Succession Planning is a proactive approach to ensuring continuity in key roles, transformation and operational stability, through the readying of future leaders for success.
Succession Planning is different to career development. Career development supports and enables the career aspirations of all staff. Succession planning, however, provides UCT with a systematic approach to manage risk and to prioritise UCT’s financial resources and sustainability.Succession Planning ensures focused development for critical and scarce roles while enabling the transfer and sharing of valuable institutional knowledge.
Our succession planning process focuses on building agile talent pipelines rather than static lists. It uses evidence-based assessments of staff potential and readiness, combined with performance data and the UCT’s competency framework, to identify high-potential talent and to prepare them for future opportunities in line with our vision, mission and values.
Why is this important?
It ensures continuity in critical roles and minimises disruption.
Provides clear career pathways for staff, boosting engagement and retention.
Supports diversity and inclusion in leadership.
Aligns talent development with UCT’s long-term strategy.
Reduces recruitment costs and time-to-fill for critical or scarce positions.
How does it work?
Succession planning is an ongoing and iterative process that includes:
Identifying scarce and critical roles (including other identified positions) considering current and future needs.
Reviewing talent, determining their potential and readiness.
Nominating and endorsing successors.
Creating development plans with targeted developmental interventions such as structured leadership development programs, coaching, mentorship and exposure to strategic projects.
Monitoring progress through regular reviews and feedback loops. This involves tracking development milestones, assessing readiness against role requirements, and adjusting plans as needed to ensure successors remain engaged and prepared.
FAQs
Is development only for successors?
No. Development is open to all staff. Succession planning however plans for scarce and critical roles to ensure business continuity and efficient use of development funding.
What if I’m not identified as a successor?
Not being identified as a successor does not mean you are overlooked. You can still develop toward roles you aspire to. Succession planning is a risk management tool, not a limitation on career mobility.
Does being a successor guarantee promotion?
No. It means UCT is investing in your development because we need to develop talent to fill scarce and critical roles. Placement in a new position will still need to follow UCT’s HR policies and guidelines.
Is this only for designated candidates?
No. Succession planning is a university-wide initiative that applies to all staff. It aims to support career development and institutional resilience. While transformation and equity objectives are considered, decisions are balanced with current operational needs to ensure fairness, sustainability, and continuity of service to our stakeholders. Placement in a new position will still need to follow UCT’s Employment Equity policies and guidelines.
How do I get involved?
Staff may participate through formal development opportunities, nominations, or applications as defined by policy, with transparent criteria and processes.
Complete your Candidate Profile on SuccessFactors, ensure that your qualifications are the most updated via the annual HEMIS data collection process which informs our information on our HRIS (SAP), and discuss your career aspirations with your line manager and ensure they are documented via the respective performance evaluation forms for Academics and PASS staff. If you need assistance in career development, please make use of the resources available on the HR website.
How will development be funded?
Normal staff learning funding applies. Additional funding models for succession development are being explored.
Will there be resources to help?
Yes. Our succession planning policy and toolkit for line managers are currently in piloting and refinement. Departments and faculties may opt into the pilot and access the draft toolkit. Feedback from participants will inform policy enhancements and the development of a formal rollout plan. Participation and feedback do not guarantee immediate changes to roles or processes but will shape future iterations.
For general succession planning inquiries and access to the toolkit, please contact your HR Business Partner.