Succession planning is often treated as an HR process. For Saba Adil, CHRO, Edelweiss Life Insurance, that view is increasingly inadequate.
She argues that succession is really the outcome of a much deeper talent-management process: identifying who is ready now and who could be ready later, recognising critical talent, investing meaningfully in development and testing whether potential leaders can handle greater responsibility.
But there is another shift underway. Succession is moving beyond HR to become an organisational agenda, with the CEO, boards and nomination and remuneration committees playing a more active role.
In this excerpt from HRKatha Futurecast: The Future of Succession in BFSI, Adil explains why robust succession planning is as much about developing and retaining talent as it is about identifying the next leader.
The HRKatha Futurecast session was held in association with People Business.
