The secrets of successful succession planning in the new age wave

Purpose The purpose of this paper is to raise the profile of deep succession planning to identify key talent. Older workers are now forming a significant proportion of the workforce. This cohort could be lost to retirement leaving industry and commerce short of talent. Design/methodology/approach A range of research and other relevant literature is reviewed. Real life experiences with clients developing their older workers are reported and practical suggestions made for implementation. Findings There is little literature on organisation‐deep succession planning. The process needs to be linked to organizational objectives with ownership at all levels. Practical implications The main implications of this paper are that organization‐deep succession planning is a complex process requiring commitment and long term planning at all levels. Without a thorough analysis of age and skill profile no workable plan can be made. Originality/value This report brings together a range of data around succession planning that should take place across the organization, not just at board level. It will be of value to HR, L&D and equality professionals.