[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"detail-sidebar-cat-1-en-105":3,"doc-seo-351591-105":53,"doc-detail-351591-en":127},{"code":4,"msg":5,"data":6},0,"success",[7,14,19,24,29,34,39,44,49],{"id":8,"doc_module":9,"doc_module_name":10,"category_name":11,"show_sort_weight":12,"slug":13},11,1,"Template","Presentations",90,"presentations",{"id":15,"doc_module":9,"doc_module_name":10,"category_name":16,"show_sort_weight":17,"slug":18},12,"Resumes",80,"resumes",{"id":20,"doc_module":9,"doc_module_name":10,"category_name":21,"show_sort_weight":22,"slug":23},14,"Invoices",70,"invoices",{"id":25,"doc_module":9,"doc_module_name":10,"category_name":26,"show_sort_weight":27,"slug":28},15,"Posters",60,"posters",{"id":30,"doc_module":9,"doc_module_name":10,"category_name":31,"show_sort_weight":32,"slug":33},16,"Social Media",50,"social-media",{"id":35,"doc_module":9,"doc_module_name":10,"category_name":36,"show_sort_weight":37,"slug":38},17,"Forms",40,"forms",{"id":40,"doc_module":9,"doc_module_name":10,"category_name":41,"show_sort_weight":42,"slug":43},18,"Letters",30,"letters",{"id":45,"doc_module":9,"doc_module_name":10,"category_name":46,"show_sort_weight":47,"slug":48},21,"Paper Templates",5,"papers-templates",{"id":50,"doc_module":9,"doc_module_name":10,"category_name":51,"show_sort_weight":4,"slug":52},158,"General","general-158",{"code":4,"msg":54,"data":55},"ok",{"site_id":56,"language":57,"slug":58,"title":59,"keywords":60,"description":61,"schema_data":62,"social_meta":120,"head_meta":122,"extra_data":124,"updated_unix":126},105,"en","31-succession-planning-template-senior-succession-gap-analysis","3:1 Succession Planning Template - Senior Succession Gap Analysis","","3:1 Succession Planning Template provides a structured method for building replacement readiness across critical leadership roles. It explains the 3:1 process: identify key roles, assess a top-talent pool, match successors for immediate readiness, and run a Red-Amber-Green (RAG) assessment focused on skills, availability, diversity, and developmental needs. The template also includes a gap analysis view, then repeats assessment across a 12–24 month horizon and checks whether diverse candidates progress at a similar pace.",{"@graph":63,"@context":119},[64,80,102],{"@type":65,"itemListElement":66},"BreadcrumbList",[67,71,74,77],{"item":68,"name":69,"@type":70,"position":9},"https://docshare.wps.com","Home","ListItem",{"item":72,"name":10,"@type":70,"position":73},"https://docshare.wps.com/template/",2,{"item":75,"name":36,"@type":70,"position":76},"https://docshare.wps.com/template/forms/",3,{"item":78,"name":59,"@type":70,"position":79},"https://docshare.wps.com/template/31-succession-planning-template-senior-succession-gap-analysis/351591/",4,{"url":78,"name":59,"@type":81,"image":82,"author":87,"headline":59,"publisher":90,"fileFormat":93,"inLanguage":57,"description":61,"dateModified":94,"datePublished":95,"encodingFormat":93,"isAccessibleForFree":96,"interactionStatistic":97},"DigitalDocument",{"url":83,"@type":84,"width":85,"height":86},"https://docshare.wps.com/thumbnails/31-succession-planning-template-senior-succession-gap-analysis/351591.png","ImageObject",442,249,{"name":88,"@type":89},"Aria","Person",{"url":68,"name":91,"@type":92},"DocShare","Organization","application/pdf","2026-10-22","2026-09-22",true,{"@type":98,"interactionType":99,"userInteractionCount":101},"InteractionCounter",{"@type":100},"ViewAction",7,{"@type":103,"mainEntity":104},"FAQPage",[105,111,115],{"name":106,"@type":107,"acceptedAnswer":108},"What problem does the 3:1 succession planning approach aim to solve?","Question",{"text":109,"@type":110},"It ensures replacement plans for roles while building capability across a wider talent pool. It also mitigates risk to business continuity during planned or unplanned attrition and helps avoid one-for-one successor thinking.","Answer",{"name":112,"@type":107,"acceptedAnswer":113},"How is the 3:1 process different from standard succession planning?",{"text":114,"@type":110},"It combines identifying critical roles with looking for potential replacement options across the organisation within a reasonable timeframe. This shifts the focus from “what job next” to overall organisational risk and a broader talent pool.",{"name":116,"@type":107,"acceptedAnswer":117},"What does the RAG assessment cover in the template?",{"text":118,"@type":110},"The RAG assessment evaluates how diverse the successor options are (for example, at least 1/3 of the opposite gender per role), whether any key roles lack a diverse pipeline, and what actions should correct imbalance over time. It also considers experience, development focus, and how silo-driven the options are.","https://schema.org",{"og:url":78,"og:type":121,"og:title":59,"og:site_name":91,"og:description":61},"article",{"robots":123,"canonical":78},"index,follow",{"doc_id":125,"site_id":56},351591,1791083306,{"code":4,"msg":5,"data":128},{"doc_id":125,"user_id":129,"nickname":88,"user_avatar":130,"doc_module":9,"category_id":35,"category_name":36,"doc_title":59,"doc_description":61,"doc_content":131,"file_id":132,"file_url":133,"file_type":134,"file_size":135,"view_count":101,"is_deleted":4,"is_public":9,"is_downloadable":9,"audit_status":9,"page_count":79,"language":136,"language_code":57,"site_id":56,"html_lang":57,"table_of_contents":137,"faqs":138,"seo_title":139,"seo_description":61,"update_tm":140,"read_time":73},2336464648322,"https://ap-avatar.wpscdn.com/avatar/2200025388227c56fec?_k=1778556882303663488","3:1 Succession Planning Template  \nIntroduction  \nSuccession planning is an important factor for the success of any organisation – it drives career options for talent and more importantly it is a strong risk mitigant for business continuity in times of planned or unplanned attrition. We want to ensure that we always have a replacement plan for roles, but more importantly we want to build capability across a wider talent pool to give us options for roles, as well as wider options for talent. Typically however succession plans tend to focus on one for one replacements even where the same person might be the potential successor for a number of roles; they don’t take account of longer term planning or, more likely, they are dusted down when a vacancy occurs and where there is little time or opportunity to think about alternative options, especially options based on building diversity. A good succession plan is also really important at very senior levels where positions are likely to be filled by appointment rather than an open competition and especially when we know from data compiled by the Central Statistics Office, that more than 75% of senior executive roles are filled from within the organisation – so a critical aspect of building diverse talent pipelines.  \nWhat is the 3:1 process?  \nThe 3:1 process differs from standard succession planning in that it combines the two factors of:  \na) Identifying critical roles and  \nb) looking at potential options for replacement across the organisation – now or in a reasonable timeframe.  \nThis avoids the typical trap of ‘what job next for Jim/Jane’ and instead focuses on organisation risk and a more general talent pool approach. Focusing on seeing whether there is more than ‘one and done’ potential replacements for a role allows for identification of issues in terms of lack of gender options in the pipeline, silo driven skills, or multiple reliance on single individuals.  \nHow does it work  \nThe process follows several steps  \n1. Identify key roles that are required for key success factors, business continuity, regulatory requirements  \n2. Identify a pool of top talent defined as those having potential to progress. How diverse is this pool e.g. is at least 1/3 of each gender?  \n3. Conduct an objective assessment of matching the roles with potential top talent candidates who could step into the role immediately  \n4. Complete a Red, Amber, Green (RAG) status assessment of  \no How diverse are the options [e.g. is](e.g. is) at least 1/3 of the opposite gender per role?  \no Are there key roles that do not have any diverse pipeline of successors?  \no What action can and should be undertaken to correct this imbalance overtime?  \no How experienced are the options e.g. what development should we be focusing on now?  \no How silo driven are the options e.g. will they add to the diversity of thought at a senior forum, and how can we develop those skills now?  \no How abundant are the options e.g. do we even have 3 contenders and if not how would we address – do we like to ‘build’ our talent in which case what are we doing now to develop the pipeline or are we happy to ‘Buy’ in talent if we had to from the market. If the latter, do we know how abundant the skills are in the market and when was the last time we did a market scan, or hired professional support to carry out a market scan?  \n5. An overall view across all the roles then helps to identify organizational issues and priorities as well as role-based action plans  \n6. Finally, the assessment is repeated but with a 12-24 month timeframe to see if the situation is improving – if the RAG status is the same in 12 months as it is now, then more serious and focused action would be required  \n7. Check during the 12-24 month assessment that diverse candidates are advancing in preparedness at a similar pace to the overall pipeline  \nFor more ideas on succession planning and resourcing at senior levels – check out the 30% Club Executive and Board Resourci","cbCaisjguOGvKO79","https://ap.wps.com/l/cbCaisjguOGvKO79","pdf",177590,"English","# Introduction\n# What is the 3:1 process?\n# How does it work\n## Steps in the 3:1 process\n# 3:1 Senior Succession Gap Analysis template\n# Example of immediate assessment","[{\"question\":\"What problem does the 3:1 succession planning approach aim to solve?\",\"answer\":\"It ensures replacement plans for roles while building capability across a wider talent pool. It also mitigates risk to business continuity during planned or unplanned attrition and helps avoid one-for-one successor thinking.\"},{\"question\":\"How is the 3:1 process different from standard succession planning?\",\"answer\":\"It combines identifying critical roles with looking for potential replacement options across the organisation within a reasonable timeframe. This shifts the focus from “what job next” to overall organisational risk and a broader talent pool.\"},{\"question\":\"What does the RAG assessment cover in the template?\",\"answer\":\"The RAG assessment evaluates how diverse the successor options are (for example, at least 1/3 of the opposite gender per role), whether any key roles lack a diverse pipeline, and what actions should correct imbalance over time. It also considers experience, development focus, and how silo-driven the options are.\"}]","3:1 Succession Planning Template - Senior Succession Gap Analysis | PDF",1790094866]