What does succession planning actually mean?

There are so many definitions out there, but in simple terms it is all about planning to identify and grown talent within your business with the aim of filling leadership and business critical positions for the future. These can happen unexpectedly such as resignations, dismissal, ill health, redundancy, retirements or other unplanned circumstances.

We constantly talk about a skills and generation gap in Automotive, succession planning is an essential process for any automotive business seeking long term stability, security, agility and growth.

Our industry is unique, we have a blend of traditional craftsmanship, coupled with new and rapid technological innovation, and due to this we need a unique approach to people development that takes into account new and existing employees. A well thought out and structured plan will ensure continuity of critical roles, in turn minimising disruption during transitional periods and importantly it will maintain a pipeline of talented, well-trained individuals ready to adapt to the evolving needs of your business. But where do you start?

We know Automotive is characterised by technology, strict regulatory demands and is a highly competitive market. We need to account for both technical and soft skills, a multi-generational workforce with varying levels of experience, knowledge and learning. We need to plan for new disruptions with technology, fuel types, automation, mobility and digital systems including AI.

So, what do you want to achieve? What are your goals?

▪ Is it about ensuring leadership continuity and minimising gaps in critical roles?

▪ Is it about developing talent pools from both existing and new staff?

▪ Is it about retaining knowledge and technical expertise?

▪ Is it about supporting career progression and employee engagement?

What next?

You need to identify roles that are critical to business operations and future growth. For each key role, define what the core competencies required are, technical abilities, leadership skills, compliance knowledge, and innovative thinking. It’s a great opportunity of rethinking and reviewing job descriptions so you get what you actually want out of that role instead of doing what we’ve always done or what we believe our competitors do. There are no rules here.

What about existing staff?

You need to look at everyone, even people you may have discounted before or people that you think haven’t got the skills. Do you really know what people can or want to do now or can do in the future with training and support.

Make sure reviews and appraisals ask the right questions, look at potential for advancement, see if people are ready for new challenges and responsibilities.

Don’t wait till a role comes up, do it now have people ready to hit the ground running, get them shadowing people and doing some of the tasks. If you don’t do it for succession, do it for contingency or even better both!

Catalogue existing skills, certifications, and experiences of each team member. Discuss career interests and aspirations with employees to identify candidates interested in advancement,

even discuss hobbies and interests, maybe you have someone who is great a social media, a gamer who has AI knowledge and skills, don’t just focus on skills need to work with vehicles.

This information is vital and will help you match internal talent with potential succession paths and identify skills gaps.

What about new staff?

Attracting new talent is essential for filling gaps that cannot be met internally or for introducing fresh perspectives. Target candidates whose skills or experiences align with future industry trends, such as electric vehicle technology or data analytics. Develop robust onboarding programmes that embed new people into the company culture, safety protocols, and technical requirements. Pair new staff with experienced mentors to accelerate learning and get them engaged. Integration should be seamless, ensuring new staff quickly become productive and positive contributors to your business.

What about upskilling and training?

Continuous training is at the heart of all succession planning, particularly in an industry undergoing technological transformation. Invest in ongoing technical education, including manufacturer certifications, e-learning modules, and hands-on workshops. Get a good blend, as everyone learns differently.

Offer management training, communication workshops, and critical thinking exercises to prepare employees for supervisory roles. Encourage job rotation and short-term assignments in other departments to broaden skills and understanding of the business.

Don’t overlook the importance of transferable skills such teamwork, problem solving and using initiative.

Establish training roadmaps that align with both individual career aspirations and organisational needs. If an employee suggests some training or coaching, ask them to tell you what they will get out of it first then the business, rather than the other way around. Sometimes a training course may not seem relevant, but it can give the employee confidence to do other things that will help the business grow.

The automotive industry is dynamic, and job roles and competencies may need to evolve in response to new technologies and market demands. Periodically review job descriptions and responsibilities to ensure they reflect current realities and future requirements.

Develop clear frameworks that outline the skills, behaviours, and attributes needed for success in each role. Behaviours are key in all businesses. By regularly reviewing and updating roles, you maintain a future-ready workforce.

Succession planning can be sensitive, as employees may worry about favouritism or unclear criteria of how they can progress. Address these concerns by applying consistent, merit-based criteria for selection and development, include diversity in talent review panels, provide equal access to all development opportunities and above all be transparent. Not knowing how you can progress in a business can mean great talent will move on to somewhere that shows what you can achieve from day one.

A successful succession plan is not static; it evolves with the business. Cultivate a culture where ongoing learning, adaptability, and career development are valued. Encourage feedback from all staff, and use lessons learned to refine your approach.

You will not only future-proof your business, but you will also create an environment where employees feel valued, motivated, appreciated and ready to drive your business forward, feeling included and part of the solution. When employees feel great about where they work, they will tell others too, meaning you will have a dual pipeline of talent coming into and through your business.

Julie Eley - School of Thought