The Key to Succession Planning – Understand and Develop Your Team

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Jul 2022
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A black and white drawing of a group of people and a light bulb.

Author:  John Russell - Industrial/Organizational Psychologist with Psychometrics Canada

In a 2019 survey of Canadian organizations, the Conference Board of Canada found that workforce planning and succession management are two of the most-important HR priorities. 1 And with the amount of change we’ve experienced in the past few years, I’d argue that has not changed.

Workforce management involves forecasting current and future workforce needs, identifying and addressing skills gaps, and aligning human capital with the overall strategic goals of the organization. In a talent-based economy, the organizations that are able to strategically address their required job roles and their current and future people-needs, the more likely they are to thrive.

An important part of effective workforce management is succession planning, which includes determining an organization’s critical roles, and identifying and developing the needed talent to ensure that the organization has the capacity to thrive into the future. Two critical pieces of a successful succession planning process are: identifying high potentials, and developing their talents. 2

Identifying High Potentials

In psychology, we usually say that the best predictor of future behaviour is past behaviour. However, when looking to measure future leadership potential, we need more data than just current performance metrics, and from a variety of sources. This is because the current activities of employees are often quite different than what leadership requires. Performance appraisals can play a part; however, the trend is moving away from formal annual reviews to more frequent, informal conversations with managers about performance, progress, and expectations.

Psychometric instruments such as personality assessments, cognitive ability tests, and situational judgment tasks are powerful tools that can provide fair and objective information related to current skills and abilities, future potential, and can also help to identify performance gaps that need to be addressed.

We find that many organizations tend to identify high potentials only when a leadership role is needed to be filled, but this can lead to rushed, less effective decision making. Research shows that larger organizations often hire new leaders externally instead of looking at internal resources, assuming outside success can translate to further successes; however, it was found that CEOs generate 70% better performance in their first roles. 2

Developing High Potentials’ Talents

Just as important as identifying people with the potential to move into leadership positions, opportunities for developing talent are needed in order to allow leadership skills to be mastered. Since leadership development is a complex process, the focus on cultivating broad leadership competencies is generally preferable to just focusing on specific job preparation. Byron Hanson’s Leadership Development Interface offers a whole-system framework for understanding the interconnected nature of leadership growth. Self-reflection, practice, learning, and feedback must be aligned and supported so that leaders and organizations can be engaged and planful in developing future leaders. 2

A great place to start is by providing coaching and feedback on the psychometric assessment data gathered in the identification phase. We increase our self-awareness by recognizing and reflecting on our behaviours and skills and the impact they have on our work and our relationships at work.

Along these lines is providing coaching and mentorship opportunities with admired leaders. Having senior leaders take an interest in high potential talent can allow them to build self-confidence, be counselled in problem solving and getting things done, and offered guidance around understanding leadership derailers.

360 feedback evaluations are another measurement instrument that provide employees with performance feedback from multiple perspectives, with the goal of increasing employees’ self-awareness by identifying potential strengths and blind spots they may have.

Job rotations and stretch assignments can allow employees to try new things, develop additional skills and gain broad organizational experience. Research shows that these practices tend to make employees more satisfied, motivated, involved, and committed. 1

Finally, formal training and development initiatives that offer experiential exercises, such as role-playing, case studies, and active learning techniques can be more effective than traditional, passive educational programs. This is due to actually being able to practice new skills and behaviours, while also receiving real-time feedback throughout the process.

In essence, the foundation of a successful succession management system is understanding and developing your people, which will help your organization be prepared for the future.


About the Author

John Russell is an Industrial/Organizational Psychologist with Psychometrics Canada. He provides selection and development subject matter expertise to organizations looking to improve employee effectiveness and build diverse, high-functioning workforces. He also provides coaching and developmental feedback to various organizational leaders with the aim to increase their self-awareness and leadership impact. Whether it is coordinating large-scale selection initiatives with multi-national organizations, or ensuring client organizations make the most informed decisions, John enjoys applying psychology to business practices.

jrussell@psychometrics.com

www.linkedin.com/in/johntherussell

www.psychometrics.com


References

1 Belcourt, M., & Podolsky, M. (2019). Strategic human resources planning (7th ed.). Nelson Education Ltd.

2 Psychometrics Canada 2020 Succession Planning Playbook


The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.



An Update from your Board of Directors – September 2025

By Jessica Jaithoo • October 7, 2025
As the governing voice of CPHR Alberta, the Board of Directors meet quarterly to provide oversight and guidance in several key areas. The Board, alongside CPHR Alberta operations, continues to deliver on the association's strategic priorities developed in the 2020 strategic plan. To ensure transparency between our Board of Directors, members and key stakeholders, we are sharing post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on September 22, 2025, and the Board’s key messages are as follows: 2026 – 2028 Strategic Plan The Board unanimously approved CPHR Alberta’s new 2026 – 2028 Strategic Plan, which includes a refreshed organizational vision and mission. This forward-looking plan focuses on: Enhancing member value Promoting self-regulation Elevating the visibility of the CPHR designation Fostering a future-ready HR community Implementation begins immediately, with further details to be shared in the coming months. Stay tuned, our new Strategic Plan will be released this fall via email! Board Recruitment The Board has initiated preparations for the 2026 elections. We will once again be seeking CPHR, Retired CPHR, and public members. Additional details will be available in November. CPHR Canada and Collaboration Across Provinces The Board welcomed Philippe de Villers, Chair of CPHR Canada, who presented the national organization’s new strategic plan and the strong collaboration across provinces. Further updates will follow after CPHR Canada’s December Board meeting. You can view the CPHR Canada Strategic Plan here. Financial Management The Board reported that CPHR Alberta remains on track for a balanced 2025 budget, with no current financial risks identified. Engagement Board members will be attending our holiday mingles across the province starting in November. We invite you to join us in celebrating another successful year as a growing HR community. Visit the CPHR Alberta events page and watch your inbox, registration opens soon!  The next Board meeting takes place in November 2025, after which we will again share our key messages. If you have any questions regarding these key messages or the Board of Directors, please contact chair@cphrab.ca . We welcome your feedback!

Supporting Employee Well-Being: How HR Plays a Role in World Mental Health Day

By Jessica Jaithoo • October 7, 2025
Each year on October 10th we commemorate World Mental Health day. A day dedicated to raising awareness, minimize stigma, and promote meaningful connections and conversations about mental well-being. In the modern fast-paced and high-pressured working world, mental health support comes as a crucial element beyond a wellness initiative. It helps to build a more resilient, compassionate, and productive workplace. For HR professionals this day is an important reminder in the role we play in creating a culture that prioritizes empathy, balance, and care. When employees are mentally supported, they are more engaged, collaborative, and better equipped to excel in their roles. Why Mental Well-Being Matters Mental health can affect anyone, regardless of position, age, industry, or experience. The World Health Organization (WHO) reported that in 2019, 970 million people globally battled mental health issues. Anxiety and depression being the most common disorders. The economic costs become substantial, with loss in productivity outstripping direct cost of care. Beyond numbers, the impact can ripple through teams and affect morale. Stress, burnout, and disengagement have real, impactful consequences. Acknowledging mental health and proactively making efforts to take care of employees strengthens companies as a whole. How Can Employers Support Employee Mental Health? While there is no “cookie cutter” formula to promote mental wellness – creating an environment where employees feel seen, heard, and supported is key. Here are a few actions HR can implement to make an impact: Foster Open Conversations Break the silence. Openly encouraging judgement-free conversations around mental health can reduce the stigma around the topic. Practicing empathy and sharing personal experiences can encourage others to also discuss their own experiences and current challenges. Access to Mental Health Resources Ensure employees know where they can turn to for help. Having an Employee Assistance Program (EAP) with access to counseling, therapy, or mental-health hotlines and online support tools can increase awareness and better access to resources that can help employees whom are struggling with their mental health. HR can also work with benefits providers to increase coverage for mental health services or host workshops that focus on stress management and mindfulness as well as recognizing signs of burnout or emotional distress. Creating an environment within the workplace that promotes these habits also is important. Having quiet spaces to decompress, offering mental health days, or acknowledging small employee achievements can go a long way. Work-Life Balance Having a balance between work and personal life is key in maintaining mental health. Encourage employees to set realistic goals and expectations, honour their time off, and model such balanced behaviour themselves. Flexible work schedules, options to work remotely, regular check-ins, and encouraging boundaries can help employees better manage their workload and reduce burnout. Celebrating World Mental Health Day in the workplace  World Mental Health Day is a great opportunity to remind and emphasize an organization’s commitment to well-being. Here are a few ways HR can promote and celebrate the day: Host a wellness workshop: Invite a speaker or mental-health professional to talk about coping strategies or tools for mindfulness Coffee & Connection: Have an informal meeting where employees can share their own ways to de-stress and support one another Share Resources: Share educational material or mental health tips through internal communication channels Closing Thoughts Mental health shouldn’t just be a one-day topic. It’s a constant year-round commitment to help take care of ourselves. On this World Mental Health Day, we should reflect on how to make our own workplaces safer, fostering compassionate and stigma-free spaces for everyone. As HR professionals we are in a key role to lead this change. We can advocate for open dialogue, sharing helpful resources, and nurturing an inclusive culture that values well-being just as much as performance. By working together, united we can create safer workplaces where employees can thrive both professionally and personally. When people feel supported, everyone benefits. Resources: https://www.who.int/health-topics/mental-health#tab=tab_2 About the Author: Rheya is a volunteer with the CPHR Alberta Social Media Committee, a young professional passionate about HR and creativity. With a Diploma and Bachelor's in Business Administration from SAIT, Rheya brings experience in project management, SEO, and social media. When not working, Rheya enjoys crocheting, writing a first novel, and binge-watching Harry Potter movies.

A Strategic Guide to Organization Restructuring, Part 1

By Jessica Jaithoo • September 29, 2025
Author: Ada Tai, MBA, CPHR, SHRM-SCP I’ve been watching the pace of corporate restructuring accelerate this year, and it’s striking how no sector seems immune. ConocoPhillips is reducing its global workforce by a quarter. Intel is preparing to slash 24,000 jobs in one of the largest shake-ups in its history. Salesforce is eliminating 4,000 positions as it doubles down on its AI strategy. Paramount Skydance, fresh off its blockbuster merger, is shedding up to 3,000 roles; while Hudson’s Bay, a retailer that’s been part of Canada’s identity for more than 350 years, is closing its doors and letting go of more than 8,300 employees. Add to that layoffs at Starbucks, Amazon, PwC, Burberry and even Recruit Holdings, the parent company of Indeed and Glassdoor 1 , and the picture becomes clear: we’re in the middle of a global restructuring storm, where technology, cost pressures, and shifting markets are re-writing the rules of work. In my recent conversations with business leaders, one theme keeps surfacing: many are contemplating a restructuring of their own. However, they’re not just looking to cut costs; they’re seeking a clear strategy. That’s what this guide is about: how to prepare for restructuring with purpose, clarity, and humanity. Step One: Define the "Why" Restructuring is one of the most complex decisions a company can make. Done poorly, it can destabilize operations and damage culture. Done well, it can reset the business for future success. The starting point is always the “why.” What problems are you solving? Common drivers include: Financial distress - Reducing costs and/or improving profit margin to stabilize the business Market changes - Pivoting toward new products, services, or geographical territories Technology shifts - Re-organizing to adopt AI, automation, or other innovations Efficiency and competitiveness: Streamline structures or flatten hierarchies The objectives must be specific, measurable, and aligned with the company's long-term vision. This "why" is the foundation for the entire plan and is essential for communicating with stakeholders. Step Two: Define the “What” Once the purpose is clear, organizations can proceed to define the scope. Which functions are absolutely critical to preserve? And which areas could be restructured, consolidated, or phased out? This stage is about mapping priorities. In my work with clients, I often find that once they clarify their non-negotiables, the rest of the plan comes into focus much more easily. Step Three: Plan the “How” Too often, companies jump straight to layoffs, but effective restructuring requires scenario planning. Before jumping to layoffs, I’d advise businesses test different options to see which will lead to the best results for their company. This might include a hiring or salary freeze, reduced hours, offering voluntary exits, retraining employees, or re-deploying talent to new roles. Each option carries different financial, operational, and cultural impacts. Running these scenarios before making cuts prevents costly missteps.  Equally important: restructuring can’t be run by a single department in isolation. Organizations need a cross-functional team of leaders, supported where needed by external advisors who bring objectivity and specialized expertise.
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