A complex industry and a radically-changing company. In this situation, reflections are often only business related, but business is done by individuals and it is they who bring success or failure to a project. This case explains how the HR Department, in conjunction with the business, succeeded in drawing a map of its company’s future needs in order to discover who the best are and when to cover a critical position. A succession plan that forms part of an integrated talent management model aligned with a strategy that serves to segment its employees’ potential, to build a map of organisational risks and to plan the succession of critical positions.

Succession plans are the best instrument for a company to have permanent information on its workforce’s talent and it can design and start up preparation plans for the best candidates, thus ensuring that it will always have suitable profiles for each position.

The company’s HR department was facing a complex situation:

The company’s HR managers set an ambitious goal: they wanted to change the firm’s leadership model, create a talent map and digitalise the information to make it easier to manage.

After starting up the plan, the company had at its disposal a clear road map containing accurate information of what its needs would be and which individuals could cover critical positions.

Having designed a map enabled them to:

Have the very best in the positions where they are needed.