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Succession Planning
BJP
Succession Planning
Succession Planning
•Succession planning is a process for
identifying and developing new leaders
who can replace old leaders when they
leave, retire or die. In dictatorships, it
aims for continuity of leadership,
preventing a chaotic power struggle by
preventing a power vacuum in
organization
Succession Planning help….
contingency planning of recruitment
Succession Planning help….
•Skills set gap filling
Succession Planning help….
Next successor can develop its skills
Succession Planning help….
•Well defined roadmap in position
Succession Planning help….
•Employees who get to understand that their
organization has future plans for them, will tend to stay
with the organization for longer time
Succession Planning Grid
High Leadership
Potential/ Low
Performance
High Leadership
Potential/High
Performance
Low Leadership
Potential/ Low
Performance
Low Leadership
Potential/High
Performance
LeadershipPotential
Current Performance
Succession planning is Urgent
• For future and retention
• For long-term planning
Succession Planning
• Ensures that employees are recruited and/or developed to fill each key
role.!
• Ensures that we operate effectively when individuals occupying critical
positions depart.
• May be used for managerial positions or unique or hard-to fill roles.
• Align bench strength for replacing critical positions.
Succession Planning is NOT
• A one time event
• Decided by an individual
• Used solely for individual career advancement opportunities
• Reacting only when a position becomes open
• Line mangers relying solely on their own knowledge/comfort with
candidates.
Replacement vs. Succession
•Reactive
•Form of Risk
Management
•Substituting
•Narrow Approach
•Restricted
•Pro-Active
•Planned Future
Development
•Renewing
•Organized Alignment
•Flexible
Traditional vs. Future
• Driven by an annual HR
procedures
• Entitlement focus –
bureaucratic/buddy payback
system - decided in secret
• “The list” and identified
development actions, but no
accountability for
development
• Driven by current and future
business needs
• Successors determined by an
open process with multiple
inputs and factors
• Development plans,
development discussions and
coaching with both
candidate, management,
mentors, and others held
accountable for progress and
monitoring
Steps of Succession Planning
Thank You.. !

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succession planning

  • 2.
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  • 4. BJP
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  • 6.
  • 7.
  • 9. Succession Planning •Succession planning is a process for identifying and developing new leaders who can replace old leaders when they leave, retire or die. In dictatorships, it aims for continuity of leadership, preventing a chaotic power struggle by preventing a power vacuum in organization
  • 10. Succession Planning help…. contingency planning of recruitment
  • 12. Succession Planning help…. Next successor can develop its skills
  • 13. Succession Planning help…. •Well defined roadmap in position
  • 14. Succession Planning help…. •Employees who get to understand that their organization has future plans for them, will tend to stay with the organization for longer time
  • 15. Succession Planning Grid High Leadership Potential/ Low Performance High Leadership Potential/High Performance Low Leadership Potential/ Low Performance Low Leadership Potential/High Performance LeadershipPotential Current Performance
  • 16. Succession planning is Urgent • For future and retention • For long-term planning
  • 17. Succession Planning • Ensures that employees are recruited and/or developed to fill each key role.! • Ensures that we operate effectively when individuals occupying critical positions depart. • May be used for managerial positions or unique or hard-to fill roles. • Align bench strength for replacing critical positions.
  • 18. Succession Planning is NOT • A one time event • Decided by an individual • Used solely for individual career advancement opportunities • Reacting only when a position becomes open • Line mangers relying solely on their own knowledge/comfort with candidates.
  • 19. Replacement vs. Succession •Reactive •Form of Risk Management •Substituting •Narrow Approach •Restricted •Pro-Active •Planned Future Development •Renewing •Organized Alignment •Flexible
  • 20. Traditional vs. Future • Driven by an annual HR procedures • Entitlement focus – bureaucratic/buddy payback system - decided in secret • “The list” and identified development actions, but no accountability for development • Driven by current and future business needs • Successors determined by an open process with multiple inputs and factors • Development plans, development discussions and coaching with both candidate, management, mentors, and others held accountable for progress and monitoring

Editor's Notes

  1. succession planning is strategic, both in the investment of resources devoted to it and in the kinds of talent it focuses on. It is not a one time event; rather, it is re-assessed and revised annually through the process