Diapositiva 1

CAREER PLANNING & SUCCESSION PLANNINGPiyush KhadatkarD47Badra KVD48Aghamarshana RD49Lovneesh TanwarD50Kaushik ShekharD52Gaurav AgarwalD53

Divesh ThakurD51Hemang PatelE04Arun ShannkarE05Jay VishnoiE06Mayank KumarE07What is Career? Career is a progress or general course of action of a person in some profession or in an organization

Career Development vs Training & Development Includes broader canvas, longer time frame and wider scope. Individualized and continuous process. Aims at improving performance at the earliest. Group oriented and duration specific.

Stages of CareerEntry to the OrganizationProgress within particular areas of workMid-career when people hope to secure higher positionsLater careers when people have settled in respective areas and are planning post retirement lifeEnd of career in organizations

ConventionalContemporaryStructuredUnstructuredObjectiveSubjectiveContinuityDiscontinuityCoherenceIrregularityStatus, power and authorityPsychological successLinearCyclicalSecurityEmployabilityWork Focused HolisticLong TermShort TermFuture OrientationPresent OrientationOld vs New Career

Career Planning & DevelopmentCareer Planning is a process whereby an individual sets career goals and identifies means to achieve themOrganizational career planning is the planned succession of jobs worked out by a firm to develop its employeesCareer Development ensures that people with proper qualifications and experiences are available when needed

Why Career Development??

Assist you in developing your career management skills

Assist you in identifying jobs and career paths which would utilize your potential and allow you to meet your personal goals

Provide you with the opportunity to access good-quality career

Information on education and training opportunities

Provide you with personal support in the form of advice and

Guidance from a competent Career Development Advisor7

SUPER THEORY VIDEO8 Stakeholders in Career DevelopmentOrganizationMust provide systems and structures for supportDevelop and publish formal career ladderHR Manager Strategic partners who integrate business driven solutions

Integrate new thinking, ignite new strategies and behaviors and infuse into the cultureEmployee Seek out information about career options

Make use of development opportunitiesManagerCreate and implement developmental assignments, encourage risk taking and tap unused resourcesProvide professional safety net so that employees can experiment and learn

Case Study: Dual Career Path 1/2Problem Statement: Career path open to specialists is seen as inferior to the one for managers. Although this organisation had very specialised staff in its lab, R&D was seen as a career dead-end.

Employee quoted that Researchers who stayed within R&D had to become department managers to improve their salaries, despite the fact that many were more skilled at running experiments and inventing creative solutions to technical problems than managing people or projects.

Recommendations: Dual career paths for scientists and managers with equal opportunities for status and compensation. The idea of a dual career path has been around for many years and is often advocated by specialists who are frustrated by a lack of career progression. They call for a technical or specialist career path.

A shift from a purely managerial career path which blocks the progression of specialists, to two sets of jobs with two distinct career paths showing upwards progression on each path.However it is still important to think through what kinds of career path are going to work both for the individuals concerned and for the business.

Case Study: Dual Career Path 2/2The most obvious solution to careers for knowledge workers is to articulate two career paths which fork at a certain point, often at senior professional level. Beyond this point, one path is the conventional managerial route in which jobs increase in terms of people and budget responsibilities. The other path is the specialist career path - leads to roles increasing in terms of technical complexity of professional work but also of the additional responsibilities .

A mobility initiative ensures that people will move around to roles that are most suited to their personality, strengths, and skill set.WHAT??Senior executives are not necessarily concerned with mobility initiative.

HR the facilitator who achieve efficiency and profitability through its people strategy. WHO??Employees share their career assessments results and career development plans with managers.

As a crucial part of the development process, individuals should have the opportunity to identify the roles they would be best at, and get themselves up to speed to take those roles.HOW??Increased employee retention, productivity, and mobility figures.RESULT!!For a mobility initiative to be successful, it is best to communicate the initiative to employees and managers as a career development initiative.KEY DRIVER!! Internal Mobility Career Path

Innovative Career Development InitiativesProvide each employee with an individual budget for learning about career options and personal development.Offer on-site or online career centers: Web based or off line library of career development materials, career workshops on related topics.Encourage role reversal: Temporarily work in different positions in order to develop a better appreciation of their occupational strengths and weaknesses.Help organize career success teams: Small groups of employees from the same or different departments who meet periodically to network and support one another.Provide career coaches: Career coaches usually work one-on-one with individual employees to help them use career assessment tools and identify their training and development options.Catch them young: The retail firm Spencers established a dedicated center Pragati to train entry level employees for retail business. More such centers have been established across India and they provide a steady stream of floor level employees. Some of these employees have been promoted to first line managerial positions like store managers, thus the centers are creating a career path for them.

Challenges of Career DevelopmentLaissez-Faire attitude of Management : The management restricts itself to identify talentsAssumption that job rotation or an overseas assignment is itself a developmental experienceMaking promotions or lateral moves that stretch the person to the point of breakingMoving high potential individual from one role to another too quicklySome individuals are too ambitious, impatient and greedy

Career Management ProcessCareer Management Process

Career Management StrategyChoice about career development model : Supported self development, Corporate Career Management or Career PartnershipPolicy of promoting from within or lateral entry from outsideClear Career Paths enabling people to climb up the ladderProper systems and processes to achieve sharing and development of knowledgeChoice between one size fits all career development initiatives or flexible approaches

AssessmentAssessment stage includes activities ranging from self assessment and the one made by the organizationPurpose is to identify employee strengths and weaknessesAlso known as Talent Audit that helps an individual choose a career that fits his or her skills and capabilities

Planning and DevelopmentPlanning phase involves determining type of careers, identifying career paths and steps to realize career goalsUses all information available and translates it to individual career development programDevelopment phase involves taking actions to create and increase skillsMost common programs include career counseling, mentoring, coaching, job rotation and educational assistance

EvaluationNeed to assess the effectiveness of development initiativesTo ensure that they meet the needs of all stakeholdersProblem faced in isolating the impact of specific activities on both the individual progression and on the achievement of organizational objectives

Career Management ModelsSupported Self DevelopmentEmployees take primary responsibility for their own career, but there is extensive support provided by the employerLaissez-Faire approach to career development

Corporate Career ManagementOrganization drivenDevelopment programs for senior managers or high potential employees through planned job moves and succession planning

Career PartnershipBoth individual and organization take equal responsibility for careers in order to achieve the objectivesBest model

Steve Jobs Career - FlashbackNot passionate about starting a technology company. Studied Western history and dance, and dabbled in Eastern mysticism. Dropped out of college after his first year, remained on campus for a while, sleeping on floors.

Moved back in with his parents and talked himself into a night-shift job at Atari. At one point, he left his job at Atari for several months to make a spiritual journey through India.

In other words, in the months leading up to the start of his visionary company, Steve Jobs was something of a conflicted young man, seeking spiritual enlightenment and dabbling in electronics only when it promised to earn him quick cash.

He noticed that the local "wire heads" were excited by the introduction of model-kit computers that enthusiasts could assemble at home. Jobs pitched Wozniak the idea of designing one of these kit computer circuit boards so they could sell them to local hobbyists. This was strictly a low-risk venture meant for their free time.

From this point, however, the story quickly veers into legend. Steve Jobs jumped at the opportunity to make an even larger amount of money and began scrounging together startup capital. It was in this unexpected windfall that Apple Computer was born.

The rest, as we know, is history.

SUCCESSION PLANNINGPreparation for that day is Succession Planning

Employees Leave They always do

There are two kinds of people in organizations: Those with 20 years experience and those with one year experience repeated 20 times.

Gene Dalton

24AgendaWhat is Succession Planning?

Why is it important?

How do we do it?

Case Study

Succession Plan

The process of developing a systematic approach to building replacement workers to ensure continuity, by identifying potential successors in critical work processes.A deliberate and systematic effort by an organization to ensure leadership continuity in key positions, retain and develop intellectual and knowledge capital for the future, and encourage individual advancement.The integrated approach to workforce recruitment, development, and retention to ensure that the organization has candidates whose present and future potential contribute to their individual success and the success of the organization.

Succession Planning isEnsures that employees are recruited and/or developed to fill each key role.!Ensures that we operate effectively when individuals occupying critical positions depart.May be used for managerial positions or unique or hard-to fill roles.Align bench strength for replacing critical positions.

Succession Planning is NOT A one time eventDecided by an individualUsed solely for individual career advancement opportunities Reacting only when a position becomes openLine mangers relying solely on their own knowledge/comfort with candidates.

succession planning is strategic, both in the investment of resources devoted to it and in the kinds of talent it focuses on. It is not a one time event; rather, it is re-assessed and revised annually through the process

29VIDEO

Career Planning vs Succession Planning

Replacement vs. SuccessionReactiveForm of Risk ManagementSubstitutingNarrow Approach

RestrictedPro-ActivePlanned Future DevelopmentRenewingOrganized AlignmentFlexible

Factors of Succession Planning

Stages of Succession Planning

Step 1

Institutionalize the process and capture stakeholder support

Gain commitment from decision makers

Gather resources

Identify the strategic vision and goals of the organization

Incorporate succession planning into your organizations values

Clearly define the objectives for the program

Step 2 Assess Organizations NeedsAs isTo BeGap Analysis

Step 2A As Is AssessmentCollect and analyze organization and demographic data

Identify and prioritize key work processes/positions

Identify condition and availability of resources and systems

Step 2B To Be AssessmentAnalyze future requirements for services

What are the goals of the Strategic Plan

What are upcoming changes in the industry?

What demands will technology place on organization?

Step 2C Gap Analysis How does as is organization fall short of to be?

Workforce

Processes

Systems/Resources

Determine the talent needs on the long run

Step 3 - Develop the Succession Planning Model

Determine which employees or levels of employees will be involved in program.

Build leadership pipeline.

Identify training and development strategies.

Develop retention strategies.

Create knowledge management and transfer strategies.

Step 4 - Implement Succession Planning Model

Determine resource needs for implementation.

Identify barriers to implementation.

Update or develop job descriptions.

Prepare organization for change.

If needed, implement strategies on pilot basis.

Link succession strategies with HR.

Step 5 - Continuous Measurement, Evaluation, and Adaptation

Define measures of program success

Determine how frequently the program will be evaluated.

Design the reporting process.

Track progress, communicate and celebrate program success.

Get stakeholder feedback on strategy success.

Adjust or adapt programs based on evaluative results.

Ensure top management stays engaged and provides support and attention to program.

Make 3 to 5 year succession plans part of organizations strategic planning process.

1. Assessment of Key Positions: What are the competencies and experiences needed to qualify for each key position?2. Identification of Key Talent: Typically people at the top two levels of the organization and high potential employees one level below. Identified by their managements assessment of their performance and potential for advancement.3. Assessment of Key Talent: For each person on the radar screen, primary development needs are identified focusing on what they need in order to be ready for the next level.Succession Planning: Key Elements

444. Generation of Development Plans: A development plan is prepared for how we will help the person develop over the next year.5. Development Monitoring & Review An annual or semi-annual succession planning review is held to review progress of key talent and to refresh or revise their development plan.Succession Planning: Key Elements45SUCCESSION PLAN SUMMARYORGANIZATION:_____________________Key Position TitleIncumbent NamePosition VulnerabilitySuccession CandidateNamesOpen in< 1 YrOpen in13 YrsOpen in3 + YrsReady in< 1 YrReady in13 YrsReady in3 + Yrs

46Overall Performance Summary: (Indicate recent performance including major accomplishments or performance issues.)

Key Strengths: (List 2 - 3. Indicate key technical or professional competencies, skills, or knowledge the person has.)

Development Needs: (List 2 or 3. Indicate key experiences, skills, or knowledge the person lacks in order to move to the next level.)

Development Actions:1. On The Job: (What new responsibilities do you plan to assign to help this person develop this year?)

EXECUTIVE DEVELOPMENT PLAN

NAME: ________________ TITLE: ________________2. Special Assignment: (What task force, projects, or special assignments will be given this year to aid development?)

3. Training: (What specific training or seminars are recommended this year for his/her development?)

Potential For Promotion:(Indicate this persons readiness to be promoted to the next organizational level.)

Ready now for the next level. Ready in the next 24 months. Ready in 2 to 3 years.

Recommended Next Position: (List the next assignment thatwould most benefit the individual in his/her development.)

47Succession Plan Organization Report

Decision Making MatrixSOLID CITIZEN PERFORMER(High Performance/Low Potential)Gets all important things doneIs a pro in his/her positionIs seen as a leader in his/her areaHas reached potentialAction Required:Continue developing in current position; is in the right jobSTRONG PERFORMER(High Performance/Med Potential)Gets all important things doneMay act at level of capability of one level above current positionActs as leader and role modelExhibits many strengths or competencies beyond current roleSome leadership development issuesAction Required:Look for opportunity to display leadership in current jobSTAR PERFORMER(High Performance/High Potential)Gets all important things doneActs at a level of capability of at least one level above current positionAcknowledged as a skilled leader and role modelExhibits many strengths or competencies beyond current roleHas wide spread influence beyond current roleAction Required:Stretch assignments to prepare for larger roleQUESTIONABLE PERFORMER(Medium Performance/Low Potential)Gets most important things doneIs very proficient in his/her current positionIs not seen as a leader in his/her area Action Required:Work on improving performance in current job; may be candidate for lateral moveSOLID CITIZEN PERFORMER(Medium Performance/Medium Potential)Gets most important things doneShows signs of leadership and role modelingExhibits many FCC executive competenciesMay be new in positionAction Required:Leave in current job; continue developing skills and improving performanceSTRONG PERFORMER(Medium Performance/High Potential)Gets most important things doneAcknowledged as a leader and role modelExemplifies FCC executive competenciesActs at level of capability of next level in the organizationAction Required: Focus on performance short term and development opportunities long termLOW PERFORMER(Low Performance/Low Potential)Isnt getting most important things doneDifficulty performing to standards in his/her current positionAction Required:Consider reassignment to more appropriate position; including lower level or exit optionQUESTIONABLE PERFORMER(Low Performance/Medium Potential)Isnt getting most important things doneCapable of making higher contributionMay be in wrong job or occupied with non-work distractionAction Required:Focus on improving performanceSOLID CITIZEN PERFORMER(Low Performance/High Potential)Isnt getting most important things doneHas been acknowledged as a team player and role modelHas exemplified FCC executive competenciesMay be in wrong job or occupied with non-work distractionAction Required:Address root cause performance issue; worthy of investment in development PotentialPerformance

The Executive Committee met and used this Decision Making Matrix to place candidates into one of the nine categories based on their performance and potential.Performance x Potential = Promotability

Background:Cataline, Lou. The Matrix: A Tool for Succession Management, American Productivity and Quality Center, September, 2001.

This articles talks in detail about the nine-box decision matrix. Originally developed in 1991, the model was popularized by GE in a 1999 case study by Harvard Business School. Since then, many best-practice organizations have adopted the matrix.The primary benefit of the nine box matrix is that it enables decision-makers to uniformly review organizational talent.

This matrix assesses individuals on the basis of their performance and perceived potential. Performance and potential (often called promotability) are placed on two axes. With three degrees of promise on each axis, participants fall into one of the nine possible layers, which we have color coded to indicate where the strong performers lie. As a result, promotability can be revealed. (can call them A, B, C Players)Cataline, Lou. The Matrix: A Tool for Succession Management, American Productivity and Quality Center, September, 2001.This articles talks in detail about the nine-box decision matrix. Originally developed in 1991, the model was popularized by GE in a 1999 case study by Harvard Business School. Since then, many best-practice organizations have adopted the matrix.The primary benefit of the nine box matrix is that it enables decision-makers to uniformly review organizational talent. This matrix assesses individuals on the basis of their performance and perceived potential. Performance and potential (often called promotability) are placed on two axes. With three degrees of promise on each axis, participants fall into one of the nine possible layers, which we have color coded to indicate where the strong performers lie. As a result, promotability can be revealed. Chart Results: Talent Summary ParticipantsIntegration and BalanceManage-ment of BudgetMarket KnowledgeTechnology andBusiness MethodsStrategy and PlanningParticipant 1Participant 2Participant 3Participant 4Participant 5Participant 6Participant 7Participant 8Participant 9Participant 10Participant 11Participant 12Participant 13Cross Boundary PerspectiveDrive for ResultsAdaptabilityOrganization AlignmentCommuniactionand InfluenceDevelops Self and Others

Functional CompetenciesLeadership Competencies

This graphical representation is a comparison of each individuals performance by competency (each row on the vertical axis represents an individual's score). - Exceeds Standards- At Standard- Needs Development

Several candidates sit firmly in the Needs Development area (Use EPA standards and Empire core Values). Their managers will be working closely with them to determine whether or not they can succeed where they are and/or be promotable.If these candidates cannot be A players, we will redeploy them internally or outside the company and replace them with A players. If we consider yellow our B players, the same decisions need to be made there. We will work to develop them and fairly quickly determine whether or not they can be A players.Executive Committee met and has completed and approved the development plans for each of these candidates. We will track their progress on a quarterly basis.

IMPLEMENTATIONDevelop pilot program in one department.Track and measure how its working:TurnoverEmployee survey resultsParticipant satisfactionIndividuals promoted vs. outside hiresready now candidatesDiversity of talent poolsSize of talent poolsCommunicating ProgramShare with everyone how its going.Use multiple methods

Costs/BenefitsCosts highly variable and hard to quantifyConsultant, in-house time, lost production.Employer BenefitsStabilize performanceEnsure continuity of leadershipDevelops pool of skilled workersMinimizes disruption during changeEnhances knowledge transferMakes employer of choice gets you the better workersEmployee Loyalty/CommitmentOpportunity for skills development/trainingIncreased organizational resiliency/capacityEmployee BenefitsImproves communication and moraleImproved effectivenessImprove working relationshipsPersonal/Professional growthCustomer BenefitsImproved staff knowledgeMore efficient serviceIncreased staff responsiveness/prideBetter run organization

Common Pitfalls

Keeping it a secretUnderestimating talent withinNarrow minded thinking too old/young, rough, differentFocusing exclusively on hard skillsNot offering training/development opportunitiesExpecting employees to self-identify help them see what they can be.Not holding managers accountable for succession planning.Considering only upward succession. Lateral?One size fits all program.Producing too many candidates for too few spots.

Leadership Competencies

Defines attributes desired.What an employee must achieve to show proficiency at each level.Effectiveness, communication, ethics, knowledge, developing people, flexibility/adaptability, strategic initiative, effective decision making, customer orientation, achievement orientation, team orientation.

Knowledge Transfer and Retention Strategies

Document processes and records.Hire new person before old one leaves. Rehire retirees part time.Make videos of people doing work.SOPs, standardized record keeping formats, archiving and data retrieval systems.Cross training existing staff.

CASE STUDY

Sam Palmisano passing the baton to Ginni Rometty Tim Cook stepping into the shoes of Late Steve Jobs

Carly Fiorina (2000 to 2005; the Lucent veteran exited amid a cloud of controversy)Robert P. Wayman (interim CEO, February to March 2005)Mark Hurd (2006 to 2010; the NCR veteran exited amid a cloud of controversy)Cathie Lesjak (interim CEO, August to October 2010)Leo Apotheker (November 2010 to September, 2011; the SAP veteran exited amid a cloud of controversy)Meg Whitman (September 2011 - present)

The curious case of HP