Successor Readiness Index
A succession plan without readiness data is just wishful thinking. HR leaders must quantify how prepared their talent really is to step into key roles.
Succession planning is often treated as a checklist—identify potential successors, assign a mentor, and move on. But without a clear view of readiness, even the best-looking plan can collapse the moment a key leader leaves.
That’s where the Successor Readiness Index (SRI) comes in. It’s a structured way to assess whether identified successors are genuinely capable of stepping into a role—now or in the near future.
What Is the Successor Readiness Index?
The SRI often includes scoring across these dimensions:
- Role Fit: Alignment of the successor’s current skills and traits with the target role
- Performance History: Evidence of consistent results in prior roles
- Leadership Competency Match: Fit with the organization’s leadership model
- Readiness Timeline: Estimation of how soon they could step in—now, 12–24 months, or 2+ years
Why Readiness Matters More Than Names
With the SRI, HR can distinguish between potential and readiness—and take informed action to bridge the gap.
Common SRI Tiers (and What They Mean)
Organizations often use a simple tiered structure:
- Ready Now – Could assume the role today with minimal transition risk
- Ready Soon (12–24 months) – Strong internal candidate, needs targeted development
- Ready Later (2+ years) – High-potential individual, needs significant experience shift
This structure helps HR prioritize development investments and informs leadership continuity planning.
Integrating SRI into Talent Reviews
SRI isn’t a standalone tool. It should be embedded into broader talent review processes, such as:
- Annual succession planning reviews with the CEO or board
- Talent calibration sessions
- Leadership development program intake
- Workforce planning and risk assessment cycles
Risk Management and Talent Insurance
The Successor Readiness Index is not just about development—it’s about risk. What if your CFO quits tomorrow? Who’s truly prepared to take over?
HR leaders can partner with Finance and Risk teams to quantify leadership continuity risk by combining SRI data with role criticality metrics.
Building a Readiness Culture
SRI becomes more than a metric when it drives behavior. When readiness is tracked, discussed, and rewarded, leaders are more likely to:
- Actively develop their teams
- Sponsor potential successors in real assignments
- Participate in cross-functional talent reviews
And that’s exactly what succession planning should do: not just name successors, but build them.
Final Thought
Succession planning is no longer a theoretical exercise. The Successor Readiness Index helps HR turn talent assumptions into measurable, actionable insights—and prepares organizations for tomorrow’s uncertainty.