up: a succession plan isn’t a document you file away. It’s a living tool, to be reviewed every year.
Ssomething concrete to identify your team and your succession
For succession planning to be alive, you need a simple, concrete tool. A shared Excel file, where you review each key member once a year with the management team.
You can use a 9-box matrix: position each person according to their potential and performance, note development needs, and track progress year after year.
This follow-up is what makes the difference between a plan that sits on a shelf and real proactive talent management.
Real, rapid gains
When you structure succession planning and upskilling, the benefits are tangible:
- Less stress during departures or long absences
- Better talent retention (people see there are opportunities)
- Greater agility to seize opportunities or handle crises
- Enhanced employer brand (you take care of your people, you invest in their development)
In conclusion: betting on people, for real
Succession planning and upskilling aren’t just another HR project. They’re a management reflex, an investment in the continuity and credibility of the organization.
It’s also a strong message to the team: here, we don’t just manage the day-to-day, we prepare for the future together.
So why not start, concretely, by identifying your critical roles and opening the discussion with your teams?
Building for real means stopping crisis management and choosing to prepare for the future, one step at a time.
That’s the difference between a team that survives and a team that lasts.
At Bedard Human Resources, we support organizations in analyzing, structuring, and improving their human resources management practices. For any questions or to learn more about our HR consulting services, you can contact Stephane Pepin. Our team works across Quebec to implement simple, human, and effective practices, tailored to the reality and challenges of each organization.
