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SUCCESSION PLANNING

y Processofidentifyinganddevelopinginternalpersonnelwiththepotentialto fill key

organizationalpositions basedontheircompetencies.

y Ensurestheavailabilityofexperiencedandcapable

employeesthatarepreparedtoassume keyrolesasthey becomeavailable.

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y Itclearlysetsoutthe factorsto betakenintoaccountandtheprocessto be followedinrelation

toretainingorreplacingtheperson.

y

Itprovidesastrategy forexistingresourcesandpersonnel,justifynew resources,makeiteasiertocontendwithcorporatechangesandpresentalternativesinanew environment.

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REASONS TO SUCCESSION PLANNING

y Identifyhightalentindividuals

y Promoteemployeedevelopment

y Team building

y Costsavingy Creating futureleaders

y Betterretention

y

Survivaloftheorganizationy Establishatalentpool

y Refinecorporateplanning

y Improvedcorporateimage

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AssessmentofKey Positions

IdentificationofKeyTalent

AssessmentofKeyTalent

GenerationofDevelopment

Plan

MonitoringandReview

KEY ELEMENTS OF SUCCESSION PLANNING

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1.Assessment ofKey Positions:

Assessingthecompetenciesandexperiencesneededtoqualify foreach

keyposition.

2. Identification ofKey Talent:Typicallypeopleatthetoptwolevelsoftheorganizationandhigh

potentialemployeesonelevel below.

Identified bytheirmanagementsassessmentoftheirperformanceandpotential foradvancement.

3. Assessment ofKey Talent:

Foreachpersonontheradarscreen,primarydevelopmentneedsare

identified focusingonwhattheyneedinorderto beready forthenext

level.

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4.Generation of Development Plans:

Adevelopmentplanisprepared forhow succession

planning willhelpthepersondevelopoverthenext year.

5. Development Monitoring & Review:

Anannualorsemi-annualsuccessionplanningreview is

heldtoreview progressof keytalentandtorefreshorrevise

theirdevelopmentplan.

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APPROACHESTO SUCCESSION PLANNING

CompetencyBased Approach

Assessingtheneed basedon futureandpresentrequirementofcompetencies.

CorporateDirected Approach

Corporatestrategizingincludesthevisionandvalueoftopexecutives.

Problem Solving Approach

Solvingproblemsthatconfrontthecompany.

Visionary Approach

Anticipatingthe futureandplanningtheleadershiptalentaroundthoseneeds.

CompetitiveMarket Approach

Maintainingacompetitiveedgeinthemarketwithtalentthatstayontopofthesituation.

CareerDriven Approach

Planningcareerstomatchcorporategoals.

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COMPETENCYBASED SUCCESSION PLANNINGPROCESS

1. Identifyingkeyjobs

2. Developcompetencymodels

3. Assesscandidatesagainst

competencies

4.Makedecisions

5. DevelopHRIS

6. Developacareerpathingsystem

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IDENTIFYINGKEYJOBS

y Individual Contributor

y First LevelFunctional Supervisor

y DepartmentFunctionor ProjectManager

y Multiple DepartmentsorFunctionalManagers

y BusinessUnit GeneralManager

y Divisional GeneralManager

y HeadofMultidivisionalOrganization

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DEVELOP COMPETENCYMODELS

y Competenciesrequired fora Superior Performance

y Changeinthe Levelof Competencies

y GrowthandDevelopmentofcompetencies

y PresentandFutureRequirements

y Prioritization

y CompliancetoOrganizational Strategy

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ASSESS CANDIDATES AGAINSTCOMPETENCIES

y Identifycostaffectiveassessmentmethods.

y Trainassessorstoevaluatecandidates for

targetjobs.

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MAKE DECISSION

y Makedecisionsaboutjob incumbentsandcandidates.

yJob incumbentsare basedon:

y Competencies

y Abilitytogohigher

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DEVELOP HRIS

y Succession Planning formorethanonepositions

y Keeptrack of Competencies

y Evaluates Job-PersonFit

y ReducedTime

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DEVELOP A CAREERPATHING SYSTEM

y Competency basedgapidentification

y CompetencyBased Development

y Trainingand Development

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BENEFITS

y Provideanaddedimpetustogrowthofemployeeswithhighpotentialandgoodperformanceintheorganization.

y It facilitatesin buildingteamsandoptimizingtheirperformance byemphasizingonstrengthsandweaknessesoftheteammembers

y Highreturnoninvestment fromemployees

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y Ensuringcontinuity,avoidanceofproblemsoftransitionwhichhamper bothindividualandorganizationalperformanceandeffectiveness.

y ItensuresadirectiontoHRsystemsofTraining &DevelopmentandTalentmanagement.

y It facilitatesinoptimizingperformanceacrosstheorganization.

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WHYSUCCESSION PLANNING FAILS

y Highpotentialcandidatesarearbitrarilyidentified.

y Thedesignatedreplacementmay be far fromready

totakeover.y Theevaluationmay bemorepositivethanwhatitshould be.

y

Promotionsaremade keepinginview theorganizationalneeds, buttotallyignorestheemployeeaspirations.

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y Theprocesslackstransparencyandconfusescompetentpeople.

y Outsidehiresare broughtinindiscriminatelywithoutexplainingtherationaletoinsiders.

yWhenonepersonleaves,insteadofmovingdecisivelyandappointingasuccessor,theportfolioissplitamongtwopeopleatthenextlevel,leavingpeopletotallyconfused.

y Theprogramisperceivedas beinglimitedtothetopmanagementonly.

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Case StudyCase Study