71% of employees report satisfaction with employer-provided upskilling/reskilling programs, and companies with strong learning cultures see 30–50% higher retention teamshares.com+10aiirconsulting.com+10economictimes.indiatimes.com+10wecreateproblems.com+6talentlms.com+6sumtotalsystems.com+6
Whether your organization is large, medium, or small, having a succession plan is not just a best practice—it's a necessity. Succession planning ensures business continuity, nurtures internal talent, and empowers employees to take on greater responsibilities. This article explores both leadership responsibilities and employee strategies in building a thriving, opportunity-rich workplace.
Why Succession Planning Matters
Succession planning is the proactive process of preparing internal talent to move into critical roles over time. Organizations that approach this strategically—by allocating time and resources for employees to learn, grow, and apply new skills—tend to outperform others in employee retention and satisfaction.
When employees are given opportunities to develop and be challenged, they are more likely to stay and excel. A well-executed succession plan aligns talent development with organizational goals and makes future transitions smoother and more sustainable.
Challenges in Diverse Work Environments
At DMC, we’ve partnered with organizations that face complex internal dynamics—ranging from unionized and non-unionized teams to hourly and salaried roles. These differences can make it more difficult to implement succession planning without concerns of favoritism or contract violations, especially when employees are in similar classifications.
Additionally, the daily demands of operations—whether monthly reports or quarterly objectives—often prevent leaders from looking ahead. As a result, many organizations wait until the last minute to fill critical roles, often hiring externally. This can leave internal employees feeling overlooked and demotivated—especially when they’re the ones training the new hire.
The Employer’s Role: Strategy, Transparency, and Development
To lead successful succession planning efforts, employers must:
Define the skills and mindsets required for leadership roles.
Evaluate internal talent to identify both capabilities and gaps.
Create personalized development plans based on these insights.
Transparency is critical. Communicate clearly about:
Which behaviors, attitudes, and leadership approaches are needed.
What learning paths or training opportunities are available.
What performance markers define success for future roles.
Too often, employers highlight technical skill requirements but ignore soft skills, approach, or mindset. Employees who demonstrate the right leadership behaviors—such as initiative, collaboration, and resilience—are often the ones organically positioned for growth. Don't leave that to chance; name and nurture those behaviors.
The Employee’s Role: Mindset, Alignment, and Initiative
For employees, growth isn’t just about hard skills. It’s about:
Attitude
Communication style
Energy and work ethic
Willingness to go the extra mile
Alignment with what matters most to the organization
If you're not sure what your leadership values—ask. At DMC, we often coach employees who are working hard on tasks they personally care about but are misaligned with the company’s priorities. These employees often feel frustrated when they're not recognized or promoted.
Success comes when you align your efforts with your employer’s key priorities. Be proactive. Seek clarity on what matters most in your role and what it takes to move forward. Show that you're invested in the bigger picture.
Real-World Inspiration: Learning from Leaders
Recently, I listened to a powerful podcast featuring the CFO of Meta and a co-founder of Stripe. The Meta CFO shared how, early in her career, an executive recognized her potential and encouraged her to pursue a path that could lead to the CFO role. Today, she is one of the youngest CFOs at a Fortune 500 company—leading finance at one of the most successful companies in the world.
The lesson? Succession planning and professional development are real, impactful strategies—not just for executives, but for employees at every level.
👉 You can listen to the podcast here: https://www.youtube.com/watch?v=z6PHZJLo2Sk
Final Thoughts
For succession planning to work, both employers and employees must take initiative:
Employers must be transparent, strategic, and supportive.
Employees must be self-aware, curious, and aligned with the organization's mission.
At DMC, we believe in co-creating environments where everyone has the tools and clarity to grow. If your organization is ready to take succession planning seriously, we're here to help.
Upskilling & Reskilling: Additional Resources
71% of employees report satisfaction with employer-provided upskilling/reskilling programs, and companies with strong learning cultures see 30–50% higher retention teamshares.com+10aiirconsulting.com+10economictimes.indiatimes.com+10wecreateproblems.com+6talentlms.com+6sumtotalsystems.com+6.
52% of U.S. workers participated in an upskilling program over the past year (Gallup) nikolaroza.com.
94% of business leaders expect employees will need new skills on the job by 2026 nikolaroza.com+1sumtotalsystems.com+1.
McKinsey reports 42% of employees want upskilling opportunities; interest is highest among younger and underrepresented groups (e.g., 63% of 18–24, 54% of Black respondents) mckinsey.com.
More than 70% of employers plan to offer upskilling and reskilling to their workforce by 2025 learning.linkedin.com+9sumtotalsystems.com+9shrm.org+9.
60%+ of workers need training before 2027 and only half currently have access to adequate programs imocha.io.
The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.