Succession planning is the surface for the question who could step up into this person's job description? For a selected employee it draws candidates from the org-structure vertical tree — the employee's org unit and every unit beneath it — and ranks them by a readiness score modelled on internal mobility. It does not read the reporting hierarchy at all.
The page presents those candidates as a ranked shortlist of potential successors, banded by readiness (Ready now / Emerging / Gap / Not ready). The score is a starting point for a conversation, not a nomination.
Where to find it
/{slug}/app/grow/succession → pick an employee from the picker. The shortlist loads immediately on selection — there is no separate "View" button.
The hard rule: the vertical tree
Candidates must sit in the same org-structure vertical tree as the incumbent — concretely, in the incumbent's org unit or any unit descended from it (OrgUnit → children). Anyone outside that subtree is excluded regardless of how well they would score. This is a gate, not a factor: you promote from within the branch.
This is the org-structure hierarchy (الهيكل التنظيمي), which is separate from the reporting line. Succession no longer walks the position-reporting tree; it walks the org-unit tree.
How the score is derived
Each candidate is scored against the incumbent's job description (its required competencies, job family, sub-sector, seniority and org unit) and the points are blended into a 0–100 score. It mirrors the internal-mobility score, with the reporting-hierarchy factor replaced by an org-proximity factor:
| Factor | Default weight | What it measures |
|---|---|---|
| Same job family | 30 | The incumbent's job description is in the candidate's current job family |
| Technical fit | 28 | How well the candidate's competencies meet the job description's technical requirements |
| General fit | 9 | How well the candidate's competencies meet the job description's general requirements |
| Same sub-sector | 9 | The incumbent's job description is in the candidate's sub-sector |
| Seniority fit | 12 | How close the candidate's level is to the job description — one step below fits best |
| Org-unit proximity | 10 | How close the candidate's unit sits below the incumbent's in the vertical tree |
| Saudi preference | 2 | Small boost when the job description prefers Saudis and the candidate is Saudi |
The enabled weights always total 100. An HR admin can retune every weight — or drop a factor entirely — from Score settings in the tab header; the change is saved per workspace and the shortlist recalculates.
The readiness bands
| Band | Default score |
|---|---|
| Ready now | 80–100 |
| Emerging | 60–79 |
| Gap | 40–59 |
| Not ready | below 40 |
Candidates are grouped under these bands, highest first. The score thresholds are configurable per workspace from Score settings (in the tab header) — set the minimum score for Ready now, Emerging, and Gap; anything below the Gap threshold is Not ready. The thresholds must stay descending.
When there is nothing to show
- The person is not assigned to a position. The score is derived from the person's current job description; with no position there is no job description to succeed.
- The position is not assigned to an org unit. Succession draws from the org-structure vertical tree — with no org unit there is no tree to draw candidates from.
- No one sits in the vertical tree. If the incumbent's unit and its sub-units hold no other employees, there are no candidates to rank.
What this is good for
- Ranking the bench within a branch. It answers, concretely, who inside the incumbent's part of the structure is closest to ready to step up — grounded in competencies, seniority and org closeness rather than a raw org-chart position.
- Tuning what "ready" means. Because the weights are configurable, a workspace can decide whether competencies, seniority, or org closeness should dominate its succession view.
What this is not
- A reporting-line read. Succession no longer surfaces "who reports into this person". It scores who could succeed the job description, from the org-structure branch.
- A nomination. Surfacing and scoring someone does not nominate them; that remains a human decision, often with input from the incumbent.
Next
The growth plan — where development is actually committed to and tracked — is the next page.