Executive Succession Plan Snapshot Questionnaire

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First Name*
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Last Name*
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Organization*
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Title / Position*
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Email*
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Mobile Phone*
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City*
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State*
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Rank agree or disagree
When interviewing candidates (internal or external), we specifically evaluate their potential for promotion.*
- Yes
- No
To evaluate a candidate's suitability for a role, we use documented success factors specifically established for the job.*
- Yes
- No
We have formally identified all critical roles (not just leadership roles) in our organization.*
- Yes
- No
For each critical role, we have nominated succession candidate(s) and formally evaluated their readiness for the role.*
- Yes
- No
We know who will transition into each senior leadership role in the organization.*
- Yes
- No
Each succession candidate has a documented development plan which is updated at least annually.*
- Yes
- No
Annually, we retain a minimum of 90% of incumbents in our critical roles.*
- Yes
- No
We regularly involve and communicate with the Board of Directors regarding our Succession Talent Plan.*
- Yes
- No
Within the last 12 months, we have had a professional evaluation of our retirement plan(s), to determine if we are offering a benefit that is consistent with the market 50th percentile (or higher) for all roles.*
- Yes
- No
Within the last 12 months, we have had a professional benchmarking analysis of cash compensation and total rewards, to determine if we are offering compensation/rewards that are consistent with the market 50th percentile (or higher) for each job.*
- Yes
- No
Our annual budget includes funding for the development plans of all succession candidates.*
- Yes
- No
We have budgeted the appropriate cash, benefits, and retirement benefits payouts for incumbents departing critical roles in the future.*
- Yes
- No
We have evaluated and documented at least two (2) potential exit strategies for the organization.*
- Yes
- No
We have commissioned an external business valuation; OR we have a conducted a full business analysis of our organization's assets.*
- Yes
- No
We have evaluated the financial liabilities associated with our organization's partnership/equity arrangements (if any).*
- Yes
- No
We regularly involve and communicate with the Board of Directors regarding our Succession Financial Plan.*
- Yes
- No
We involve multiple stakeholders in the interviewing/selection process.*
- Yes
- No
When a critical role becomes vacant, we generally have qualified and engaged internal candidates available for it.*
- Yes
- No
Newly hired and newly promoted employees participate in formal training during the first 2-8 weeks on the job.*
- Yes
- No
We offer a formal mentoring program to high-potential and succession candidates.*
- Yes
- No
We offer stretch assignments and cross-functional development opportunities to high-potential and succession candidates.*
- Yes
- No
We have a documented transition plan for all critical roles, including timelines and redundancy plans.*
- Yes
- No
We have documented the necessary knowledge conveyance (institutional, functional, and administrative) required for each critical role.*
- Yes
- No
We regularly involve and communicate with the Board of Directors regarding our Organizational Plan for succession.*
- Yes
- No
We have communicated the importance of Succession Planning to all employees.*
- Yes
- No
We measure employee engagement annually and establish goals for annual improvement.*
- Yes
- No
We obtain feedback from customers/patients/clients regarding the performance of our employees and teams.*
- Yes
- No
We have at least three (3) employee feedback and involvement mechanisms in the organization (suggestion committee with awards; formal problem-solving process; employee activities committee; employee focus groups etc.).*
- Yes
- No
We formally announce and celebrate the promotions of internal employees.*
- Yes
- No
For each critical role (as necessary), we have an external communication plan outlining transition details, names/roles, benefits of transition, and potential Q&A, and including names of constituent groups.*
- Yes
- No
For each critical role, we have an internal communication plan outlining transition details, names/roles, benefits of transition, and potential Q&A, and including names of internal constituent groups.*
- Yes
- No
We regularly involve and communicate with the Board of Directors regarding our Succession Communication Plan.*
- Yes
- No
Comments
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2575 East Camelback Road | Suite 700 | Phoenix, AZ 85016
Phone: 602-840-7505 | Toll-Free: 800-367-0155 | Fax: 602-808-5560

2575 East Camelback Road
Suite 700
Phoenix, AZ 85016

Phone: 602-840-7505
Toll-Free: 800-367-0155
Fax: 602-808-5560

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Insurance services provided through The Comp Consulting Companies, LLC.; a subsidiary of NFP Corp. (NFP). Doing business in Arizona as The Hebets Company (License #29172). Securities offered through Kestra Investment Services, LLC (Kestra IS), Member FINRA/SIPC. Investment advisory services may be offered through Kestra Advisory Services, LLC (Kestra AS), an affiliate of Kestra IS. Kestra IS and Kestra AS are not affiliated with NFP or its subsidiaries. Investor Disclosures: https://bit.ly/KF-Disclosures. The Hebets Company is a member of PartnersFinancial. PartnersFinancial is a membership platform of NFP Insurance Services, Inc., a subsidiary of NFP Corp. (NFP). Members of PartnersFinancial may or may not be affiliated with NFP. NFP and its subsidiaries and affiliates do not provide legal or tax advice. Please consult the appropriate tax or legal professional regarding your individual circumstances.

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Executive Succession Plan Snapshot Questionnaire

Rank agree or disagree