Career &Succession Planning

1. JIS COLLEGE OF ENGINEERING
CMS
By-KOUSHIKDUTTA
Career &Succession Planning

2. Career Planning
 A systemic and integrated approach to career
development
 Career development as a HR strategy in a
competitive environment
 Career Planning as a retention strategy
 Alignment of career planning with strategic
objectives of the organisation

3. TYPES of CAREERS
 Vertical…traditional…progression upwards
 Lateral…functional changes and lateral moves
 Boundaryless…switching jobs
specialisations,companies,industries,locations

4. 2 part process for career planning and
development
Career planning is employee centered involving
-self-assessment,
-counselling,
-choices such as job, role, organisation
Career management is organisation centered
using all functions of HR to align interests and
skills of employees with needs of organisation.

5. Employee and HRM responsibility
Employee…needs to be proactive(wwwwh)
informed,
taking opportunities,
developing skills (employability )
HRM …needs to be
informing,encouraging,supporting

6. Business Strategy and Career
Planning and Development
 As an investment with a return
 Organisational environment to support
development
 Infrastructure to support training and ongoing career
guidance
 Analysis of development needs
 Coaching, mentoring and leadership
 Monitoring process (HRIS)
 Clear commitment by organisation to on-going
learning

7. Succession planning
 Leadership identification
 Limited potential labour pool
 Cost and investment and potential pay-off
(increasing mobility of competent executives)
 Gender differences in leadership aspirations

8. The Development Cycle
 Career planning and development as cyclical and
dynamic. There are five key phases:
 Identify competencies required
 Diagnose strengths and developmental needs (See
selection techniques such as Assessment Centres)
 Deliver feedback to the individual
 Implement developmental plan with individual priorities
 Create organisational process to measure the success of
the developmental plan at individual and organisational
levels

9. Career process Issues
 Plateauing
 Meltdown
 Dual Careers
 Work-life balance

10. Career growth factors
 Performance expectations
 Exposure to senior management
 Qualifications
 Employer of choice (EOC)
 Nepotism
 Mentors
 International experience
 Language skills
 IT & technology skills
 Networking
 Goal setting
 See Stone 2006 “Managing HR “1edn.for more detailed discussion

11. The success profile
 The success profile is…
 Behaviourally defined competencies.
Competencies are… “Behaviours, knowledge,
motivations that determine job success” (CCH
Master guide, 2004, p.378).

12. Competencies
 Competencies will derive from organisational
requirements and objectives and specific job
analysis
 Competencies are…
 always defined behaviourally
 are the measure of success and effective
performance (above average)
 measured by psychometric and survey
techniques

13. Succession Planning and Talent
Management
 Definition of Succession Planning as the
method to determine the replacement of
senior managers
 Usually a systematic process of identifying
position replacements best suited to relatively
stable work and organisational environments
 Often deriving from expert decision makers
(qualitative judgement).

14. Succession Planning (Cont)
 Should be an objective process but in danger
of subjectivity and bias, e.g. favouritism, “old-
boy network”, elitism and cultural orthodoxy
 Often best suited to large hierarchical
organisations in more conventional
businesses
 Changes coming out of technology,
globalisation and competitive forces

15. Talent management and
human capital
 Changes to succession planning so that
programs become –
 Transparent and open
 Supported by all management
 Comprehensive assessment of performance,
particularly with objective techniques, and
 Identified as a key organisational strategy

16. Transformation of succession
planning
 Changes brought about by external pressures
as well as organisational streamlining, flatter
structures, high expectations from talented
individuals, decline in loyalty
 Questions: Why do you think there is a decline
in loyalty in organisations today?Should you
make your move or wait for the organisation to
take initiative

17. Research findings
 Taylor, 2001 survey indicated succession planning
was a relatively recent activity in 75% of
organisations
 Succession management was seen as effective where
the support of senior management was strong and line
management participated in identifying talented
candidates
 Two major sources of data were recommendations and
performance management data
 Most organisations did not use objective measures such
as psychometrics or assessment centres

18. Human Capital Theory and talent
management
 Human Capital as investment and major asset to
be developed internally more than recruited
externally
 Human Capital theory emphasises:
 Talent (exceptional behaviour in exceptional
circumstances)
 Intelligence and intellectual agility in problem solving
 Knowledge and knowledge acquisition as personal
competency

19. Human Capital Theory and talent
management (Cont)
 Abilities identified on recruitment, developed
continuously (HRD), specific emphasis on
established ability and the capacity to develop
 Potential for development, interest and
personal commitment to development.