To fulfill the client's requirement for a succession plan with maximum plan strength for ten VP roles with identical skill sets, which two tasks should be carried out?

To fulfill the client's requirement for a succession plan with maximum plan strength for ten VP roles with identical skill sets, which two tasks should be carried out?

• A. Use the Job or Position plan type; Select and add a large number of candidates
• B. Use the Person plan type; Create a single candidate pipeline
• C. Use the Job or Position plan type; Filter to a small candidate pool
• D. Use the Succession Plan template; Limit the candidate pool

Answer: (A)

When planning succession for multiple roles that share the same requirements, orient the plan around the roles themselves (positions) rather than individual people. A Job or Position plan type centralizes the plan on the role, allowing you to build one broad pool of qualified candidates that can be mapped to any of the ten VP positions. With identical skill sets, you don’t need separate pipelines for each role; you can maintain a single, large candidate pool and assign successors to different VP roles as needed. This approach maximizes plan strength by ensuring there are many viable successors available, reducing gaps and increasing flexibility to fill all ten positions from the same pool. Choosing a Person plan type would tie the plan to individual profiles, which is less scalable when multiple roles share the same criteria. Filtering to a small candidate pool would weaken readiness, since there must be enough qualified candidates to cover all ten slots. The Succession Plan template can be helpful in some contexts, but it doesn’t inherently guarantee the breadth of the candidate pool and role-centric organization that a Job or Position plan type with a large pool provides.

When planning succession for multiple roles that share the same requirements, orient the plan around the roles themselves (positions) rather than individual people. A Job or Position plan type centralizes the plan on the role, allowing you to build one broad pool of qualified candidates that can be mapped to any of the ten VP positions. With identical skill sets, you don’t need separate pipelines for each role; you can maintain a single, large candidate pool and assign successors to different VP roles as needed. This approach maximizes plan strength by ensuring there are many viable successors available, reducing gaps and increasing flexibility to fill all ten positions from the same pool.

Choosing a Person plan type would tie the plan to individual profiles, which is less scalable when multiple roles share the same criteria. Filtering to a small candidate pool would weaken readiness, since there must be enough qualified candidates to cover all ten slots. The Succession Plan template can be helpful in some contexts, but it doesn’t inherently guarantee the breadth of the candidate pool and role-centric organization that a Job or Position plan type with a large pool provides.