White Paper - Succession Planning: The Missing Ingredients

Succession Planning: The Missing Ingredients

Cezanne Software White Paper

Cezanne Software Ltd · T: +44 (0)20 7202 9300 · F: +44 (0)20 7202 9321 · E: info.uk@cezannesw.com · www.cezannesw.com

Contents

• Introduction
– why succession planning is relevant NOW 3

• Mind the Middle Management Gap 4

• Joining up the Dots 6

• Keeping Development on the Radar 8

• Keeping Line Managers in the Loop 10

• Robust Systems and Processes 12

• Getting Fit for the Future 14

• About Cezanne 16


Introduction - 3

Introduction - Why succession planning is relevant NOW

At a time when survival is still top of But the constantly changing and highly
the agenda in many organisations, competitive environment we’re currently
in means it’s more important than ever
it may seem incongruous to focus
to make sure that talent and succession
on planning ahead for succession. initiatives are delivering the goods. Cezanne’s
experience of working with numerous
The first tentative green shoots of recovery organisations suggests there are several
may be appearing, but the reality is that key areas where organisations struggle
private sector organisations are still hunkering to ‘join the dots’.
Julie Windsor,
Cezanne Software
down, tightening their belts and shedding
jobs. There are undoubtedly difficult times
There are some issues – such as line
ahead in the public sector too, with estimates
manager involvement – that are regarded
suggesting 350,000 jobs will be lost between
as ‘difficult’ to deal with, so they get left out.
now and 2015.
Or other areas, like providing wider access
to talent data, that organisations perceive
So at a time when no-one quite knows what will force them to be more ‘transparent’
is around the corner and talented people about their processes than they are
are in plentiful supply, why bother with comfortable with.
succession planning?
The trouble is, if important issues like
Our view is that it comes back to the old these are brushed aside, the result is
adage about knowledge being power. If a talent management and succession
organisations don’t know who they’ve got planning programme that is dis-jointed
and what they’re good at, how can they and only working at half pitch.
ensure the business is equipped to meet
the next challenge, whatever that might be?
This report provides an overview of the
common ‘missing links’ and gives guidance
If companies don’t know what their people are for those organisations who want to meet
potentially capable of, how can they ensure the challenges face on and take their talent
they are maximising their talent and getting management and succession planning
the absolute best out of their employees? activities from good to great.

If they don’t have a clear picture of where the
best people are sitting in the organisation,
how can they slot them into the right place “Employers have to know where
at the right time as circumstances change? their key talent is if they are to
meet business critical needs.
Forward-looking organisations have It’s about ensuring your business
already recognised that an on-going focus is sustainable.”
on succession planning will enable them to Claire McCartney, CIPD
keep fit for the future. Recent research from
the Chartered Institute of Personnel and
Development (CIPD) shows that many
businesses strongly believe effective talent
management could help them out of recession
- and they are in fact spending more time
on engaging, motivating, retaining and fully
using the skills of their existing workforce.

Cezanne Software Ltd · Succession Planning: The Missing Ingredients

4 - Mind the Middle Management Gap

Mind the Middle Management Gap

Succession planning programmes roles, which are absolutely critical to the
typically revolve around the top day-to-day running of the business.
layer of the organisation – the critical They are being groomed for bigger and
positions that provide leadership better things – but is anyone ready to
for the business and keep a firm step into their shoes when they move on?
hand on the steering wheel. How near are the people in their teams or
specialist areas to being ready and able to fill
There are of course good reasons for this. the gap their eventual promotion will leave?
The people who sit in these senior roles
are the ones who have the knowledge Depth, timing and the health of the talent pool
and experience that will take the are three critical issues that organisations
organisation forward. need to consider when they are fine-tuning
their succession planning activities.
If the business is to meet the challenges
ahead, it has to have a cadre of talented Depth
people, ready to step into these pivotal
positions when the current incumbents To have a plan with adequate depth means
move on. making sure there are enough potential
candidates for a key senior role. In an ideal
The top end is also, quite sensibly, where world, an organisation would have at least
organisations tend to start when they are two or three names ‘pencilled in’.
first getting to grips with succession planning.
The reasoning is that if they can cut their But it also means looking right down into
teeth by successfully managing succession the next layer of management. Are there
at the top – they can filter the process down enough people with the right skills and
through the organisation later on. qualifications to cover the critical operational
roles that could potentially be left empty?
What organisations often fail to pay enough What kind of development needs to take
heed to, however, is that decisions they place further down to make sure the
make about the top leadership and business isn’t leaving itself exposed?
management positions can have an
enormous impact in the ranks below. When organisations start to look more closely
at this issue, they often find two things:
The leaders of the future – those people who
have been earmarked as high potential and Over-reliance on certain individuals: So
put into the talent pool – are the ones sitting there might well be three people earmarked
in middle management right now. Often, as possible successors for a particular
they are honing their skills in key operational leadership role – but they have also been
highlighted as possible candidates for a
number of other roles too, and there’s
only one of them to go round!

Under represented roles: These are the
roles that are important but more difficult
to plan for, either because they are less
‘popular’ roles (i.e. not many people are
interested) – or because they demand a
specific and hard to find combination of
skills, qualities and specialist expertise.


Mind the Middle Management Gap - 5

Timing Key Questions
Timing is also a key issue. It’s not just about • Does your organisation’s succession
who’s ready – it’s about who’s ready right plan have enough depth?
now, who will be ready in six months time
and who will need to get at least another • Have you considered the impact
year’s experience under their belt. of potential moves on critical middle
management roles?
It might be the right time to parachute
someone out of middle management into • Is the business in danger of becoming
a key leadership role – but the wrong time over-reliant on a few individuals?
for them to leave because none of their
likely successors are quite ready to step • Are there roles that are not
up to the mark. adequately covered?

The impact can be far reaching. Morale in • Do you have a clear picture of how the
the team can plummet, performance can timing of possible moves fits together?
take a dip and the department’s ability to
provide a quality service to its customers
can be compromised.
Encouraging International Mobility
Technology can play an enormous part in
helping organisations put the pieces of this “A well-designed system can help you see exactly how
jigsaw together successfully. It can help well some of your internal talent management initiatives
them plot likely moves and see what the are working.
impact will be further down the organisation.
One of Cezanne’s global clients was surprised to find that
It can give a clear picture of how the timing a programme to encourage international mobility wasn’t
fits together and can highlight where there as successful as they had thought.
are gaps in succession that need to be
tackled right now. Managers in the talent pool were telling the organisation
they were willing to take on overseas roles or assignments.
Health of the Talent Pool But the reality was that when these opportunities were
offered, they were frequently turned down.
Talent pools need regular ‘maintenance’
to ensure they remain healthy and fit for Managers clearly felt that if they ruled the possibility of an
purpose. Many organisations fall into the overseas posting out, it would have a negative impact on
trap of allowing their talent pools to become their career progression. But when push came to shove, they
static. But business is constantly changing didn’t want to uproot their lives and families and move abroad.
– and regular reviews need to take place to
make sure succession planning is in line Deeper analysis of the data in the succession planning
with shifting organisational scenarios. system highlighted this pattern, and helped the organisation
to see that although the programme looked good on paper,
Are there people in the talent pool who the numbers weren’t stacking up and they needed to review
are ‘at risk’ because opportunities haven’t their strategy.”
emerged in the expected timescale? Are
processes in place to ensure that ‘hidden’ Julie Windsor, Cezanne
talent in the middle management ranks
becomes visible? Is the age profile of
the talent pool appropriately balanced?

These are the kind of questions that an
organisations need to ask themselves on
an on-going basis so that they can regularly
‘sanity check’ their talent pool and fine-tune
their succession planning processes.


6 - Joining up the Dots

Joining up the Dots

Effective technology is the • Plan effectively for the future – but retain
key to a succession planning enough flex to cope with the unexpected.
The best systems can show you where
programme that really delivers
your key people are, indicate their level
the information and interpretation of readiness for their next role and
that the business needs. demonstrate the impact of moving
them – so that you can respond
But many organisations are still tinkering quickly to changing circumstances.
around the edges of technology – and failing
to take advantage of the enhanced level Organisations are sometimes concerned
of understanding that a specialist system that a technological approach will make their
can bring. succession planning programmes too rigid.
Others expect technology will give them all
The best technological solutions can help the answers and they can just input the
the organisation join up all the pieces to data and sit back and relax!
form a coherent whole, so that they can
make decisions based on quality, robust Neither is true. The key is to supplement
and in-depth information. what the system tells you with an on-going
dialogue between individuals, their
Succession management technology managers and HR.
can help the business fill critical gaps in
its knowledge about what talent is available It’s about recognising that individuals may
and how it can be maximised going forward. well have aspirations they haven’t voiced
or an agenda that isn’t immediately obvious
Technology allows the organisation to: – and making sure these are unearthed
through face-to-face discussions and
• Gather data about wants and needs factored into the plan.
from a wide variety of sources – from
individuals, line managers, departmental It’s also about understanding that line
or divisional heads, HR and the Board. managers sometimes need help to look
beyond the obvious. Are they overlooking
• Align information from key organisational
a potential candidate who doesn’t stack up
processes. Systems can bring together
on paper but could perform really well in
data from appraisals, career plans and
the job? Is there a gap in their team for
learning and development programmes
someone with a more creative approach,
and demonstrate how these connect
even though the job profile might lead them
with resourcing and succession plans
in the direction of someone more analytical?
for individual teams, departments and
the organisation as a whole.
No system alone can give you all the
• Identify possible areas of risk or conflict. answers. But organisations who learn
There may, for example, be several how to capture the data and exploit it to
people ‘ready’ to take on a particular best effect will be the ones who will get
role, but no opportunities are likely to be the best return on their investment.
available at that level for some time. An
effective system will help the organisation
identify other roles that would meet those
individual’s aspirations and lessen the
likelihood of them leaving the business.


Joining up the Dots - 7

Swarovski Case Study
Swarovski is the world leader in precision cut
crystal. The company, which was founded in
1895 in Wattens, Austria, employs 22,000
people and has a presence in more than
120 countries worldwide.

People development is a key strategic priority
for Swarovski and it is committed to investing
in the growth and development of its employees.
However, like many global organisations, the
business has a number of different HR databases
across its international operations. This meant that, with so many disparate systems, it was extremely
challenging for the Swarovski corporate HR team to manage key talent processes – such as career
and succession planning – on a company-wide basis.

“Although Swarovski were using an in-house Access database to support our career and succession
planning process, I knew that we could manage the process much more professionally and gain a much
better understanding of our global talent pool by using a specialist talent management system,” says
Remko Verheul, Global Head of Talent.

After a rigorous selection process, the business decided to work with Cezanne Software, who were able
to provide a global talent management solution which could be configured in line with its evolving career
and succession planning processes.

The system was implemented within a tight frame frame and rolled out to all of Swarovski’s HR managers in
40 countries. They now have a single, consistent view of their top 1000 employees across the globe, which
includes information about performance, potential, leadership, teamwork, functional expertise, international
mobility, strengths, development areas and succession planning.

The benefits are already being felt. Remko explains: “By utilising Cezane’s talent management software
we support and improve the quality of Swarovski’s HR decision making process. One of our most important
HR decisions is when a line manager appoints a certain person to a certain position. If you take a wrong
decision then the impact could be critical to the business.”

As well as succession and career planning software, Swarovski is also taking advantage of Cezanne’s
integrated organisation charting solution to provide it with the tools to view key data on people, positions and
performance in a very visual and accessible way. The organisational charts, together with talent and succession
trees, will provide key HR metrics and allow managers to see issues and opportunities more quickly. Importantly,
this information will support the decision making process in critical areas of Swarovski’s business.

Next year’s talent management process will start again in early March and Swarovski is already looking
forward to the next stage. Remko says: “We are moving in a good direction but the process never stops.
So far the focus has been on the implementation and go live date. The next step is to come up with a plan
to look at how best to maintain and evolve the system. We will also analyse and review this year’s
succession planning process and work out how we can improve and adjust it to make it more effective.”


8 - Keeping Development on the Radar

Keeping Development on the Radar

The training budget is often one survey said funding for training had been
of the first to fall under the axe cut, with just over half saying budgets had
in difficult times. But suddenly remained the same.
calling a halt to development
activities can have a serious What did emerge from the research was
impact on an organisation’s that the pressure on budgets had led to
ability to survive and grow. some highly innovative development
approaches. Organisations are finding
When times are tough, organisations new ways of building on the skills and
need to make sure they are making the capabilities of their managers and keeping
most of the talent they have been able to them motivated.
retain. But if your people’s development
is stifled, they will be less well equipped The following list of thought-starters may
to take on new responsibilities and more stimulate your thinking about how to keep
difficult challenges – and less motivated development high on the agenda when
to pull the stops out for you. budgets are under pressure:

Culling learning and development can • Mentor – upwards, downwards and
sideways! Yes, get senior managers to
also have a longer term impact. If managers
act as mentors to people in your talent
are not given the opportunity to continually pool – but also think creatively about
develop their skills and competencies, the how you can use mentoring to help your
organisation will be less fleet of foot when people share experiences and develop
it comes to future growth. their own skills.

• Run ‘bite-sized’ refreshers on key
The key is for organisations to ensure business topics. Could some of your
that their succession plan is actually driving senior managers share their knowledge
their development programme. An effective in a short internal workshop?
succession plan will not only identify possible
paths for high potential people – it will also • Pool information and resources. Ask
people to recommend books, websites
pinpoint gaps in their development and
and on-line groups they have found
allow the business to prioritise its learning particularly useful.
and development activity accordingly. If the
board can see that money on training and • Use coaching to help your high potential
development is being spent in line with what people prepare for the transition to their
the business actually needs, they are less next role.
likely to make damaging cuts.
• Build learning and development alliances
with other like-minded organisations.
There is no doubt that budgets for learning Can the managers in your organisations
and development have been squeezed learn from each other by sharing insights
during the current downturn, although and experiences through facilitated
perhaps not quite as badly as had been discussion groups?
predicted. Around a third of respondents to
the CIPD’s 2009 Learning and Development


Keeping Development on the Radar - 9

• Organise ‘work’ exchanges. Can you • Stretch your people with challenging
broaden your people’s thinking by giving internal assignments. Get them involved
them short, focused experience in a like- on business critical projects where they
for-like work swap with a manager from can add a fresh perspective whilst
another industry or sector? building their skills.

• Investigate funding or grants that • Organise job shadowing to give people
may be available to help support in your talent pool a deeper insight into
your learning and development activity the challenges facing their more senior
(i.e. Train to Gain or grants available colleagues.
through bodies such as Regional
Development Agencies). • Share the learning. Encourage your
high potential people to share their
• Consider voluntary placements. Look insights and stimulate each other’s
into opportunities for your up-and-coming thinking through a bulletin board or
talent to hone their skills by working on blogs on your intranet.
projects with voluntary organisations or
social enterprises, either in or out of work.


10 - Keeping Line Managers in the Loop

Keeping Line Managers In The Loop

Line managers have to be involved
in succession planning activities
because quite simply, they are
the ones who know the people.
It just isn’t feasible in any sizeable
organisation for the HR team
to have a detailed knowledge
of employees and what they
might be capable of.

Many organisations, however, still pay lip
service to line managers – keeping them
on the edges of succession planning activity only seven per cent of front-line managers
rather than allowing them to become fully believe that being open about who is
involved in the process. regarded as high potential results in
resentment among peers.
Some of this reluctance is down to concerns
about transparency. It really isn’t that long Lack of line manager involvement also stems
ago when succession planning was regarded in part from a lack of understanding about
as something that should be shrouded in ‘how to do it’ on the ground. Technology has
secrecy. The Board, the HR Director and now advanced to the point where systems
a chosen few others knew who the high offer the capability for multiple users to
potential people were and what they were enter, analyse and utilise data.
destined for, but everyone else was kept
in the dark. But organisations are struggling with
the practicalities – and often lack real
Organisations were concerned that understanding of the groundwork that
transparency about who was in the talent has to take place to get line managers
pool would demotivate those who hadn’t both engaged and involved.
been put on the fast track – and raise
expectations among the chosen few that What’s in it for Me?
the organisation might not be able to meet.
A key issue that needs to be recognised is
that line managers may actually be reluctant
There are organisations who still struggle
to engage in a succession planning process
with the concept of openness, although
because, quite frankly, they can’t see what’s
thinking does appear to have shifted.
in it for them.
Research from Ashridge suggests that

There’s a perception that if you tell everyone
in the organisation about your best people,
“Line managers need a top down message and organisational they will be whisked away to bigger and
wide involvement before they can play a full part in succession better things, leaving you with a huge hole
planning. That means that clear communication, driven by to fill.
HR, is critical for engagement.”
That’s not too difficult to understand. Line
Julie Windsor, Cezanne.
managers may have spent a great deal of
time building up a high performing team
that’s delivering great results.


Keeping Line Managers In The Loop - 11

They are getting lots of internal kudos, are But there are also issues around consistency
being rewarded, financially or otherwise for of assessment. Some line managers may
their efforts, and it’s all working very nicely consistently over-rate people in their team,
thank you. because it makes them look good and they
can bask in the reflected glory.
What line managers need before they
will fully engage is reassurance that the Others may, deliberately or sub-consciously,
organisation isn’t going to leave them up under-rate people in their team because
the proverbial creek without a paddle. they want to keep hold of them or are
afraid of exposing weaknesses in their
They need, first of all, to see that there’s own performance.
commitment from the top. That the
organisation’s leaders have made a There is a clear need for organisations to
strategic decision to identify and nurture focus on raising the ability of their managers
high potential people, and that they will be to manage performance and assess and
recognised for playing their part in that. develop potential.

They need to understand that someone who But technology can also help organisations
can identify and nurture talent in their team adjust the ‘tuning’, so that they wipe out
– and let go of it at the right time – will any bias and get a clearer picture. The best
themselves be valued highly. talent management and succession systems
can, for example, pick up ‘rogue’ data and
On a practical level, line managers also highlight where a pattern of consistent over
need reassurance that the organisation is or under-rating is emerging.
looking at the bigger picture. They want to
know that the business will support them Tackling both these elements together is
fully in quickly plugging any gaps left if a the key to getting successful line manager
key member of their team is taken off to involvement – putting the groundwork in place
pastures new. while also making sure the capabilities of
technology are being exploited to the maximum.
Willing and Able
Of course being willing to support
succession planning isn’t enough Checklist
– line managers also need to be ‘able’.
• Send a clear ‘top down’ message about your talent
management and succession strategy.
The CIPD’s recent War on Talent survey
suggests that identifying and developing • Re-assure line managers that the business
talent in a downturn is an area where is taking a holistic view.
managers definitely need more support.
• Communicate clearly about the exact role
Only six per cent of respondents felt you want line managers to play.
managers were well equipped to manage
talent, 51 per cent said they were only • Emphasise that their contribution will be
partially equipped and 13 per cent felt valued and rewarded.
they were not equipped at all.
• Equip line managers with the skills they need
to assess and develop potential.
Part of the issue is around managers’
competence to conduct meaningful • Maximise technology to supplement and adjust
appraisals, make judgements about the data you receive from the line.
people’s ability and potential and find
ways of developing their people.


12 - Robust Systems And Processes

Robust Systems And Processes

The idea of implementing Start Slowly
technology based succession
A phased approach to implementation can
planning can seem daunting for help to ensure you are getting it absolutely
those who are new to the concept. right. Consider piloting the system with a
Organisations are often concerned small key population first, so that you
about how it will fit with their can see how it is functioning, make any
existing IT systems and how necessary adjustments or iron out any
glitches early on.
secure their data will be.

They worry that installing a new system Exploit the information
and training people to use it will be time-
There is only value in putting information into
consuming and expensive.
a succession planning system if you take it
out and use it effectively. Make sure you are
Technology based succession planning exploiting the data you have at your fingertips
systems are, however, now a widely proven to its fullest extent. Systems can be set up
concept. Thousands of organisations to show you much more than the ‘surface’
are using them successfully to track information about capabilities of your talented
the potential, mobility and readiness people. It can help you see, for example, how
of their key talent to support the future many of your succession ‘plans’ are actually
development of the business. translating into reality. Or it can help you
assess whether any diversity initiatives
There are a number of issues, however, you may have in place are really working.
that organisations need to bear in mind
when buying-in systems, to make sure
the technology delivers exactly what
they need and provides the maximum “A clear understanding of critical
return on investment. data will help you move the picture
from black and white to colour.
Plan Carefully It provides businesses with the
A system will only ever be as good as the tools to make accurate and
information you put into it. So think carefully informed decisions.”
about exactly what data you need to support Julie Windsor, Cezanne.
your decision-making, where it is going to
come from and what controls you may need
to put in place to ensure the information
is accurate and authentic. You need to
be absolutely clear about why you are
undertaking succession planning and what
you are hoping to achieve before you can
gain maximum benefit from the technology.


Robust Systems And Processes - 13

Make it Scaleable system is being configured. If the evaluation
process is an integral part of the system
Organisations are constantly evolving and itself, you will be able to extract better
you need to make sure you are buying in a quality data. Think carefully about what
system that can change and grow with you. measures you want to include. Could you
So make sure your succession planning make a comparison between the costs
system can scale up when required – and of losing a key player or investing in their
also that it can be reconfigured to fit around development? Could you show the savings
your internal HR processes as they evolve. to be made by making an internal rather
than external appointment? Bringing indirect
Measure ROI costs – such as time spent on interviewing
and induction – into the equation can also
The organisation will need to know that help you make a business case.
it is getting the maximum return on its
investment in succession planning. It’s
best to think about how you are going to
demonstrate this right up front, when the


14 - Getting Fit For The Future

Getting Fit For The Future

As UK Plc slowly emerges from confidence to look beyond the ‘obvious’
the recession, it will become candidates for roles. This will ensure that
more important than ever for people with potential don’t get overlooked
organisations to ensure they just because they appear not to ‘fit the
are maximising their talent. mould’ on the surface.

Those who have continued to focus Flexibility
on developing their people despite the
Organisations have a tendency to think
downturn will already be a step ahead
that once they’ve implemented a succession
and ready to grasp new opportunities
planning system they can sit back and let it
as the economic climate improves.
do the work. But businesses are not static,
and talent management processes and
A public commitment to investing in people
systems shouldn’t be either. They need
will also help organisations build a positive
to keep evolving as the organisations
brand and develop their reputation as an
changes and grows.
employer of choice.

The skills, competencies and qualities
The changing face of business, however,
an organisation needs today may be very
presents new challenges on the talent
different to the ones that will be required in
management and succession planning front.
the not too distant future. Organisations who
These are some of the issues organisations
will need to consider as they move forward.

Fit for the Future “We have been looking at what
policing looks like now and what
Times remain turbulent and no-one can
does the changing nature of the job
predict exactly what is around the corner. But
mean in terms of the skills we are
if organisations have a clear understanding
going to need in the future? What
of what the business looks like now – and
are the hours and patterns people
where it is likely to head in the future –
are working to, how many people
they will be able to develop resourcing
are going to retire and who is going
and succession plans that will help them
to fill these positions? We have to
get ‘fit’ for the future.
be able to develop people with the
right skills and attributes for a very
Fit for the Job fast changing world – we are
dealing with different sorts of crimes
Finding people who are the best ‘fit’ for the
and working at a different pace –
job is an issue that many organisations still
so we have to make sure we are
struggle with. HR teams need to help line
preparing people for that.”
managers get better at job profiling so that
they can paint a clear picture of exactly Angela O’Connor,
what is required in a particular role. They Chief People Officer, National Police
Improvement Agency.
also need to equip managers with the


Getting Fit For The Future - 15

fail to recognise this and adapt their systems service, where users pay a monthly
accordingly will be in danger of developing subscription for an externally hosted system
high potential ‘clones’ who no longer deliver rather than a hefty up-front licence fee, has
what the business actually needs. now made systems much more affordable
and accessible to organisations who want to
Fleet of Foot develop a real advantage in the talent stakes.

HR needs to become more ‘fleet of foot’
in helping the organisation paint a picture
of the skills it will need in the future. HR
people need to position themselves at the
heart of the strategic decision making
process, so they can take a pro-active
approach to identifying and developing
the new skills that will be needed as the
business moves forward.

Forward Looking
The cost of not planning for succession is
a real issue organisations need to consider.
Developing and implementing an effective
succession planning process can be a
difficult journey. The board have to be
convinced of the value of the exercise,
line managers have to be engaged with
the process and communication with
employees needs to be carefully managed.

Cezanne’s experience shows, however,
that investment in succession planning –
particularly in programmes that are supported
by the latest technology – can pay huge
dividends over the long term. Organisations
that place high priority on succession
planning, report they are making significant
savings in recruitment costs, experiencing
higher levels of retention and are better
equipped to deal with the challenges
facing them.

Software-supported systems are now no
longer solely the preserve of huge, global
organisations. Thanks to a radical shift in
delivery models over recent years, they are
now accessible to a much broader range of
organisations. The advent of software as a


16 - About Cezanne

About Cezanne

Cezanne Software is a leading supplier of global HRC and Talent
Management software systems delivered on both a Software as
a Service (SaaS) and on premise basis. Headquartered in the UK,
Cezanne Software has over 20 years’ experience of working with
some of the world’s leading organizations. Today, it supports over
700 organizations, including companies as diverse as Vodafone,
HM Prison Service, Swarovski, TNT, Heineken, LINPAC, & TSYS Europe.

The company’s integrated suite of Human Resource systems include solutions for people
management, succession and career planning, employee performance management,
survey, training administration, recruitment, salary analysis, pay review and budgeting,
and reflect many years’ experience of working with clients, independent consultants and
academics at the forefront of best practice in HR, talent and compensation management.
Designed around modern web technologies, Cezanne’s HR systems offer extensive
support for manager and employee self-service and can be deployed in house or on
a Software as a Service basis, providing significant benefits in terms of both cost and
speed of deployment.

Cezanne Software’s focus is to provide flexible, people-centred Human Resource systems
that improve the day-to-day execution of HR and business strategies, help drive critical
employee performance and reward processes and enable companies to achieve and
sustain a competitive talent advantage.

Further Information

International France - Cezanne Software S.a.r.l. Cezanne’s Case Studies
T: +33 (0)1 44 09 71 21 www.cezannesw.com/customers/case-studies
Contact Details E: info.france@cezannesw.com Knowledge Bank
Latest News and Press Releases
Italy - Cezanne Software S.p.A. www.cezannesw.com/news
T: +39 080 549 84 11
Cezanne Online Newsletter
E: info.italia@cezannesw.com
www.cezannesw.com/newsletter
Portugal - Cezanne Software Ibérica S.A.
Free Webinars
T: +351 21 3562024
www.cezannesw.com/webinars
E: info.portugal@cezannesw.com
Spain - Cezanne Software Ibérica S.A.U.
T: +34 91 7684080
E: info.espana@cezannesw.com
USA - Cezanne Software, Inc.
T: +1 617 418-3945
(from USA 1 800 CEZANNE)
E: info.usa@cezannesw.com
Venezuela - Cezanne Solutions C.A.
T: +58 212 959 87 16
E: info.lam@cezannesw.com

For other locations please email
info@cezannesw.com
or visit www.cezannesw.com


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