succession planning
DESCRIPTION
TRANSCRIPT
![Page 1: Succession Planning](https://reader034.vdocuments.net/reader034/viewer/2022050904/547987f0b4af9f09148b469b/html5/thumbnails/1.jpg)
![Page 2: Succession Planning](https://reader034.vdocuments.net/reader034/viewer/2022050904/547987f0b4af9f09148b469b/html5/thumbnails/2.jpg)
Succession Planning
Overall Program GuidelinesNazar Albuijan
April 19th, 2012
![Page 3: Succession Planning](https://reader034.vdocuments.net/reader034/viewer/2022050904/547987f0b4af9f09148b469b/html5/thumbnails/3.jpg)
What is Succession Planning?
• Position Prospective(Availability, Readiness, Bench Strength, etc…)
• Integration (Strategic Planning, Leadership Development, Performance Management, Career Planning, Workforce Planning, etc…)
• Cross Organizational Unit Boarders(Cross-Functional Area, Cross-Business Unit)
“a means of identifying critical management positions, starting at the levels of project manager and supervisor and extending up to the highest position in the organization. Succession planning also describes management positions to provide maximum flexibility in lateral management moves and to ensure that as individuals achieve greater seniority, their management skills will broaden and become more generalized in relation to total organizational objectives rather than to purely departmental objectives.”
![Page 4: Succession Planning](https://reader034.vdocuments.net/reader034/viewer/2022050904/547987f0b4af9f09148b469b/html5/thumbnails/4.jpg)
Preparation
Identification and Evaluation
Training and Development
Succession StrategyCritical Positions/JobsPositions ProfilesMentorship NetworkGovernance/ Infrastructure
High Potential Candidates (HPC)HPC Profiles Individual Development Plans (IDP)
Mentor AssignmentDevelopmental AssignmentsTraining Projections
Process
![Page 5: Succession Planning](https://reader034.vdocuments.net/reader034/viewer/2022050904/547987f0b4af9f09148b469b/html5/thumbnails/5.jpg)
Stage 1 - Preparation
![Page 6: Succession Planning](https://reader034.vdocuments.net/reader034/viewer/2022050904/547987f0b4af9f09148b469b/html5/thumbnails/6.jpg)
Stage 1 - Preparation:
Strategic Alignment
HR Participation
Critical Positions
What Do You Need?
•Strong sponsorship by the Board and CEO and heavy involvement by management •Involvement should include strategy input, person/position evaluation, and mentorship/training•Management is evaluated against SP objectives
What Do You Get?
•SP Strategy •Mentorship Network
Technology
![Page 7: Succession Planning](https://reader034.vdocuments.net/reader034/viewer/2022050904/547987f0b4af9f09148b469b/html5/thumbnails/7.jpg)
Stage 1 - Preparation:
Strategic Alignment
HR Participation
Critical Positions
What Do You Need?
•Create policies, procedures, roles and responsibilities •Responsible for administrating the program (tools and processes) not deliverables •Establish measurable goals and program priorities
What Do You Get?
•Governance structure
Technology
![Page 8: Succession Planning](https://reader034.vdocuments.net/reader034/viewer/2022050904/547987f0b4af9f09148b469b/html5/thumbnails/8.jpg)
Stage 1 - Preparation:
Strategic Alignment
HR Participation
Critical Positions
What Do You Need?
•Leaders should identify critical positions• Current v. Future (based on
Strategy)• Managerial v. Professional
•Competencies Models• Core v. Position Specific • Managerial v. Technical
(Functional)• Present v. Future
•Other Position requirements (Experience, Education, Certifications)
What Do You Get?
•Critical positions profiles
Technology
![Page 9: Succession Planning](https://reader034.vdocuments.net/reader034/viewer/2022050904/547987f0b4af9f09148b469b/html5/thumbnails/9.jpg)
Stage 1 - Preparation:
Strategic Alignment
HR Participation
Critical Positions
What Do You Need?
•Avoid fragmentation by utilizing (streamline) currently available systems•Avoid additional cost by purchasing software with customization capabilities to meet specific org requirements •Reporting (Accessible, Dynamic, Useful)
What Do You Get?
• Infrastructure
Technology
![Page 10: Succession Planning](https://reader034.vdocuments.net/reader034/viewer/2022050904/547987f0b4af9f09148b469b/html5/thumbnails/10.jpg)
Stage 2 – Identification &Evaluation
![Page 11: Succession Planning](https://reader034.vdocuments.net/reader034/viewer/2022050904/547987f0b4af9f09148b469b/html5/thumbnails/11.jpg)
Stage 2 – Identification and Evaluation:
Identification
Evaluation
What Do You Need?
•Create a mechanism by which candidates are identified and included in the program
Leadership Direct Nomination High Performers Panel Nomination Assessment Centers Self-Nomination
What Do You Get?
• High Potential Candidates
![Page 12: Succession Planning](https://reader034.vdocuments.net/reader034/viewer/2022050904/547987f0b4af9f09148b469b/html5/thumbnails/12.jpg)
Stage 2 – Identification and Evaluation:
Identification
Evaluation
What Do You Need?
•Present Performance Evaluation Using Full-Circle, Multi-rater
Assessments Appraising Performance
• Management by Objectives Trait Rating• Dimensions/Activity Rating• Behaviorally Anchored Rating Scales
(BARS)
•Future Potential Global Assessment Success Factor Analysis
What Do You Get?•HPC Profiles•Individual Development Plan (IDP)
![Page 13: Succession Planning](https://reader034.vdocuments.net/reader034/viewer/2022050904/547987f0b4af9f09148b469b/html5/thumbnails/13.jpg)
Stage 3 – Training &Development
![Page 14: Succession Planning](https://reader034.vdocuments.net/reader034/viewer/2022050904/547987f0b4af9f09148b469b/html5/thumbnails/14.jpg)
Stage 3 – Training and Development:
T&D
Forecasts
What Do You Need?
•Important to include practical component to training (i.e. Acting Assignments)•Emphasize mentorship •IDP progress should be recorded and discussed on semi-annually
What Do You Get?•Mentorship Assignment•Development Assignment and Training
![Page 15: Succession Planning](https://reader034.vdocuments.net/reader034/viewer/2022050904/547987f0b4af9f09148b469b/html5/thumbnails/15.jpg)
Stage 3 – Training and Development:
T&D
Forecasts
What Do You Need?
•IDPs should be systematically maintained to create a forecast for future training demands.
What Do You Get?•T&D Forecasts
![Page 16: Succession Planning](https://reader034.vdocuments.net/reader034/viewer/2022050904/547987f0b4af9f09148b469b/html5/thumbnails/16.jpg)
Overall Takeaways
Continuous process
Long-Term Development and Retention Strategy
Emphasis on What a Firm Needs
Pool of Ready Talent (Vertical and Horizontal Movements)
Emphasis on Results•The percentage of key jobs which have at least two ready successors•The percentage of key posts filled externally•The percentage of developmental action plans implemented•The extent to which the process contributes positively to business results
![Page 17: Succession Planning](https://reader034.vdocuments.net/reader034/viewer/2022050904/547987f0b4af9f09148b469b/html5/thumbnails/17.jpg)
Thank YouQ&A
![Page 18: Succession Planning](https://reader034.vdocuments.net/reader034/viewer/2022050904/547987f0b4af9f09148b469b/html5/thumbnails/18.jpg)
Appendix 1 – SP Primary Responsibility
![Page 19: Succession Planning](https://reader034.vdocuments.net/reader034/viewer/2022050904/547987f0b4af9f09148b469b/html5/thumbnails/19.jpg)
Appendix 2 – What SP Addresses in the Organization
![Page 20: Succession Planning](https://reader034.vdocuments.net/reader034/viewer/2022050904/547987f0b4af9f09148b469b/html5/thumbnails/20.jpg)
Sources
Robert M. Fulmer, "Choose Tomorrow's Leaders Today: Succession Planning Grooms Firms for Success." Downloaded on 19 July 2004 from http://gbr.pepperdine.edu/021/succession.html. Used with permission.
Morrison, C. L., American Society for Training and Development., & Institute for Corporate Productivity. (2010). Improving succession plans: Harnessing the power of learning and development. Alexandria, Va: ASTD.
Rothwell, W. J. (2010). Effective succession planning: Ensuring leadership continuity and building talent from within. New York: AMACOM.
William Rothwell, Ed., Effective Succession Management: Building Winning Systems or Identifying and Developing Key Talent (Lexington, Mass.: The Center for Organizational Research [a division of Linkage, Inc.]).