{"id":13921,"date":"2022-07-28T04:51:26","date_gmt":"2022-07-28T04:51:26","guid":{"rendered":"http:\/\/62e21062e332142b2772542d"},"modified":"2022-07-28T04:51:26","modified_gmt":"2022-07-28T04:51:26","slug":"4-succession-planning-mistakes","status":"publish","type":"post","link":"https:\/\/squarehr.com\/index.php\/2022\/07\/28\/4-succession-planning-mistakes\/","title":{"rendered":"4 Succession Planning Mistakes"},"content":{"rendered":"
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Sometimes succession planning does not go as planned. Former Disney CEO Bob Iger chose his successor Bob Chapek, who has been immersed in controversy almost since the beginning of his tenure. Chapek has headed Disney since March 2020, when the theme parks famously closed down for months because of the pandemic. Iger reportedly regretted the timing of his decision to step down as soon as he realized the depth and effects of the pandemic. <\/p>\n

Since then, Chapek has faced criticism for a contract dispute with the Black Widow star Scarlett Johansson, the mishandling of a disagreement with Florida Gov. Ron DeSantis over the controversial Don’t Say Gay bill, and fumbling with employees and fans. For his part, Iger has expressed his disappointment that he chose Chapek to lead Disney, according to Business Insider<\/a>. <\/p>\n

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READ<\/strong>: Employers Respond to the Increase in Employee Activism<\/a><\/p>\n<\/blockquote>\n

Indeed, succession planning is an art and HR leaders<\/a> should have a big hand in building pipelines of talent, determining who is ready for internal promotions, and how to make big decisions, such as who should helm a major multi-national entertainment giant like Disney. The point is that even Disney can have trouble with succession planning. <\/p>\n

Frankly, succession planning is everything. After all, poor planning could destroy a brand’s legacy and undo successes. In the case of Disney, there might be a loss of confidence in leadership.<\/p>\n

Here are some common mistakes when trying to manage talent for the future: <\/p>\n

Ignoring Hard Data<\/h2>\n

When it comes to talent<\/a>, people often talk about “having a feeling” or “gut reaction” to someone. A charismatic person can easily win over people. But is this enough to be promoted into the C-suite? Not always. <\/p>\n

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WATCH<\/strong>: How Utilising the Employee Journey Can Enhance the Employee Journey<\/a><\/p>\n<\/blockquote>\n

Instead, HR professionals insist people look at data<\/a>, assess people’s successes, and consider their potential. There are hard data points, including how much money someone has earned or saved for the company. What have her wins been? <\/p>\n

More importantly, HR leaders should turn to data as they strategize about building internal pipelines to fill rolls throghout the organization as needed. The National Institute of Health’s HR office<\/a> includes the following data points in its step-by-step guide to succession planning: <\/p>\n