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Succession Planning
 

Succession Planning

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  • Reason 1: Contribute to Implementing the Organization's Strategic Business Plans Reason 2: Identify Replacement Needs as a Means of Targeting Necessary Training, Employee Education, and Employee Development Reason 3: Increase the Talent Pool of Promotable Employees Reason 4: Provide Increased Opportunities for High-Potential Workers Reason 5: Tap the Potential for Intellectual Capital in the Organization Reason 6: Help Individuals Realize Their Career Plans Within the Organization Reason 7: Encourage the Advancement of Diverse Groups Reason 8: Improve Employee Morale Reason 9: Improve Employees' Ability to Respond to Changing Environmental Demands Reason 10: Cope with the Effects of Downsizing Reason 11: Decide Which Workers Can Be Terminated Without Damage to the Organization
  • Replacement Charts
  • Conducting Job and Task Analysis
  • Conducting Job and Task Analysis
  • Conducting Job and Task Analysis
  • Management by Objectives (MBO) Focuses on the results of job performance rather than processes to achieve results. Dimensions/Activity Rating Focuses on each job activity, duty, responsibility, or essential function. Global Assessment Choose how is high potential in your opinion Success Factor Analysis The process of examining traits or other characteristics perceived to lead to organizational success or advancement
  • Conducting Job and Task Analysis
  • Conducting Job and Task Analysis

Succession Planning Succession Planning Presentation Transcript

  • Succession PlanningOverall Program Guidelines Nazar Albuijan April 19th, 2012
  • 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.”
  • Process Preparation Succession Strategy Critical Positions/Jobs Positions Profiles Mentorship Network Governance/ Infrastructure Training and Identification Development and Evaluation Mentor Assignment High Potential Candidates (HPC) Developmental Assignments HPC Profiles Training Projections Individual Development Plans (IDP)
  • Stage 1 - Preparation
  • Stage 1 - Preparation: What Do You Need? •Strong sponsorship by the Board and Strategic Alignment CEO and heavy involvement by management HR Participation •Involvement should include strategy input, person/position evaluation, and Critical Positions mentorship/training •Management is evaluated against SP Technology objectives What Do You Get? •SP Strategy •Mentorship Network
  • Stage 1 - Preparation: What Do You Need? •Create policies, procedures, roles and Strategic Alignment responsibilities •Responsible for administrating the HR Participation program (tools and processes) not deliverables Critical Positions •Establish measurable goals and program priorities Technology What Do You Get? •Governance structure
  • Stage 1 - Preparation: What Do You Need? •Leaders should identify critical positions Strategic Alignment • Current v. Future (based on Strategy) HR Participation • Managerial v. Professional •Competencies Models Critical Positions • Core v. Position Specific • Managerial v. Technical Technology (Functional) • Present v. Future •Other Position requirements (Experience, Education, Certifications) What Do You Get? •Critical positions profiles
  • Stage 1 - Preparation: What Do You Need? •Avoid fragmentation by utilizing Strategic Alignment (streamline) currently available systems •Avoid additional cost by purchasing HR Participation software with customization capabilities to meet specific org requirements Critical Positions •Reporting (Accessible, Dynamic, Useful) Technology What Do You Get? • Infrastructure
  • Stage 2 – Identification & Evaluation
  • Stage 2 – Identification and Evaluation: What Do You Need? •Create a mechanism by which candidates Identification are identified and included in the program  Leadership Direct Nomination Evaluation  High Performers  Panel Nomination  Assessment Centers  Self-Nomination What Do You Get? • High Potential Candidates
  • Stage 2 – Identification and Evaluation: What Do You Need? •Present Performance Evaluation Identification  Using Full-Circle, Multi-rater Assessments Evaluation  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)
  • Stage 3 – Training & Development
  • Stage 3 – Training and Development: What Do You Need? •Important to include practical component T&D to training (i.e. Acting Assignments) •Emphasize mentorship Forecasts •IDP progress should be recorded and discussed on semi-annually What Do You Get? •Mentorship Assignment •Development Assignment and Training
  • Stage 3 – Training and Development: What Do You Need? •IDPs should be systematically maintained T&D to create a forecast for future training demands. Forecasts What Do You Get? •T&D Forecasts
  • Overall TakeawaysContinuous processLong-Term Development and Retention StrategyEmphasis on What a Firm NeedsPool 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
  • Thank You Q&A
  • Appendix 1 – SP Primary Responsibility
  • Appendix 2 – What SP Addresses in the Organization
  • SourcesRobert M. Fulmer, "Choose Tomorrows Leaders Today: Succession PlanningGrooms Firms for Success." Downloaded on 19 July 2004 fromhttp://gbr.pepperdine.edu/021/succession.html. Used with permission.Morrison, C. L., American Society for Training and Development., & Institute forCorporate Productivity. (2010). Improving succession plans: Harnessing thepower of learning and development. Alexandria, Va: ASTD.Rothwell, W. J. (2010). Effective succession planning: Ensuring leadershipcontinuity and building talent from within. New York: AMACOM.William Rothwell, Ed., Effective Succession Management: Building WinningSystems or Identifying and Developing Key Talent (Lexington, Mass.: The Centerfor Organizational Research [a division of Linkage, Inc.]).