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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