Dr. Kazi Golam Faruk LLB,MBA,PhD

Succession PlanningFilling & Developing

the Pipeline

INTRODUCTION

FACILITATOR &

ATTENDEE

Filling & Developing

the Pipeline

Succession Planning

GOOD MORNING

s

ALL IDEAS AND POINTS OF VIEW HAVE VALUE

HUMOR IS WELCOME But not at the expense of otherHONOR TIME (BT), if not…………… CELL PHONE Courtesy, if not followed…………

Group Agreements

ANY OTHER AGREEMENTS TO ADD?

a. Seating arrangement, 1..2..3..4..5..6..7

b. Name group…..select leader….write

c. Class leader selection

Grouping

CLASS LEADER being frustrated left the class

How do we fill this gap?

So…what are you planning to do about it?So…what are you planning to do about it?

SuccessionPlanning

What is Succession Planning?

Simply stated…… Succession Planning is a process of developing talent to meet the needs of the organization now and in the future

May May be defined as ……….

A purposeful and systematic effort made by an organization to ensure: •leadership continuity •retain and develop knowledge and intellectual capital for the future•encourage individual employee growth and development

What is Succession Planning?

So, succession plan is …..

Have the right people in the right place at the right time

An ongoing process of identifying and developing future leaders

An opportunity to create standards for qualifications and competencies for future leaders

Provide understanding to members of the potential leadership paths available and development needs

Succession Plannin

g

So, succession plan is ….. Vital to future success of an organization

Strategic Planning for Human Capital

Investment in your future leaders

Is proactive and not reactive

Sustainability that creates motivated and capable employees

Succession Plannin

g

Succession vs. Replacement

Succession planning involves planned developmental activities for a group of

employees which is not required for replacement planning

Replacement planning involves designating successors in the event of

sudden, unexpected loss of key job incumbents

Replacement planning is about finding backups to fill vacancies on an

organization chart. But succession planning is about grooming the talent

needed for the future Replacement planning is typically reactive but Succession planning is

proactive

Replacement planning is compatible with and often overlaps succession

planning

Why the Interest in Succession Planning?

• Employer is ensured to have a sufficient supply of talent for key roles and tasks whenever needed

• It takes less time and expense to fill vacancies because the talent has already been identified and prepared

• The organization is prepared to deal with sudden, catastrophic losses of key people

• Employee becomes loyal by getting clear opportunity to grow• Customer get the desirable results through reliable and

knowledgeable employees 

Importance of SP

Where Succession Planning is required?

Critical Position – A critical position in the organization that isimperative to run the business. Key strategic importance tohave back fill.Critical Person – A critical person in the organization which wouldresult in a significant adverse impact on the business if the personleaves.

Sample Organogram

Where

Successi

on Planning is

require

d?

EXERCISE

What are the core values for the success of succession planning ?

Transparency: the process is transparent and well communicated to all employees

Assessment: candidates are assessed objectively, without personal favoritism

Fairness: employees who express an interest in career advancement have a reasonable opportunity to be considered for future positions; and appointments are based on merit

Who is responsible for succession planning & Management?

• The Board should ensure that an effective succession planning and management program exists, and is actually working effectively • The CEO is personally responsible for ensuring that an effective succession planning and management program exists and works effectively  • Senior managers are like the co-pilots of the airplane. Each is responsible for establishing talent development objectives for his or her own division or department and then meeting those objectives  • The HR department provides support for the effort by arranging for the policies, procedures, technology, and other support to help ensure that the “plane flies in the right direction”

Who is responsible for succession planning & Management?

• Department managers are responsible for attracting, identifying, developing and retaining talent for their respective departments. They should realize that they are responsible—and accountable—for both “making the numbers” and “grooming talent to meet the organization’s future requirements”

• Individuals are responsible for knowing what they want out of life, their careers and the organization. They are also responsible for developing themselves for the future 

Who is responsible for succession planning & Management?

HOW TO START S. PLAN PROCESS?

Review strategic plans Review key positions Ensure everyone has an updated resume Analyze the data Talk to your employees Begin creating road map Continue assessing

HOW TO START S. PLAN PROCESS?

Review strategic plans Have an updated list of the strategic objectives of each departmentIt will help you decide if your current staff has the KSA (Knowledge, Skills and Abilities) to achieve your strategic objectivesReview key positionsGo through employee roster and identify key positions Identify the top 5-10% of the positions which cannot live without Don’t focus on the people but the positionsEnsure everyone has an updated resumeHave updated resume or skill set tracking mechanism to determine what KSA’s are currently available within the organizationThe information should be accurate

HOW TO START S. PLAN PROCESS?

Analyze the dataReview the people in the positionsLook, who is currently in the position and what skills are necessary if this person leaves the organization? Do we have people somewhere in the organization who could take over if this key employee leaves? This is the point you need to start analyzing what you have, what you need, and the path forward for getting thereTalk to your employeesDiscuss with employees about their interest in career path but don’t disclose your planIt will save from unwanted investment

HOW TO START S. PLAN PROCESS?

Begin creating road mapCreate a road map for the types of KSA’s this employee will need for their next role

Continue assessingContinue assessing to see if the employees are still on track or not If on track, continue providing opportunities to advance their KSA’sIf not, to be tweaked

What are the Key Elements of Succession

Planning?

Assessment ofKey Positions

Identification ofKey Talent

Assessment ofKey Talent

Generation ofDevelopment Plans

DevelopmentMonitoring & Review

KeyElements

05 Key Elements At a Glance

Succession PlanningKey Elements

1. Assessment of Key Positions•The key positions are based on specific criteria at the enterprise and division levels - mostly senior positions •These positions are managed and monitored by the SLT•There are also critical positions for which scarce skills are required2. Identification of Key Talent•Typically people at the top two levels of the organization and high potential employees one level below •Identified by their management’s assessment of their performance and potential for advancement3. 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

4. Generation of Development Plans•A development plan is prepared for how we will help the person develop over the next year5. Development Monitoring & Review•An annual or semi-annual succession planning review is held to review progress of key talent and to revise the development plan

Succession Planning: Key Elements

What are the PHASES of Succession Planning?

Act PlanAssessSuccession Plan

•Executive Summary•Key Positions•Key Competencies•Assessments & Findings•Gap Analysis; Present and Future•Development Plans•Inventory•Accountability•Measurement•Templates •Annual Planning & Review

Phase I:45-60 Days

•Establish Commitment & Team•Define Competency Model•Baseline Assessments & Debrief

Phase II:45-60 Days

•Performance management process review•Assess Future potential•Gap Analysis & Recommendations

Phase III:45-60 Days

•Individual Development Plans•Inventory Competencies•Accountability•Measure, Evaluate & •Improve

PHASES of Succession Planning

As Is ~ To Be ~ Gap Analysis

• Collect and analyze organization and demographic data▫ Retirements?▫ New leaders being identified and developed?▫ What is average age and tenure of current employees?▫ What are attrition and vacancy rates?

• Identity and prioritize key work processes/positions▫ Which are most critical?▫ Which have the least amount of resource depth?▫ Are future leaders prepared?

• Identify condition and availability of resources and systems▫ What items are needed to do work? policies/procedures, training

guides?▫ Are they accessible and up to date?▫ What technology systems are currently in use?

Tips

As Is Assessment

As Is ~ To Be ~ Gap AnalysisTips

To Be Assessment: Analyze future requirements for servicesWhat are the goals of the Strategic Plan?What are upcoming changes in the industry? What demands will technology place on organization?

Gap Analysis:Look …….How does “As Is” organization fall short of “To Be”?

Talent Identification and Development Succession Planning

Readiness Scale

To take Talent to the Senior Leadership Positions

7 to 10 Years 4 to 7 Years 2 to 4 Years Ready Now

Talent Management Objectives

Talent Readiness Scale

Succession Planning Objectives

What are the Challenges in Succession

Planning?

Ineffective balance between identification and development Identifying successors not in line with most organizational cultures Defining it as an HR Problem Poor linkage to business strategy Overemphasis on replacement planning Lack of top management support Lack of organization-wide talent database

Challenges

What’s the ROI for Succession Planning?

Nobody knows the average ROI for succession planning and management programs

Even best-in-class companies have not effectively measured it

Determine ROI by starting with the measurable objectives to be achieved by the program

Find out what it costs—and how long it takes—to fill vacancies today

Then find out what it costs—and how long it takes—to fill vacancies after the succession planning and management program is up and running

ROI for Succession Planning

What are the Biggest Benefits that Organizations Experience?

When an organization has established an effective succession planning program, organizational leaders should expect: Easier to fill vacancies Alignment Prepared for the unknown

So, When Should I Begin Succession Planning?

Today!

# On-going process

# The actual succession plan should be developed before the next generation starts

working for the organization in a career position

# The plan should be reassessed frequently

Sample Development PlanEXECUTIVE DEVELOPMENT

PLAN

NAME: ________________ TITLE: ________________

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 - 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?)

Employee

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

Sample Development Plan (cont’d)

EXECUTIVE DEVELOPMENT PLAN

SUCCESSION CANDIDATES

KEY POSITION TITLE ________________________Backup Candidate Name: ______________________Current Title: ________________________________Div: ______________

Level of Readiness (Circle One): Within 1 Yr. 1–3 Yrs. 3–5 Yrs.

Strengths for this position:

Developmental needs for this position:

Comments:

__________________________________________________Date: FY:Completed by: Division:

Position

Organization Name…………………… Department Name……………………

Key Position Title

Incumbent Name

Position Vulnerability

Succession CandidateNames

Open in< 1 Yr

Open in1–3 Yrs

Open in3 + Yrs

Ready in< 1 Yr

Ready in1–3 Yrs

Ready in3 + Yrs

Succession PlanSummary

BRAINSTORMINGEXERCISE

Dr. Kazi Golam Faruk LLB,MBA,PhD

THANKYOU