Succession planning aims to reconcile demand and supply of the leadership, professional and technical expertise and capability that will be key to an organisation’s success in the future. It is a process by which one or more successors are identified for key roles, and career moves and/or development activities are planned for these successors. Successors may be fairly ready for the move (short-term successors) or seen as having longer-term potential (long-term successors). The focus is the skills or roles needed.
Talent management is the systematic identification, nurturing and developing of high-potential individuals who are seen to be of particular value to the organisation in the future. The focus is the individual.
Succession management is a wider set of resourcing and development processes within which succession planning sits. These include recruitment and selection, workforce planning, skills analysis, talent management and management development (including graduate and high-flyer programmes). The focus is the system.
To understand how these definitions coexist and interact, take a look at our visualisation.
Providing different kinds of opportunities to support the development of new or refresh existing skills.
Internationalisation is of central importance to higher education today, as the impact and implications of globalisation spreads into all aspects of institutions core businesses of teaching, learning, research and knowledge exchange.
The Leadership Foundation provides a dedicated service of support and advice on leadership, governance and management for all the UKs universities and Higher Education colleges.
Higher education governance has never been so high-profile. This site is a key resource for governors, council members and others interested in governance in higher education.
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