I'm currently revisiting our talent review and succession planning processes. I'm curious—how are these handled in your industry, and how do you connect the two? 

We have historically kept these approaches a little separate, and also very manual with cumbersome excel files. We are piloting a Workday succession module that at least automates the process. Our global team is working to combine talent review sessions with succession identification to bring the two together in both discussion and templates. Still a journey for us.

I am new to my company, and we are about to kick-off the TR/SP process this month. We are following similar approach to what I've seen previously (different industry). This is a highly simplified overview:
- The leaders will partner with their HRBP to complete the 9-box recommendations in advance of calibrations.
- During the calibration sessions we will discuss each person. In previous companies - this is where we would present and discuss the person's talent profile. The profile was a combination of the employee & manager completing the slide and included interests/goals for future roles and mobility.
- Following the TR calibration, we will discuss SP for strategic roles followed by critical roles. I have done this in a different session and combined with variable results of each. It depends on the leadership team and how the TR results are used.
- In Consulting we typically used the SP to sanity check / challenge the TR results.
- The connection between the processes evolved as the company/leaders matured in understanding and use of the info.