Personnel Planning Succession planning

8/10/2019 Personnel Planning Succession planning

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Succession Planning


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The Process of HR Planning

Human resources planningis a process that

identifies current and future human resources

needs for an organization to achieve it goals.

Human resources planning should serve as a

link between human resources

management and the overall strategic plan

of an organization.


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What is Succession Planning?

The process of identifying high-

potential employees, evaluating and

honing their skills and abilities, andpreparing them for advancement into

positions which are key to the success of

business operations and objectives. Determining workforce trends and

predictions.


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Assessment of

Key Positions

Identification of

Key Talent

Assessment of

Key Talent

Generation of

Development Plans

Development

Monitoring & Review

KeyElements

Succession Planning: Key Elements


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Benefits of Succession Planning

Aligning strategic goals and human resources

to enable the right people in the right place at the

right time to achieve desired business results

The development of qualified pools of

candidatesready to fill critical or key positions

Providing stability in leadership and other

critical positions to sustain a high-performingoperation


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Benefits of Succession Planning

Identifying workforce renewal needs as ameans of targeting necessary employee

training and development

Helping individuals realize their career plansand aspirations within the organization

Improving employees ability to respond to

changing environmental demands, and

The opportunity for timely corporate

knowledge transfer


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We put good people inbig jobs before they are

ready.

Pepsi Co.


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Why is it Important to Have a

Succession Plan?

To avoid extended and costly vacanciesin

key positions and assure the stability of business

operations.

To provide meaningful developmental

opportunities for both the organization and its

employees as it targets key leadership positions

at varying levels. To help develop a diverse workforce by

enabling decision makers to look at the future

make-up of the organization as a whole.


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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 organizationand 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.



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4. 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.



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Its vital to Communicate it!!

Once a workable succession plan is

developed, it is critical to keep it

current and to communicate it to

all employees.


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Communicating the Plan to Employees

Determine the method of communication; all staffmeetings, employee newsletter, public affairs

announcement, etc.

Take this opportunity to inform employees about thebenefits of developing a succession plan and how it

affects them.

Employees recognize that the organizationsmanagement looks toward the future with optimism

and invests in employee development and growth.


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Steps Involved in Succession Planning

Step 1: Identify critical positions

Critical positions are the focus of succession planning

efforts. Without these roles, the department or agencywould be unable to effectively meet its business

objectives.

Workforce projection data or demographic analysis is

essential in identifying risk areas.

A risk assessment may also be conducted and

compared to current and future vacancies to identify

critical positions within your organization.


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Step 2: Identify competencies

1. essential for guiding learning and development plans,

setting clear performance expectations, and forassessing performance.

2. current and future employees gain an understanding of

the key responsibilities of the position including the

qualifications and behavioural and technical

competencies required to perform them successfully.


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Step 3: Identify succession management strategies

1. Now that critical positions have been identified and

have been profiled for competencies, the next step is to

choose from a menu of several human resource

strategies, including developing internal talent

pools, onboarding and recruitment to address

succession planning.


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Step 4: Document and implement succession plans

Once strategies have been identified, the next step is to

document the strategies in an action plan. The

Succession Planning: Action Plan provides a mechanism

for clearly defining timelines and roles and

responsibilities.

Step 5: Evaluate Effectiveness

To ensure that the department or agencys successionplanning efforts are successful, it is important to

systematically monitor workforce data, evaluate activities

and make necessary adjustments.


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Sample 9-Box Grid

Potential Satisfactorily Placed High Professional High Potential

Remain at current level oforganization, in current or

similar role; has likely

achieved highest career level.

Able to do the work ofbigger jobs at the same

management level in the

next 1 to 2 years.

Able to do the work at thenext management level in

3 to 5 years or sooner.

hBox 4 Box 2 Box 1

Outstanding/

Excellent

Highly valued, seasoned

professional in current role;

remain at current level.

Does extremely well at current

job with potential to do more,

give stretch assignments to

help prepare leader for next

management level.

Consistently performs well

in a variety of assignments,

prime targets for recruitment

by other companies.

hBox 7 Box 5 Box 3

Effective Probably solid performers in

current roles. Could progress

higher in specialty and

become a box 4.

These individuals should be

considered for a bigger job at

the same level if they can

deliver better results.

Current role may still provide

opportunity for growth/

development; focus should

be on helping them improve

performance.

hBox 9 Box 8 Box 6

Needs

Improvement

Consider reassignment,

reclassification or exit.

Tight performance

management is crucial,

consider helping leader

manage time more effectively.

Maybe job mismatch, new

hire with lots of potential,

or new assignment. May

require coaching to improve

performance.

*Source: Motorola 9 Box Grid Definitions


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Succession Plan

Organization Name, Department Name

___________________

Key Position

Title

Incumbent

Name

Posi t ion

Vulnerabil i ty

Success ion Candidate

Names

Open

in

< 1 Yr

Open in

13 Yrs

Open

in

3 + Yrs

Ready

in

< 1 Yr

Ready

in

13 Yrs

Ready in

3 + Yrs

Sample Readiness Level Chart


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Keeping the Plan Current

How will the plan be kept current?

Develop a recurring timeframe, whether

semiannually or annually.

Determine effectiveness of existing plan.

Determine whether the current plan still meets the

organizational objectives.

Determine whether the candidates have changed andmake necessary adjustments in the plan.

Assess and develop new candidates as with initial plan.


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Overall 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 nextorganizational 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 that

would most benefit the individual in his/her development.)


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Highest Return

Full Job Change Focused On Development Needs

Job Restructuring Based On Development Needs

Mini P&L Assignments

Cross Divisional Project Leadership Or Assignment

Focused Coaching & Counseling

C. M. Denny Leadership Scholarship

Industry Representation

Customer Visits Accompanying Senior Executives

Formalized Education Programs

Full 360 Degree Feedback and Evaluation

Motivated Self Development

Seminars and Conferences

Lowest Return

Development Toolbox


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DEVELOPMENT TOOLBOX

On The Job:

Job Enrichment Special Projects

Committee Assignments

Task Force Participation

Lead Person Responsibilities Giving Presentations

Preparing Proposals

Installing A New System

Leading A New Program Temporary Job Assignments

Full Job Change

Learning From Others

Working With a Mentor Teaming with an Expert

360 Feedback

Focused Interviews

Training & Education Seminars & Conferences

Continuing Education

E Learning

Cross Training


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Semi-Annual Succession Planning Review

Review of succession candidates and

development plans in each organizational unit

Report development progress and make necessary

adjustments to the plan

Orchestrate moves for the next six months

Documents

Personnel Planning Succession planning