Metrics & ROI of Succession Programs Flashcards
7 cards from real CSP practice questions. Tap to flip, then mark Knew It or Still Learning — missed cards come back until you master them.
Read the first 7 Metrics & ROI of Succession Programs flashcards as text
A company calculates its succession program ROI as 320%. What does this figure most directly indicate?
Answer: The program generated $3.20 in value for every $1 invested
ROI of 320% means the program returned $3.20 for every dollar spent, typically calculated as (Net Benefits / Program Cost) × 100.
Which metric best measures the SPEED at which succession pipelines develop ready candidates?
Answer: Pipeline velocity
Pipeline velocity tracks how quickly candidates move through developmental stages from identified successor to ready-now status.
An organization's external hire rate for senior leadership is 65%. From a succession planning perspective, this signals:
Answer: A weak internal talent pipeline requiring intervention
A high external hire rate for senior roles indicates the succession pipeline is not producing sufficient ready-now internal candidates.
Which formula correctly calculates the 'Succession Coverage Ratio'?
Answer: Number of identified successors / Number of critical roles
The Succession Coverage Ratio divides total identified successors by the number of critical positions, indicating how well roles are covered.
A CSP practitioner wants to isolate the succession program's impact from other HR interventions when calculating ROI. The most rigorous method is:
Answer: Using a control group comparison with similar organizations not running the program
Control group comparisons allow isolation of the program's specific impact by comparing outcomes between similar groups with and without the intervention.
The 'Time-to-Productivity' metric for internally promoted leaders is valuable because it measures:
Answer: How quickly succession candidates reach full performance after assuming new roles
Time-to-productivity measures how rapidly promoted internal candidates reach full performance effectiveness, which is typically shorter than for external hires.
Which of the following is a LEADING indicator in succession program measurement, as opposed to a lagging indicator?
Answer: Percentage of critical roles with at least two identified successors
Having identified successors per critical role is a leading indicator because it predicts future readiness, whereas metrics based on past outcomes are lagging indicators.