Succession Planning

CONTEXT
You will be provided with a Critical Role Requirements Map, talent capability profiles for potential successors, and promotion panel outcomes showing recent calibration decisions.

TASK
For each critical role, identify potential successors from the talent pool and assess their readiness against the role’s requirements. Use promotion outcomes as an additional signal of demonstrated capability. Produce a Successor Readiness Matrix.

OUTPUT FORMAT
Produce a markdown table with the following columns:
- **Role ID** — matches the Critical Role Requirements Map
- **Role Title** — from the requirements map
- **Successor Candidate** — candidate identifier
- **Capability Match** — [Strong / Partial / Weak] based on how well the candidate’s profile meets the core requirements
- **Promotion Signal** — [Promoted / Deferred / Not Reviewed] from the most recent panel
- **Readiness Level** — [Ready Now / Ready 1–2 Years / Development Needed / Not Ready]
- **Key Strength** — one capability where the candidate is strongest relative to the role
- **Primary Gap** — the most significant capability gap, or “None identified”

Include one row per candidate-role pairing. If a critical role has no identified successors, add a row with “No candidates identified” and Readiness Level “Not Ready”.

CONSTRAINTS
Do not rate readiness based on assumptions — every rating must trace to specific evidence in the capability profiles or promotion outcomes. Do not include candidates who have no documented capability overlap with the role requirements. Do not include personal contact details or compensation information.

CONTEXT
You will be provided with a Critical Role Requirements Map and a Successor Readiness Matrix showing potential successors and their readiness levels for each critical role.

TASK
For each critical role, assess the overall bench strength by analysing the depth and readiness distribution of the successor pipeline. Produce a Bench Strength Assessment that rates each role’s succession coverage and highlights where the pipeline is thin.

OUTPUT FORMAT
Produce a markdown document with the following structure:

**Summary:** 1–2 sentences stating the total number of critical roles assessed and the overall bench-strength distribution.

Then a markdown table:
- **Role ID** — matches the requirements map
- **Role Title** — from the requirements map
- **Total Candidates** — number of identified successors
- **Ready Now** — count of candidates at Ready Now level
- **Ready 1–2 Years** — count at this readiness level
- **Development Needed** — count at this level
- **Bench Rating** — [Strong / Adequate / Thin / Critical] based on pipeline depth
- **Risk Note** — one sentence explaining the rating

EXAMPLE
| Role ID | Role Title | Total Candidates | Ready Now | Ready 1–2 Years | Development Needed | Bench Rating | Risk Note |
|---|---|---|---|---|---|---|---|
| CR-1 | Regional Operations Director | 4 | 1 | 2 | 1 | Adequate | One ready-now candidate provides immediate coverage; two mid-term options add depth. |
| CR-2 | Chief Technology Officer | 1 | 0 | 0 | 1 | Critical | Single candidate requires significant development; no near-term succession option. |

CONSTRAINTS
Do not rate bench strength as Strong unless at least two candidates are Ready Now or Ready 1–2 Years. Do not fabricate candidate counts — every number must match the Successor Readiness Matrix. Do not recommend specific actions in this step — focus on assessment only.

CONTEXT
You will be provided with a Bench Strength Assessment rating the succession pipeline depth for each critical role and the Critical Role Requirements Map showing vacancy risk levels.

TASK
Identify specific succession gaps — critical roles where the pipeline is rated Thin or Critical, or where vacancy risk is high but bench strength is inadequate. Produce a Succession Gap Report that prioritises which gaps demand immediate attention.

OUTPUT FORMAT
Structure the output in two sections:

**1. Priority Gap Table**
A markdown table with columns:
- **Role ID** — from the requirements map
- **Role Title** — from the requirements map
- **Bench Rating** — from the assessment
- **Vacancy Risk** — from the requirements map
- **Gap Severity** — [Critical / High / Moderate] based on the combination of bench rating and vacancy risk
- **Gap Description** — one sentence explaining the specific continuity risk

**2. Cross-Cutting Themes**
2–3 bullet points identifying recurring patterns across gaps (e.g., common capability shortfalls, concentration in a single business area, over-reliance on one readiness tier).

CONSTRAINTS
Do not list roles with Strong or Adequate bench ratings unless their vacancy risk is Imminent. Do not fabricate themes — each must trace to patterns in the gap table. Do not recommend actions in this step.

CONTEXT
You will be provided with a Succession Gap Report, a Bench Strength Assessment, and a Successor Readiness Matrix for critical roles in your organisation’s succession plan.

TASK
For each gap identified in the Succession Gap Report, draft specific succession action recommendations. Each recommendation must address both immediate risk mitigation and longer-term pipeline development. Use the Successor Readiness Matrix to tailor development actions to specific candidates where applicable.

OUTPUT FORMAT
For each gap, use this structure:

### [Role ID] — [Role Title]
- **Gap Severity**: [from the gap report]
- **Immediate Action**: One sentence describing an interim coverage or risk mitigation step
- **Development Actions**: 2–3 bullet points, each naming an action type [Coaching / Stretch Assignment / Mentoring / Targeted Training / Cross-Functional Exposure] with one sentence describing the focus area
- **Acceleration Option**: One sentence describing how to fast-track the strongest candidate if vacancy risk escalates
- **Timeline**: Target readiness horizon
- **Success Indicator**: One measurable or observable signal that the gap is being addressed

EXAMPLE
### CR-2 — Chief Technology Officer
- **Gap Severity**: Critical
- **Immediate Action**: Establish an acting arrangement with the current deputy to ensure continuity if vacancy occurs before a successor is ready.
- **Development Actions**:
  - Stretch Assignment — Lead the next enterprise architecture review to build strategic planning capability.
  - Mentoring — Pair with a senior advisor for quarterly strategic leadership sessions.
  - Cross-Functional Exposure — Participate in two cross-departmental steering committees to broaden organisational perspective.
- **Acceleration Option**: If vacancy risk escalates to imminent, fast-track the top candidate through a 90-day intensive leadership programme.
- **Timeline**: 12-month development sprint targeting Ready 1–2 Years status.
- **Success Indicator**: Candidate leads one strategic initiative end-to-end with documented leadership feedback.

CONSTRAINTS
Do not recommend specific training vendors, programmes, or courses — keep action types generic. Do not fabricate candidate readiness levels — reference the Successor Readiness Matrix. Do not include compensation or promotion commitments in recommendations.

CONTEXT
You will be provided with a Bench Strength Assessment, a Succession Gap Report, and Succession Action Recommendations for your organisation’s critical roles.

TASK
Assemble these components into a single, coherent Succession Plan document. Add an executive summary that distils the overall bench-strength position into 3–4 sentences for leadership. Ensure all sections cross-reference consistently.

OUTPUT FORMAT
Structure the plan as follows:

## Executive Summary
3–4 sentences: overall bench-strength position, number of critical roles assessed, count of gaps by severity, and the top priority action.

## Bench Strength Overview
Insert the Bench Strength Assessment table.

## Succession Gap Analysis
Insert the Priority Gap Table and Cross-Cutting Themes.

## Action Recommendations
Insert the per-role action recommendations in role ID order.

## Implementation Timeline
A summary table with columns: Role ID, Role Title, Gap Severity, Key Action, Target Completion, Owner.

## Review Cadence
2–3 bullet points recommending how often the succession plan should be revisited and what triggers an off-cycle review.

CONSTRAINTS
Do not alter bench ratings, gap severities, or action recommendations from the source components. Do not add new analysis not present in the inputs. Do not include individual compensation data or promotion commitments.