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About the Authors:
Astrid Reichel is a Full Professor of HRM and head of the HRM research group at University of Salzburg, Austria. She has been a 5C member since 2012.
Maike Andresen is a Full Professor and holds the chair of Human Resource Management and Organisational Behaviour at University of Bamberg, Germany. She has been a 5C member since 2013.

Succession planning is a strategic process aimed at ensuring that key positions within organizations are filled with the right people at the right time. Unlike reactive replacement hiring, succession planning is forward-looking and seeks to minimize the risk of leadership gaps. However, this process often relies on assumptions rather than individualized assessments—especially when it comes to women. 

The challenge: Women and perceived availability 

Succession planning inherently involves uncertainty, particularly regarding whether individuals will be available and suitable for future roles. As a result, decision-makers often base their expectations on group characteristics. This phenomenon, known as statistical discrimination, means that characteristics such as gender can unduly influence succession decisions. 

In many cases, women are assumed to be less available for leadership roles in the future, regardless of their actual intentions or capabilities. This perception is often rooted in societal patterns of childcare responsibilities, which are statistically more often carried by women. The result is the so-called “Maybe Baby Bias”: the assumption that women will eventually prioritize family over career, making investments in their development seem riskier. 

Surprisingly, well-intentioned family policies such as parental leave and subsidized childcare can inadvertently reinforce these biases. Research shows that in countries with more generous family policies, women receive fewer development opportunities to prepare for leadership roles. Rather than alleviating concerns about availability, such policies may inadvertently strengthen gendered stereotypes (Reichel et al., 2023 based on 5C data). 

The solution: Adaptive succession planning 

One effective HR practice to counter these biases is adaptive succession planning, which focuses on individual potential rather than generalized assumptions. This approach acknowledges  the inherent uncertainty of succession planning, but seeks to reduce it through continuous observation, evaluation, and adjustment. 

Key elements of adaptive succession planning include: 

• Early identification of talent based on objective and transparent criteria. 

• Individual development plans that account for both career goals and personal circumstances. 

• Clear communication with employees regarding their succession status. 

• Targeted development opportunities, such as cross-functional projects, mentoring (including cross-gender pairings), and performance-based assignments. 

Adaptive planning also involves ongoing monitoring and evaluation, allowing organizations to assess the effectiveness of development measures and adjust their succession strategies as needed. Importantly, organizations are encouraged to establish mechanisms that reduce unconscious bias, such as diverse assessment panels, clearly defined succession rules, and integration with broader diversity, equity, and inclusion goals. 

Conclusion 

Succession planning that relies on group-based assumptions risks overlooking capable candidates—particularly women. Adaptive succession planning provides a framework for making more accurate and equitable investment decisions by focusing on individual data rather than stereotypes. This not only benefits the careers of women but also strengthens organizational resilience by fully leveraging available talent. 

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The blog is based on:  

Reichel, A./Andresen, M. (2024): „Die bleibt doch eh beim Kind!“ : Berücksichtigung von Mitarbeiterinnen in der Nachfolgeplanung. Personal quarterly, 2024(3), 8–13. 

Reichel, A./Lazarova, M./Apospori, E./Afiouni, F./Andresen, M./Bosak, J./Parry, E./Bagdadli, S./Briscoe, J. P./Gianecchini, M./Suzanne, P./Taniguchi, M. (2023): The disabling effects of enabling social policies on organisations’ human capital development practices for women. Human Resource Management Journal, 33(1), 129–147. https://doi.org/10.1111/1748-8583.12431