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Business Succession
Planning Sample. We
hope this meets your
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Ryan
Business Succession Planning – Developing and Maintaining a Succession Plan 1

This is a sample. The number of pages is limited.

PREFACE

Understanding Your Training Package

Your Velsoft training package contains the following items:

o Instructor Guide: Contains all textbook information plus this preface, icebreakers,
activities, delivery tips, and more!
o Student Manual: Contains textbook information as well as areas to take notes. Each
manual also includes an evaluation form, action plan, and recommended reading
list.
o Handouts: Contains pre- and post-class answer keys as well as any additional
information or activity resources.
o Pre-Assignment: Task for participants to complete before the workshop to get them
thinking about the learning that will take place.
o PowerPoint Slides: PowerPoint presentation highlighting talking points in the
course.
o Quick Reference Guide: Two-page cheat sheet of tips and facts covered in the
course.
o Outline: Word document that outlines the overview and objectives of the course
and summarizes each session to be covered.
o Advertorial: Pre-made flyer that you can customize and distribute.

Look what you get!

Fully customizable Word and PowerPoint files!
Instructor Guide PowerPoint Slides
Student Manual Quick Reference Guide
Handouts Outline
Pre-assignment Advertorial

 2005-2018, Velsoft Training Materials Inc.

Business Succession Planning – Developing and Maintaining a Succession Plan 2

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Preparing for Training

To begin, read through this Instructor Guide. This is intended to be a guide and not a bible! Be
guided by your experience, the needs of the participants, and your own common sense, as well
as the information in here. Most of the suggestions and all of the information have been
developed through research and hands-on, classroom experience, but you will want to
customize the material for your particular audience.

Practice writing on flip chart paper before the workshop. You may want to draw lines on the
paper (lightly, in pencil) to help you. As well, many of the flip charts suggested in this course can
be prepared ahead of time. The first page should be set up like this:
o Name of Workshop
o Facilitated by < Your Name>
o Your Organization’s Name

For an extra touch, include sheets with the words Courtesy, Participation, and Confidentiality
written on them and post them around the room. You might also want to add the words
Exercises, Role Play, Learning, and Fun.

Have an emergency kit ready with the following items:

o Extra markers
o Tape and sticky putty
o Adhesive bandages
o An extension cord
o Safety pins
o Tissues
o A bottle of water
o A fuzzy toy (which can be used for many activities and to spice up any lecture)

Arrive at least one hour before the start of the session to ensure that:
o Signs are placed directing trainees to your room.
o The classroom is set up as desired.
o You know where washrooms, break facilities, smoking areas, and fire exits are
located.
o You have all necessary resources for the day.
o Materials for the morning are laid out, particularly for the icebreaker.
o Pens, sticky notes, and scrap paper are placed at every table.
o If you are using a laptop, it should be connected to the projector and both items
should be turned on.

 2005-2018, Velsoft Training Materials Inc.

Business Succession Planning – Developing and Maintaining a Succession Plan 3

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Our Top 10 Training Tips

Although we will provide advice throughout the workshop, there are a few tips that we think
every trainer should know.
1. I always shake hands with each participant and introduce myself as they come into the
classroom. I find that it breaks the ice and sets the type of friendly atmosphere that is
conducive to learning.
2. I always practice before the big day, even if I have delivered the course beforehand.
3. Bring extra activities with you. I have a list of children’s games that I’ve adjusted for
adults.
4. Always have a backup plan! For example, if you plan to use PowerPoint slides, make
sure you have a copy of the Instructor Guide, which includes the information to be
covered.
5. I like to print my instructor guide and place it in a three-ring binder. I put any
customized information in here, plus during the workshop I make notes about what
worked and what didn’t. This will be a resource that you can build on in the future too!
6. Things will go wrong during your workshop. If you are well prepared and confident, you
should be able to resolve most situations quickly and easily. Try not to let participants
see you stressed!
7. Involve participants as much as you can. Have them help you set the agenda, guide
activities (by passing out or collecting forms, for example), lead discussions, and
improve the course. The more participants put into it, the more they will get out of it.
8. Be ready to learn. I have not yet taught a workshop where I didn’t learn something.
Challenge yourself!
9. Tie everything back to the workplace. It’s no good knowing information unless
participants know how to use it.
10. And finally… don’t be afraid to have fun! I always bring a few fuzzy toys with me. I use
them as a speaking hat during discussions – whoever is speaking has the toy. Plus, it
sparks creativity and keeps participants interested.

Materials Required

o Flip chart paper

o Markers
o Soft ball or object
o Trivia book such as the Guinness Book of World Records, or cards from a game like
Trivial Pursuit (Morning icebreaker)
o Portable stereo with energetic music (optional, but useful for afternoon energizer)

 2005-2018, Velsoft Training Materials Inc.

Business Succession Planning – Developing and Maintaining a Succession Plan 4

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Related Courses

o Creating a Top-Notch Talent Management Program

o Hiring for Success – Behavioral Interviewing Techniques
o Onboarding – The Essential Rules for Successful Onboarding Program
o Orientation Handbook – Getting Employees off to a Good Start

Additional Resources

If you would like more information on training, Velsoft offers Train-the-Trainer courses at
several different levels. We also like the following books:
o The Trainer’s Tool Kit, by Cy Charney and Kathy Conway
o Diversity Training, by Cris Wildermuth
o Games that Teach, by Steve Sugar
o Sivasailam Thiagarajan’s books on games and activities

If you have a favorite resource, please share it with us!

 2005-2018, Velsoft Training Materials Inc.

Business Succession Planning – Developing and Maintaining a Succession Plan 5

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AGENDA

8:30-8:45 Icebreaker: Monkey Business

8:45-9:00 Session One: Course Overview

9:00-9:30 Session Two: A Need for Succession Planning

9:30-10:00 Session Three: Defining a Succession Plan

10:00-10:15 Break

10:15-10:30 Session Four: Pre-Assignment Review

10:30-11:00 Session Five: Identifying Resources and Analyzing Risks

11:00-11:30 Session Six: Defining Roles, Responsibilities, and Functions

11:30-11:45 Session Seven: Gathering Information

11:45-12:00 Morning Wrap-Up

12:00-1:00 Lunch

1:00-1:15 Energizer: Let’s Get Physical

1:15-1:45 Session Eight: Forecasting Needs

1:45-2:15 Session Nine: Putting the Plan Together

2:15-2:30 Break

2:30-3:00 Session Ten: Putting the Plan Into Action

3:00-3:45 Session Eleven: Evaluating and Reviewing the Plan

3:45-4:15 Session Twelve: Your Action Plan

4:15-4:30 Workshop Wrap-Up

 2005-2018, Velsoft Training Materials Inc.

Business Succession Planning – Developing and Maintaining a Succession Plan 7

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Session One: Course Overview

(8:45-9:00)

Setting the Stage

Introductions
Introduce yourself. Establish credibility by giving examples of training experience, and your own
experiences with today’s topic, including some war stories if you have them.

Give the participants a chance to introduce themselves to you. You will probably want to know
their name, their department, their position title, and what their interest is in today’s topic.

Ground Rules
Ask participants for some ground rules that should be followed during the course. Record ideas
on flip chart paper. After the activity, create a final version and post them where everyone can
see.

Some common ground rules include:

o What we say in this room will stay in this room.
o We can disagree with one another and provide feedback as long as we do so
constructively and respectfully.
o We will all put on our listening hats when someone else is speaking.
o Everyone will participate to the extent that he or she feels comfortable. You get out
of a workshop what you put into it.
o We agree that this is the place to make mistakes and to learn.
o We agree to each be responsible for our own behavior.

Housekeeping Items
Let participants know:
o When the workshop will end
o When breaks and lunch will be
o Where they can find break and restroom facilities
o Where fire exits are and what will happen if there is an emergency
o What the building’s smoking policy is
o How you would like cell phones to be handled, although this should be agreed upon
by all participants
o What the classroom food and drink policy is

 2005-2018, Velsoft Training Materials Inc.

Business Succession Planning – Developing and Maintaining a Succession Plan 8

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Agenda Review

Present the agenda as a handout, PowerPoint slide, or on flip chart. Review the topics and the
timeline.

Here is how our in-house trainer handles some common concerns.

This looks like a lot of information. Will we be able to cover it all?

Reassure participants that today’s timeline is indeed feasible. If issues arise, promise that you
will involve participants in solving the problem, rather than cutting out topics or breaks
autocratically.

We’d rather spend more time on x rather than y. Is that possible?

If it is at all possible, accept suggestions like these. For example, you may be able to move an
activity (particularly discussion activities) from one topic to another. Make a few minutes
before the session to prepare.

I was expecting to discuss _______. Is it included in today’s course?

If it is included, reassure participants and let them know when it will be covered. If it’s not
included, suggest resources or provide additional information. If you don’t have the answers,
promise participants that you will track the information down and get it to them as soon as
possible. (Give a timeline if you can.)

I didn’t realize that this course covered_______. Why is it included in today’s course?
This can be a tough one! Usually, I briefly explain the connection and let participants know
more information will be provided when the topic is covered.

 2005-2018, Velsoft Training Materials Inc.

Business Succession Planning – Developing and Maintaining a Succession Plan 9

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Course Overview

Ask students to turn to Session One in their workbooks. Read the introduction below.

 Workbook Material

Change is a hallmark of today’s business world. In particular, our workforce is constantly

changing – people come and go, and move into new roles within the company. Succession
planning can help you make the most of that change by ensuring that when someone leaves,
there is someone new to take their place. This one-day course will teach you the basics
about creating and maintaining a succession plan.

Learning Objectives

At the end of this workshop, you will be able to:

o Demonstrate an understanding of the value of succession planning for successful
businesses.
o Demonstrate expertise with the key elements of a succession plan.
o Create and discuss aspects of a succession plan.
o Discuss the elements of a succession plan in terms of roles, responsibility, function,
scope, and evaluation.

Give participants a moment to write down their own learning objectives in their workbook.

Action Plans and Evaluations

Next, pass out evaluations and action plans. (Both of these items are in the Handouts folder and
the Student Manual.) Ask participants to work on these throughout the day. They will also have
a few minutes at the end of the workshop to finalize their ideas.

 2005-2018, Velsoft Training Materials Inc.

Business Succession Planning – Developing and Maintaining a Succession Plan 10

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Session Two: A Need for Succession Planning

(9:00-9:30)

Replacing vs. Succeeding

(15 minutes)

Successful succession planning means that if someone leaves an organization, the right person
is in place to take their place. Succession plans were first used by family owned companies as a
way to ensure that the business stayed in the family; if the business owner was the family
patriarch, it was common for the children to be “groomed” to take over the business. That
process evolved slightly as businesses began intensive research and preparation to replace
CEOs.

Today, succession planning means that businesses provide developmental, support, and search
activities to ensure that the organization continues effectively when people who occupy key
roles leave or are promoted.
o Succession planning is an aspect of workforce planning that concentrates on key
positions within the organization.
o Workforce planning involves all positions within the organization.
o Replacement hiring is a response to a vacancy; succession planning is a proactive
process that addresses needs before they exist.

If we hope to complete for talent in today’s workplace, then our organization has to make sure
that it appeals to, and can successfully compete for, the best talent available.

Succession planning means that we are working long term, like we do when we invest our
retirement savings. This is different than hiring in response to a vacancy.

Let’s have a look

at Session Two, it’s
one of my favorites.

 2005-2018, Velsoft Training Materials Inc.

Business Succession Planning – Developing and Maintaining a Succession Plan 11

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The Definitions

 Activity Ideas
 Slide and Workbook Material

Divide participants into groups of three to four and ask them to complete the following
exercise. Give them about seven minutes.

As you read each of the points below, decide whether they fit what you already know about
replacement hiring (write RH on the line) or succession planning (SP). Discuss each point with
your group to determine any subtle differences, areas of overlap, or questions that may arise.

Description SP or RH?

Quick answer to immediate need

Long-term commitment

Developing individuals

Based on current job descriptions

Based on new directions and expanded responsibilities to the job description

Uses input from the incumbent and supervisor

Uses input from multiple perspectives and resources

May offer advancement within the organization as a reward or result of seniority

Considers whether the right person is in the right role and merits advancement

Addresses developmental needs of an individual to ensure success in current and

future roles

Is integrated with recruiting, training development, and diversity factors

Must usually be done quickly and is not consistently coordinated with other
human resources activities

Can lead to finding the best person available at the moment

Focuses on the best candidate for the position

 2005-2018, Velsoft Training Materials Inc.

Business Succession Planning – Developing and Maintaining a Succession Plan 12

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The Reasons for Supporting Succession Planning

(15 minutes)

 Discussion Points
 Slide Material

Bring the group back together and highlight parts of their conversations about the
similarities or differences in succession planning and replacement hiring. There may be a few
points that groups will wish to debate, but the correct answers are below and in the
PowerPoint slides, with additional explanation for some points.

To confirm, the essential aspects of succession planning generally include:

o A longer process than replacement hiring.
o Considering the needs of the organization, rather than finding a body to fill a
vacancy.
o NOT addressing all roles within the organization (which would be workforce
planning). Succession planning looks at bringing the right people into key roles
before the need even arises.
o The best practices to ensure that an organization is able to benefit from having
the best people in the right places at the right time.

Description SP or RH? Notes

Quick answer to immediate need RH

Long-term commitment SP Like the stock market.

Developing individuals SP To grow and mentor them

toward new opportunities.

Based on current job descriptions RH Usually described by incumbent

and immediate supervisor.

Based on new directions and expanded SP The job description can be

responsibilities to the job description developed by multiple resources
and with input from a variety of
sources.

Uses input from the incumbent and RH

supervisor

 2005-2018, Velsoft Training Materials Inc.

Business Succession Planning – Developing and Maintaining a Succession Plan 13

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Description SP or RH? Notes

Uses input from multiple perspectives and SP

resources

May offer advancement within the RH For example, receiving

organization as a reward or result of promotion to team lead based
seniority on having the most seniority of
anyone else on the team.

Considers whether right person is in the SP People are not promoted based
right role and merits advancement on the amount of time spent in a
particular role or organization.

Addresses developmental needs of an SP

individual to ensure success in current and
future roles

Is integrated with recruiting, training SP

development, and diversity factors

Must usually be done quickly and is not RH

consistently coordinated with other human
resources activities

Can lead to finding the best person RH Often means a warm body in the
available at the moment right seat.

Focuses on the best candidate for the SP Is more time consuming and
position costly, but with far greater
benefits.

 2005-2018, Velsoft Training Materials Inc.

Business Succession Planning – Developing and Maintaining a Succession Plan 59

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Workshop Wrap-Up

(4:15-4:30)

Encourage participants to do some more learning about succession planning by reading,

attending workshops like this one, or participating in webinars. There are lots of resources
available, so the most difficult part can be deciding what to consider, and then implementing
what’s right for their workplace.

You can also encourage them to gather some case studies about organizations that have
successful and noteworthy succession plans. These are available in textbooks, periodicals,
newspapers, and more. With a little effort, they can find case studies that are about companies
within their industry, as well as noteworthy ones outside of their industry. Be sure to consider
the disasters, too, since it cannot hurt to avoid a costly mistake that someone else has already
experienced.

Since each region is different, it would be difficult for us to list examples pertinent to every
area. However, your participants will get tremendous value from you if you can provide them
with information about local resources such as human resource associations, regional or
national business magazines, and examples of local succession plans that have worked.

Take the last few minutes to answer any questions the class may have, and have them
complete the feedback forms and certificates.

 Trainer’s Tip

If you haven’t provided students with the Student Manual, print out the Recommended
Reading List and give it to participants as a bonus.

Let’s jump to the end

with the Workshop
Wrap-Up.

 2005-2018, Velsoft Training Materials Inc.