Succession Planning can be defined as a systematic effort by organization to ensure leadership or key professionals’ continuity in critical positions, to develop skills, and knowledge for the organizational future (Rothwell, 2010). Based on theoretical references and empirical research organizations may be at three different stages: the first stage has no structured planning and occurs only for vacancy replacement; the second is already planned in a regular annual period, and the third is an ongoing planning considering strategic needs and integration with people’s management practices (Rothwell, 2010; Dutra & Dutra, 2016). To investigate deeper into this theme, the Brazilian public administration context was chosen for possessing some particularities. One of them is in the selection of managerial positions is decided by the public manager’s discretion dismissing the need for formal selective processes. However, this has been changing due to some regulatory initiatives in the country. The Central Bank Resolution of 2016 establishes that financial institutions must implement and maintain succession policy for higher management positions. It was decided to study the organizations of the Brazilian Development Association (ABDE) that gather the Development Finance Institutions in all country, and many ABDE organizations are institutions authorized by the Central Bank and follow as its guideline Resolution. This research is part of the first stage of a PhD thesis, a quantitative method, and a Survey was introduced to begin the investigation and to identify the organizations. The objective of this paper is to analyze the relationship between the development stage of succession planning and the evolution in the management of human resources in Brazilian public financial institutions. The results, according to the data, shows that there is an association between the succession planning stage of development and the HR department.