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a calibrated talent review meeting\u003C\u002Fli>\n\u003Cli>Recognising and reducing bias, including similarity and recency bias\u003C\u002Fli>\n\u003Cli>Readiness categories and emergency cover arrangements\u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Developing Successors: Experience, Coaching and Knowledge Transfer\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n\u003Cli>Individual development plans that are specific and funded\u003C\u002Fli>\n\u003Cli>The 70:20:10 approach: stretch assignments, rotations and acting roles\u003C\u002Fli>\n\u003Cli>Mentoring, coaching and sponsorship\u003C\u002Fli>\n\u003Cli>Structured knowledge transfer from incumbents and expatriate specialists\u003C\u002Fli>\n\u003Cli>Retaining successors: career conversations, recognition and reward\u003C\u002Fli>\n\u003Cli>Managing expectations of employees who are not selected\u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>Governing and Measuring Succession Management\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n\u003Cli>Annual talent cycle and integration with performance and learning processes\u003C\u002Fli>\n\u003Cli>Succession metrics: bench strength, coverage ratio, readiness and internal fill rate\u003C\u002Fli>\n\u003Cli>Human capital reporting principles in ISO 30414\u003C\u002Fli>\n\u003Cli>Talent management systems and people analytics: benefits and data quality issues\u003C\u002Fli>\n\u003Cli>Reporting succession risk to the executive committee and board\u003C\u002Fli>\n\u003Cli>Action plan: improving succession management in your organisation\u003C\u002Fli>\n\u003C\u002Ful>","\u003Cp>By the end of this programme, participants will be able to:\u003C\u002Fp>\n\u003Cul>\n\u003Cli>Explain how succession management supports strategy, continuity and workforce localisation objectives\u003C\u002Fli>\n\u003Cli>Identify critical roles using business impact, scarcity of skills and vacancy risk rather than grade alone\u003C\u002Fli>\n\u003Cli>Build success profiles that describe the experience, capabilities and behaviours each critical role requires\u003C\u002Fli>\n\u003Cli>Assess performance, potential and readiness using several sources of evidence\u003C\u002Fli>\n\u003Cli>Facilitate a calibrated talent review and reduce common rating biases\u003C\u002Fli>\n\u003Cli>Produce a succession plan with realistic readiness timings and emergency cover for each critical role\u003C\u002Fli>\n\u003Cli>Design individual development plans that combine stretch assignments, mentoring, coaching and formal learning\u003C\u002Fli>\n\u003Cli>Plan knowledge transfer from incumbents and specialists to successors\u003C\u002Fli>\n\u003Cli>Select metrics such as bench strength, successor coverage and internal fill rate, and report them to leadership\u003C\u002Fli>\n\u003Cli>Prepare an action plan to strengthen the succession process in their own organisation\u003C\u002Fli>\n\u003C\u002Ful>","\u003Cul>\n\u003Cli>\u003Cstrong>HR leaders:\u003C\u002Fstrong> HR directors, heads of talent management, organisational development and learning\u003C\u002Fli>\n\u003Cli>\u003Cstrong>HR business partners\u003C\u002Fstrong> who facilitate talent reviews and workforce planning\u003C\u002Fli>\n\u003Cli>\u003Cstrong>Senior line managers:\u003C\u002Fstrong> heads of department and division responsible for developing their teams\u003C\u002Fli>\n\u003Cli>\u003Cstrong>Localisation and workforce planning managers\u003C\u002Fstrong> in government entities and national companies\u003C\u002Fli>\n\u003Cli>\u003Cstrong>Talent and assessment specialists\u003C\u002Fstrong> moving into programme leadership roles\u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>Participants should have management or senior HR experience and some involvement in performance or talent processes. The programme is not designed as an exam preparation course for any professional certification.\u003C\u002Fp>","\u003Cul>\n\u003Cli>Critical role identification and succession risk assessment\u003C\u002Fli>\n\u003Cli>Success profile and competency definition\u003C\u002Fli>\n\u003Cli>Assessment of performance, potential and readiness\u003C\u002Fli>\n\u003Cli>Talent review facilitation and calibration\u003C\u002Fli>\n\u003Cli>Successor development planning\u003C\u002Fli>\n\u003Cli>Knowledge transfer and localisation planning\u003C\u002Fli>\n\u003Cli>Successor retention and career conversations\u003C\u002Fli>\n\u003Cli>Succession metrics and human capital reporting\u003C\u002Fli>\n\u003Cli>Succession risk reporting to executives and boards\u003C\u002Fli>\n\u003C\u002Ful>","\u003Cp>When a critical role falls vacant without a ready successor, organisations lose time, knowledge and sometimes stakeholder confidence. Many succession plans are lists of names that were never tested. This programme gives HR and senior leaders a practical method to identify critical roles, assess readiness fairly, develop successors deliberately and report succession risk to leadership.\u003C\u002Fp>","\u003Cp>Succession planning often fails quietly. Critical roles are defined by grade rather than by business impact, potential is judged by one manager's opinion, the same few names appear on every plan, and development actions are agreed but never funded or followed up. When a senior leader leaves, retires or moves, the organisation discovers that its \"ready now\" successor is not ready, or has already left. In public bodies and national companies, localisation targets and the need to transfer knowledge from expatriate specialists add further pressure.\u003C\u002Fp>\n\u003Cp>This programme treats succession as a continuous management process, not an annual form. It moves through five stages: identifying critical roles and succession risk, defining what success in those roles requires, assessing performance, potential and readiness with evidence, developing successors through planned experience, and governing the process through talent reviews, metrics and reporting to leadership.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Built on recognised practice.\u003C\u002Fstrong> The programme references widely used people management practice, including the ISO 30414 guidelines for human capital reporting, CIPD guidance on succession planning and talent management, competency frameworks, the leadership pipeline concept of transitions between management levels and the 70:20:10 approach to development. Participants learn how to apply these ideas with judgement rather than as templates.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Decisions this programme improves.\u003C\u002Fstrong> Which roles genuinely need a succession plan; whether to build successors internally or recruit externally; how to judge potential fairly and reduce bias in talent reviews; how much development investment to direct to which successors; how to handle high performers who are not selected; and what succession information the executive team and board should review.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>How it is delivered.\u003C\u002Fstrong> Twenty hours across five sessions, built around one running case: an organisation facing several senior retirements and a localisation target within a short period. Participants map critical roles, run a calibrated talent review, build successor development plans and prepare a succession risk report for the executive committee.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>In-house option.\u003C\u002Fstrong> For organisations, the programme can be tailored to your own competency framework, grading structure, performance system and localisation objectives, and delivered for HR business partners and line leaders together so that talent reviews use a shared language and shared evidence.\u003C\u002Fp>","Training Program","Intermediate to Advanced","mdi-comment",[320,327,332],{"id":321,"schedule_slug":322,"start_date":323,"end_date":324,"price":325,"city_id":32,"days":289,"city_name":326},609530,"succession-planning-and-management-in-dubai","2026-10-25","2026-10-29","4500.00","Dubai",{"id":328,"schedule_slug":329,"start_date":330,"end_date":331,"price":325,"city_id":32,"days":289,"city_name":326},701419,"N\u002FA","2027-03-08","2027-03-12",{"id":333,"schedule_slug":329,"start_date":334,"end_date":335,"price":325,"city_id":32,"days":289,"city_name":326},703324,"2027-05-03","2027-05-07",[337,345,353,361,368,373,379,385,387,391,395,400],{"id":338,"schedule_slug":339,"start_date":340,"end_date":341,"price":342,"city_id":343,"days":289,"city_name":344},610259,"succession-planning-and-management-in-london","2026-11-15","2026-11-19","5900.00",4,"London",{"id":346,"schedule_slug":347,"start_date":348,"end_date":349,"price":350,"city_id":351,"days":289,"city_name":352},610740,"succession-planning-and-management-in-cairo","2026-11-29","2026-12-03","4000.00",11,"Cairo",{"id":354,"schedule_slug":355,"start_date":356,"end_date":357,"price":358,"city_id":359,"days":289,"city_name":360},610989,"succession-planning-and-management-in-paris","2026-12-06","2026-12-10","5500.00",12,"Paris",{"id":362,"schedule_slug":363,"start_date":364,"end_date":365,"price":366,"city_id":303,"days":289,"city_name":367},611782,"succession-planning-and-management-in-live-online","2026-12-27","2026-12-31","2900.00","Live Online",{"id":369,"schedule_slug":329,"start_date":370,"end_date":371,"price":325,"city_id":260,"days":289,"city_name":372},700558,"2027-01-18","2027-01-22","Kuala Lumpur",{"id":374,"schedule_slug":329,"start_date":375,"end_date":376,"price":325,"city_id":377,"days":289,"city_name":378},701689,"2027-03-14","2027-03-18",46,"Doha",{"id":380,"schedule_slug":329,"start_date":381,"end_date":382,"price":358,"city_id":383,"days":289,"city_name":384},706002,"2027-07-12","2027-07-16",10,"Amsterdam",{"id":386,"schedule_slug":329,"start_date":381,"end_date":382,"price":366,"city_id":303,"days":289,"city_name":367},706021,{"id":388,"schedule_slug":329,"start_date":389,"end_date":390,"price":342,"city_id":343,"days":289,"city_name":344},707830,"2027-08-30","2027-09-03",{"id":392,"schedule_slug":329,"start_date":393,"end_date":394,"price":342,"city_id":343,"days":289,"city_name":344},709613,"2027-10-25","2027-10-29",{"id":396,"schedule_slug":329,"start_date":397,"end_date":398,"price":325,"city_id":255,"days":289,"city_name":399},710032,"2027-11-08","2027-11-12","Istanbul",{"id":401,"schedule_slug":329,"start_date":402,"end_date":403,"price":404,"city_id":405,"days":289,"city_name":406},711379,"2027-12-19","2027-12-23","4300.00",7,"Kuwait",{"id":32,"city_name":326,"city_slug":408,"country_id":32,"country_name":409,"country_continent":410,"featured":32,"price":411,"image_alt":412,"image_icon":250,"title":250,"h1_tag":413,"content":414,"description":415,"what_to_do":416,"cover":287},"dubai","United Arab Emirates","Asia",4500,"Things-To-Do-In-Dubai","Training courses in Dubai, UAE","\u003Cp dir=\"ltr\" style=\"text-align: left;\">Elite Academy can deliver its complete portfolio of professional training programs in Dubai. With a global business, aviation and services hub with excellent international accessibility, the destination suits both scheduled learning and tailored arrangements for organizations or individual professionals.\u003C\u002Fp>","\u003Cp dir=\"ltr\" style=\"text-align: left;\">As an Elite Academy training destination, Dubai provides access to our full portfolio rather than a city-specific set of specializations. The city is a global business, aviation and services hub with excellent international accessibility, creating a suitable environment for organizations developing their teams and for professionals attending independently. Upcoming scheduled courses are listed on this page, while any other Elite Academy program can also be requested for delivery in Dubai, subject to scheduling and delivery requirements. Explore the schedule or browse our training areas to find the right option.\u003C\u002Fp>",{"food":417,"places":426,"shopping":435,"experience":444},{"items":418,"title":425},[419,421,423],{"text":420},"Al Ustad Special Kabab",{"text":422},"Ravi Restaurant",{"text":424},"Arabian Tea House","Dining",{"items":427,"title":434},[428,430,432],{"text":429},"Burj Khalifa",{"text":431},"Al Fahidi Historical Neighbourhood",{"text":433},"Museum of the Future","Landmarks",{"items":436,"title":443},[437,439,441],{"text":438},"The Dubai Mall",{"text":440},"Mall of the Emirates",{"text":442},"Deira Gold Souk","Shopping",{"items":445,"title":452},[446,448,450],{"text":447},"Desert safari",{"text":449},"Abra ride on Dubai Creek",{"text":451},"Dubai Fountain show","Experience",{"image_url":287,"image_alt":454,"alt_text":287,"meta_title":455,"meta_description":456,"canonical_url":287,"schema_json":287,"include_in_sitemap":457,"robots_index":457,"robots_follow":457,"robots_advanced":287,"og_title":286,"og_description":456,"og_url":287,"twitter_card":458},"SeoMetadata image","Succession Planning and Management | Elite Academy","When a critical role falls vacant without a ready successor, organisations lose time, knowledge and sometimes stakeholder confidence.",false,"summary",[],[461,469,478],{"id":462,"name":463,"name_2":287,"slug":464,"schedule_slug":465,"start_date":323,"end_date":324,"days":289,"hours":290,"city_id":303,"city_name":367,"price":466,"country_name":467,"program_level":317,"program_type":316,"short_details":468,"featured":250,"upcoming":250,"relevance_score":250},609466,"HR Budgeting and Performance Using Balanced Scorecards","hr-budgeting-and-performance-using-balanced-scorecards","hr-budgeting-and-performance-using-balanced-scorecards-in-live-online",2900,"Online","\u003Cp>HR budgets are often built by rolling last year's figures forward, while HR performance is reported through activity counts that finance and executives do not value. This programme gives HR and finance leaders a practical method to build a defensible HR budget, link it to strategy and measure HR's contribution with a balanced scorecard.\u003C\u002Fp>",{"id":470,"name":471,"name_2":250,"slug":472,"schedule_slug":473,"start_date":474,"end_date":475,"days":289,"hours":290,"city_id":260,"city_name":372,"price":411,"country_name":476,"program_level":317,"program_type":316,"short_details":477,"featured":250,"upcoming":250,"relevance_score":250},644725,"Human Resources Strategy: Development and Implementation","human-resources-strategy-development-and-implementation","human-resources-strategy-development-and-implementation-in-kuala-lumpur","2026-10-26","2026-10-30","Malaysia","\u003Cp>\u003Cspan style=\"font-weight: 400;\">The aim of this course is to equip HR professionals with practical, hands-on skills to develop, implement, and monitor effective HR strategies that align with organizational goals.\u003C\u002Fspan>\u003C\u002Fp>",{"id":479,"name":480,"name_2":287,"slug":481,"schedule_slug":482,"start_date":483,"end_date":484,"days":289,"hours":290,"city_id":485,"city_name":486,"price":487,"country_name":488,"program_level":317,"program_type":316,"short_details":489,"featured":250,"upcoming":250,"relevance_score":250},609834,"Leadership and Strategic Human Resources Management","leadership-and-strategic-human-resources-management","leadership-and-strategic-human-resources-management-in-vienna","2026-11-01","2026-11-05",6,"Vienna",5100,"Austria","\u003Cp>Many HR functions still spend most of their time on administration while leaders struggle to find, develop and keep the capabilities their strategy needs. This programme gives HR leaders and senior managers a practical framework to align people strategy with organisational strategy, lead HR as a business function and measure its contribution.\u003C\u002Fp>","en",{"data":492,"code":280,"status":281,"message":517},[493,497,501,505,509,513],{"id":494,"title":495,"slug":496},28,"Executive Leadership & Senior Management","executive-leadership-and-senior-management",{"id":498,"title":499,"slug":500},30,"Leadership Development","leadership-development-2",{"id":502,"title":503,"slug":504},29,"management skills","management-skills",{"id":506,"title":507,"slug":508},18,"Human Resources & Talent Management","human-resources-and-talent-management",{"id":510,"title":511,"slug":512},21,"finance and accounting","finance-and-accounting",{"id":514,"title":515,"slug":516},32,"risk, governance, and compliance","risk-governance-and-compliance","message.Categories have been retrieved successfully"]