Succession Planning Basics for Indian Organisations

Succession planning is often misunderstood as a leadership-only exercise or something relevant only for large organisations. In reality, even mid-sized and growing Indian companies face continuity risks when critical roles are held by a single individual. This article explains succession planning in practical terms—what it really means, why it matters for Indian workplaces, and how HR can approach it without overengineering the process.

What Is Succession Planning (In Simple Terms)

Succession planning is the process of identifying critical roles and preparing internal talent to step into them when needed—due to resignation, retirement, promotion, or sudden absence.

It is not:

• A replacement chart prepared only for audits

• A confidential list limited to top leadership

• A one-time annual exercise

Instead, it is a forward-looking workforce continuity practice that links people readiness with business stability.

Why Succession Planning Matters in Indian Organisations

Indian workplaces face unique realities:

• High dependency on individuals rather than roles

• Limited documentation of processes

• Rapid growth without parallel talent development

• Sudden exits due to better opportunities

Without succession planning, organisations face:

• Operational disruptions

• Delayed decision-making

• Knowledge loss

• Increased external hiring costs

A basic succession plan helps HR reduce risk, not promise promotions.

Identifying Critical Roles

Not every role needs a successor. HR should focus on roles that are:

• Business-critical or revenue-impacting

• Difficult to replace externally

• Dependent on institutional knowledge

• Central to compliance or stakeholder management

Examples:

• Payroll or compliance lead

• Plant HR / IR manager

• Key client-facing managers

• System or process owners

Identifying Potential Successors

Potential successors need not be “ready now.” They may be:

• Ready now – can step in with minimal support

• Ready soon – need development over 6–12 months

• Future potential – need longer-term exposure

HR should assess:

• Skill readiness

• Behavioural maturity

• Learning agility

• Willingness to take responsibility

This assessment should remain development-focused, not promotional.

Development Actions for Succession Readiness

Succession planning works only when paired with development actions such as:

• Job shadowing

• Role rotation

• Exposure to decision-making forums

• Targeted training

• Mentoring by current role holders

These actions can be low-cost and integrated into existing work, especially in SMEs.

Common Mistakes HR Should Avoid

• Treating succession plans as confidential “lists”

• Promising promotions implicitly

• Focusing only on leadership roles

• Ignoring operational and compliance roles

• Creating complex frameworks that are never reviewed

Succession planning should be reviewed periodically, not stored and forgotten.

Simple Succession Planning Checklist for HR

Before starting:

• Identify 5–10 truly critical roles

• Clarify why each role is critical

While planning:

• Identify at least one potential successor per role

• Assess readiness honestly

• Document key responsibilities and dependencies

After planning:

• Define at least one development action per successor

• Review progress annually or during manpower reviews

• Update plans after major organisational changes

How Succession Planning Fits into Workforce Planning

Succession planning complements:

• Manpower forecasting

• Skills gap analysis

• Internal mobility planning

• Leadership development

Together, these practices help HR move from reactive hiring to proactive workforce readiness.

Succession Planning Checklist for HR

Use this checklist as a starting point to build a basic, workable succession plan without overcomplicating the process.

Step 1: Identify Critical Roles

• ☐ Does the role have a direct impact on business continuity or compliance?

• ☐ Is the role difficult to replace quickly from the market?

• ☐ Does the role involve significant institutional knowledge?

• ☐ Would the absence of this role disrupt operations or decision-making?

Step 2: Identify Potential Successors

• ☐ Have at least one potential successor been identified for each critical role?

• ☐ Is the assessment based on skills, behaviour, and learning ability—not tenure alone?

• ☐ Are readiness levels clearly identified (ready now / ready soon / future potential)?

• ☐ Have informal discussions been held with managers (without making promises)?

Step 3: Assess Development Needs

• ☐ Are key skill gaps clearly documented?

• ☐ Does the successor need exposure, mentoring, or training?

• ☐ Can development actions be integrated into current work?

• ☐ Are timelines realistic and aligned with business needs?

Step 4: Plan Development Actions

• ☐ Have practical actions been defined (job shadowing, role rotation, mentoring)?

• ☐ Is accountability assigned to managers and HR?

• ☐ Are actions tracked informally or documented simply?

• ☐ Is progress reviewed at least annually?

Step 5: Review and Update

• ☐ Is the succession plan revisited during manpower or workforce reviews?

• ☐ Are changes made after resignations, promotions, or restructures?

• ☐ Are outdated assumptions removed?

• ☐ Is the plan kept current and usable?

Practical Reminder for HR

Succession planning is a risk-management and development exercise, not a guarantee of promotion. Transparency, simplicity, and regular review matter more than perfect documentation.