I need to create an FAQ for Line Managers to use during Talent Conversations with employees identified for succession planning following the Talent Review process. Can anyone assist if you've worked on something like this before?

It's great that you are sharing with employees that they are possible successors, many organisation don't like to do that, which is a pity.

The number one reason for not sharing their status as successors is that it creates an expectation that they will get the job.

So perhaps the following structure might be useful:

1. Clarify expectations: Applying for any position is a competitive process, so there is no guarantee you'll get the job, but we want to give you the best possible shot at it.

2. Establish interest and willingness: Is this a job the person would want to do (and why), are they prepared move to the geographical location (if different from their current location). The second part is really important, we've had identified successors change their mind because when they were asked (2 years ago) they were willing, and now circumstances have changed they no longer want to relocate.

2. Establishing the gap: What's the gap between their current skills, knowledge and experience and those required by the position. Make sure managers have this information or it will lead to very inconsistent requirements, and misdirect investment in their development. Don't expect managers to do this alone, you should prepare a "pack" of relevant information for them (they are not the HR experts)

3. Determine the speed: There are a number of factors that determine how fast a successor can close the gap. Their ability to deal with complexity (IQ), the ability to manage relationships (EQ), their learning agility (LQ) and the drive and motivation (MQ). It's important that a manager has this information about the successor so they can set a realistic timeframe for development.

4. Create a plan: Usually this means creating multiple plans over a period of years. Place a heavy weighting on development experiences (through assignments) and building the social connections that could shed some light on the challenges of the role.

5. Allocate the resources: It's easy to provide the funds, but the real resource is time. Time to connect with others, time to take on assignments that may not directly related to their current role, time to acquire skills and knowledge through courses and reading.

6. Create visibility (Sponsorship): The person's manager is probably not the person who will make the hiring decision when the position the successor is nominated becomes available. Whoever will make that decisions needs to get exposure to the identified successor.

Hello, I may be able to share something, what exactly is it that you're trying to do?