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Strategic HR/Workforce Planning_Metrics & Succession Planning

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Strategic HR/Workforce Planning and Metrics and Succession Planning - best practice principles, tools and processes

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Strategic HR/Workforce Planning_Metrics & Succession Planning

  1. 1. STRATEGIC HR/WORKFORCE PLANNING, METRICS AND SUCCESSION PLANNING CHARLES COTTER PhD, MBA, B.A (Hons), B.A www.slideshare.net/CharlesCotter KAMPALA, UGANDA JULY 2018
  2. 2. • Objective #1: Defining the fundamental HR Planning concepts • Objective #2: Diagnosis of current HR Planning practices – 10 Best Practice Criteria/guidelines • Objective #3: Applying the 6-step Strategic Workforce/HR Planning process • Objective #4: Strategic Workforce Planning metrics and - auditing • Objective #5: Succession Planning – principles and process 2-DAY, TRAINING PROGRAMME OVERVIEW
  3. 3. AGREE OR DISAGREE? WHY?
  4. 4. • Individual activity: • Complete the statement by inserting one (1) word only. As a HR Manager, in order to effectively apply strategic workforce/HR planning in my organization, I need to/to be .………………………………….. • Now find other learners with the same word as you. • Jot these words down on the flip-chart. • Each learner will have the opportunity to elaborate on their chosen word. INTRODUCTORY ACTIVITY
  5. 5. OBJECTIVE #1: Introduction and Defining the fundamental concepts
  6. 6. DEFINING THE FUNDAMENTAL HRM CONCEPTS • Integrated Talent Management • Talent/HR Planning • Strategic HR Planning • Strategic HRM
  7. 7. INTEGRATED TALENT MANAGEMENT
  8. 8. INTEGRATED TALENT MANAGEMENT ARCHITECTURE/SYSTEM
  9. 9. DEFINING WFP - GETTING IT “RIGHT”
  10. 10. STRATEGIC HR MANAGEMENT
  11. 11. DEFINING STRATEGIC HUMAN RESOURCES MANAGEMENT (SHRM) • SHRM is defined as an approach to managing people that deals with how the organization’s goals will be achieved through its human resources by means of integrated HR strategies, policies and practices (Armstrong, 2016). • SHRM propositions:  The HR of an organization play a strategic role in it’s success  Human capital is a major source of competitive advantage  It is people who implement business strategy  A systematic approach should be adopted to planning and implementing HR strategies  HR strategies and plans should be integrated with business strategies and plans
  12. 12. STRATEGIC HRM VALUE CHAIN
  13. 13. AON INSURANCE EMEA HEALTH STUDY (2018)
  14. 14. MERCER (2016)
  15. 15. OBJECTIVE #2: Diagnosis of current SWP practices
  16. 16. CLEAR VIEW – LINE OF SIGHT STRATEGIC WORKFORCE PLANNING • Inventory of available organizational core competencies? • Inventory of organizational scarce skills? • Mission critical organizational jobs (to enable strategy achievement)? • Critical employee segments (to promote business continuity/sustainability – future-proofing)? • Competitivity and readiness of organizational talent pipeline? • Identification of organizational talent gaps?
  17. 17. • https://www.surveymonkey.com/r/JMXSR2T • #1: Aligned with the organization’s strategic business plans and priorities. • #2: Future-focused, adopting a strategic, medium to long-term forward- looking approach. • #3: Pro-active, sensitive and responsive to (internal and external) environmental change and trends. • #4: Provides accurate and reliable (clear view) talent planning/management information for the organization e.g. available core competencies; scarce skills; critical jobs and employee segments and talent gaps. • #5: Collaborative, well coordinated and partnering effort (HRM has co- opted business partners e.g. line managers to the process). DIAGNOSIS: 10 BEST PRACTICE GUIDELINES FOR EFFECTIVE SWP
  18. 18. • https://www.surveymonkey.com/r/JMXSR2T • #6: Integrated (bundled) with other HRM value chain processes e.g. Recruitment, Succession Planning, Retention and Leadership Development. • #7: Generates meaningful business intelligence for the organization which shapes, informs and influences business planning and supports strategic decision- making. • #8: Integrates both scientific (HRM metrics, predictive analytics and strategy maps) with artistic (planning) principles. • #9: Dynamic - regularly and systematically monitored, reviewed, evaluated and adapted (committed to continuous improvement processes). • #10: Yields a positive ROI, with tangible/demonstrable outcomes and impact for the organization i.e. creates sustainable HCM competitive advantages DIAGNOSIS: 10 BEST PRACTICE GUIDELINES FOR EFFECTIVE SWP
  19. 19. LEARNING ACTIVITY 1 • Individual Activity: • Diagnose your organization’s current Workforce Planning practices against the ten (10) best practice criteria. • https://www.surveymonkey.co m/r/JMXSR2T • Group Discussion: • Identify gaps and recommend improvement strategies. • Refer to the research findings: https://www.linkedin.com/puls e/reality-check-chief-human- resources-officers-africa-hrm- cotter-phd/
  20. 20. HRM STRATEGIC MATURITY MODEL (Cotter, 2017) Level 4: Strategic HRM (80%+) Level 3: Transformational HRM (65-79%) Level 2: Transactional HRM (Descriptive) (41-64%) Level 1: Traditional HRM (0-40%)
  21. 21. MEASURING THE STRATEGIC IMPACT & VALUE OF HRM/L&D • Over the past 12 months, I’ve developed Survey Monkey quizzes, based on compliance of current HRM/L&D practices, measured against 10 best practice criteria, that I’ve used on various training and conference speaking assignments in South Africa, Ghana, Zambia, Mozambique, Uganda, Tanzania and Kenya. • The respondents from these seven (7) countries were HR/L&D managers and -professionals, representative of both public and private sector institutions. • The ten (10) focal points of these mini surveys include the following HRM/L&D value chain processes:  Strategic Performance Advisor (SPA)  Strategic HR Planning  HRM Metrics and Analytics  Strategic Total Rewards Management (STORM)  Skills Auditing  Strategic Learning Partner (SLP)  Ethics of S.A trainers  Succession Planning  HRM Auditing  Future fitness of HR professionals • Refer to the following links: • https://www.linkedin.com/pulse/reality-check-chief-human-resources-officers-africa-hrm-cotter-phd/ • https://www.slideshare.net/CharlesCotter/measurement-of-the-strategic-maturity-of-hrm-and-ld-practices-africa
  22. 22. OVERALL FINDINGS HRM/L&D Value chain process Number of responses (N) Mean Score Relative Difficulty ranking Standard deviation Level of Strategic Maturity Strategic Performance Advisor (SPA) 79 60% 6 15% Level 2 (Transactional) Strategic HR Planning 67 64% 8 14% Level 2 (Transactional) HRM Metrics and Analytics 98 53% 2 11% Level 2 (Transactional) Strategic Total Rewards Management (STORM) – Principles and Best Practices 18 50% 1 11% Level 2 (Transactional) Skills Auditing 33 57% 3 14% Level 2 (Transactional)
  23. 23. OVERALL FINDINGS HRM/L&D Value chain process Number of responses (N) Mean Score Relative Difficulty ranking Standard deviation Level of Strategic Maturity Strategic Learning Partner (SLP) 27 62% 7 13% Level 2 (Transactional) Ethics of S.A trainers 58 59% 4 12% Level 2 (Transactional) Succession Planning 43 76% 10 18% Level 3 (Transformational) HRM Auditing 23 59% 4 10% Level 2 (Transactional) Future fitness of HR professionals 54 67% 9 12% Level 3 (Transformational) OVERALL 500 61% Level 2 (Transactional)
  24. 24. 0 10 20 30 40 50 60 70 80 OVERALL FINDINGS Strategic Performance Advisor HR Planning HR Metrics STORM Skills Auditing Strategic Learning Partner Ethics of S.A trainer Succession Planning HRM Auditing Future fitness
  25. 25. 0 5 10 15 20 25 STRATEGIC HR/WORKFORCE PLANNING 31-40 41-50 51-60 61-70 71-80 81-90 91-100
  26. 26. STRATEGIC HR PLANNING – WIDEST COMPLIANCE GAPS BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Your organization's HR plan integrates both scientific (HRM metrics, predictive analytics and strategy maps) with artistic (planning) principles. 1 58% Your organization's HR plan yields a positive ROI, with tangible/demonstrable outcomes and impact i.e. creates sustainable HCM competitive advantages 2 60% Your organization's HR Plan provides accurate and reliable (clear view) talent planning/management information e.g. available core competencies; scarce skills; critical jobs and employee segments and talent gaps. 3 61%
  27. 27. STRATEGIC HR PLANNING – MOST COMPLIANT CRITERIA Range Median Mean Standard Deviation 33-93% 64% 64% 14% BEST PRACTICE CRITERIA DIFFICULTY RANKING MEAN SCORE Your organization's HR plan is collaborative, well-coordinated and a partnering effort (HRM has co-opted business partners e.g. line managers to the process). 10 67%
  28. 28. LEVELS OF SWP MATURITY
  29. 29. RELATED RESEARCH • Although 92% of companies have some level of workforce planning, only 21% take a strategic, long-term approach to addressing the talent demand, talent supply and the actions necessary to close the gap between the two. • Only 11% of organizations have currently reached Level 3 of Maturity. • Only 10% have reached Level 4. • Although best-practice companies align workforce planning as an integral part of their business and financial planning, 67% of companies at every level still conduct workforce planning on an “as-needed” basis. • Only 25% of workforce plans are effective at helping business leaders forecast revenue and operating budgets. • Only 27% of workforce planning processes are conducted by recruiting and staffing departments. The majority of workforce planning processes are owned by individual business leaders – so they are disjointed from recruiting and even HRM. • SABPP HR Audited ratings (x39 companies)
  30. 30. SABPP HR AUDITED RATINGS (X39 COMPANIES)
  31. 31. SYNOPSIS OF THE STRATEGIC IMPACT AND VALUE OF HRM “Seemingly, current HRM practices are administrative, compliance-driven and transactional and not strategic, commitment-driven and transformational.” (Cotter, 2018)
  32. 32. LEARNING ACTIVITY 2 • Group Discussion: • By referring to the illustration of the HR planning process, evaluate the effectiveness of each process step in your organization. Compare your organization’s effectiveness with the findings of the HCI (2014). • Identify areas of improvement (gaps) and recommend how HR management can enhance performance and value add.
  33. 33. OBJECTIVE #3: Strategic Workforce/HR Planning
  34. 34. STRATEGIC WORKFORCE/HR PLANNING PROCESS • Step 1: Strategic Environmental Analysis • Step 2: Forecasting HR Demand (Futuring) • Step 3: Analyzing (Current) Supply • Step 4: Reconciling – gap analysis • Step 5: HR Action Planning • Step 6: Monitoring and Evaluating the HR Action Plan
  35. 35. THE NATURE OF THE BUSINESS ENVIRONMENT – V-U-C-A
  36. 36. STEP 2: FORECASTING HR DEMAND • Forecasting should consider the past and the present requirements as well as future organizational direction/s  Number of employees  Type of employees  Skills requirements of these employees • Consider and assess the challenges and constraints • Preferred Scanning tools –”What If” and Scenario Planning
  37. 37. STEP 3: ANALYZING CURRENT SUPPLY • Assess the current HR capacity of the organization by means of the Skill inventories/audits method  The knowledge, skills and abilities of your current staff need to be identified  Employee experience, education and special skills  Certificates or additional training should also be included • A forecast of the supply of employees projected to join the organization from outside sources • HRM indicators, metrics and indices e.g. turnover rates
  38. 38. SKILLS AUDITING PROCESS – ILLUSTRATED
  39. 39. SKILLS AUDITING PROCESS • Step 1: Determine Skills Requirements (Competency profiling) • Step 2: Audit actual skills • Step 3: Determine development needs and plan for training/restructuring
  40. 40. STEP 1: DETERMINE SKILLS REQUIREMENTS • In order to determine skills requirements, an organization should identify current and future skills requirements per job. • The end result is a skills matrix with related competency definitions. Definitions can be allocated against various proficiency levels per job, such as basic, intermediate and complex. • Objective: Determine the critical or required skills (elicited from job profiles, your strategy, or competency matrix). • Skills matrix process:  Step 1: Workshop with a project team (include Subject Matter Experts)  Step 2: Use outcomes analysis to derive skills/knowledge factors and unit standard titles  Step 3: Use results of outcomes analysis and value chain process to develop a skills matrix and titles matrix  Step 4: Verify matrices with SMEs and finalise
  41. 41. SAMPLE OF SKILLS MATRIX
  42. 42. SAMPLE OF SKILLS MATRIX
  43. 43. STEP 2: AUDIT ACTUAL SKILLS • Step 2 involves an individual self-audit and skills audit • Results are collated into reporting documents that may include statistical graphs, qualitative reports and recommendations • A skills audit includes auditing qualifications, experience and training (knowledge) • Conducting a Skills Gap Analysis
  44. 44. HIERARCHY OF SKILLS
  45. 45. SKILLS AUDIT RATING SCALE Rating Description Definition 0 No evidence of competence An individual does not currently display any form or level of competence in the skill listed. He or she may require formal training and exposure to the skill in the workplace. 0.25 Some evidence of competence The individual may demonstrate part competence, but definitely needs formal training and exposure to the skill in the workplace. 0.5 Evidence of competence, needs further training An individual is competent, but needs to improve. Training is the most effective solution. The individual may be at a lower level than the position requires, i.e. at linear, instead of complex level. 0.75 Evidence of competence, needs more exposure to the skill The individual is competent and has undergone training. Further exposure in the workplace would ensure improvement and full competence. The individual may be at a lower level than the position requires, i.e. at linear, instead of intermediate level. 1 Full evidence of competence The individual is competent in the skills at the level allocated to his/ her position.
  46. 46. STEP 4: RECONCILING/GAP ANALYSIS
  47. 47. LEARNING ACTIVITY 3 • Group Discussion: • Apply steps 1-4 of the Workforce/HR Planning process in the context of your organization.
  48. 48. STEP 5: IMPLEMENTING - INTERVENTIONS • Develop and initiate a Resourcing Strategy • Matching strategy (intervention) with scenario (surplus or deficit) • Action plan-based implementation methodology
  49. 49. HR ACTION PLANS • There are five HR strategies for meeting organizational needs in the future:  Restructuring strategies  Training and development strategies  Recruitment strategies  Outsourcing strategies  Collaboration strategies
  50. 50. RESTRUCTURING STRATEGIES • Reducing staff either by termination or attrition • Regrouping tasks to create well designed jobs • Reorganizing work units to be more efficient • If your assessment indicates that there is an oversupply of skills, there are a variety of options open to assist in the adjustment. • Termination of workers gives immediate results. Generally, there will be costs associated with this approach depending on your employment agreements. Notice periods are guaranteed in all provinces. • Be sure to review the labour/employment relations standards in your province or territory to ensure that you are compliant with the legislation.
  51. 51. TRAINING AND DEVELOPMENT STRATEGIES • Providing staff with training to take on new roles • Providing current staff with development opportunities to prepare them for future jobs in your organization • Training and development needs can be met in a variety of ways. • One approach is for the employer to pay for employees to upgrade their skills. This may involve sending the employee to take courses or certificates or it may be accomplished through on- the-job training. • Many training and development needs can be met through cost effective techniques.
  52. 52. RECRUITMENT STRATEGIES • Recruiting new staff with the skill and abilities that your organization will need in the future • Considering all the available options for strategically promoting job openings and encouraging suitable candidates to apply • For strategic HR planning, each time you recruit you should be looking at the requirements from a strategic perspective. • Example: Perhaps your organization has a need for a new fundraiser right now to plan special events as part of your fundraising plan. However, if your organization is considering moving from fundraising through special events to planned giving, your recruitment strategy should be to find someone who can do both to align with the change that you plan for the future.
  53. 53. OUTSOURCING STRATEGIES • Using external individuals or organizations to complete some tasks • Many organizations look outside their own staff pool and contract for certain skills. • This is particularly helpful for accomplishing specific, specialized tasks that don't require on-going full-time work. • Some organizations outsource HR activities, project work or bookkeeping. • Example: Payroll may be done by an external organization rather than a staff person, a short-term project may be done using a consultant, or specific expertise such as legal advice may be purchase from an outside source. • Each outsourcing decision has implications for meeting the organization's goals and should therefore be carefully assessed.
  54. 54. COLLABORATION STRATEGIES • Finally, the strategic HR planning process may lead to indirect strategies that go beyond your organization. • By collaborating with other organizations you may have better success at dealing with a shortage of certain skills. • Types of collaboration could include:  Working together to influence the types of courses offered by educational institutions  Working with other organizations to prepare future leaders by sharing in the development of promising individuals  Sharing the costs of training for groups of employees  Allowing employees to visit other organizations to gain skills and insight
  55. 55. HRM ACTION PLAN (INTERVENTION) TEMPLATE
  56. 56. STEP 6: MONITOR, EVALUATE AND ADJUST THE HR ACTION PLAN
  57. 57. LEARNING ACTIVITY 4 • Group Discussion: • Apply steps 5-6 of the Workforce/HR Planning process in the context of your organization.
  58. 58. OBJECTIVE #4: Strategic Workforce/HR Planning Metrics and Auditing
  59. 59. OBJECTIVE #3: Strategic Workforce Planning Metrics and Auditing
  60. 60. THE FUTURE OF HR METRICS & ANALYTICS? “HRM will have to migrate from the fundamentals of people science to the complexities of data science.” (Cotter, 2017)
  61. 61. STRATEGIC WORKFORCE/HR PLANNING METRICS (DR. JOHN SULLIVAN) • 1. Do we have the right number of people in our organization?  Does HR have a metric/system for ensuring we are not OVERSTAFFED?  Do we compare our Headcount per unit of production/ sales to that of our direct competitors to ensure we don't have headcount "fat"?  Are we UNDER STAFFED in areas, where if we added people in key areas, we would increase our profitability? • 2. Do we forecast and prevent people problems better than the best in the industry?  Have HR "smoke detectors" and forecasts given top management sufficient warning of possible "people problems"? Has it allowed us to effectively mitigate their impact upon the business?  HR develops programs and solutions before smoke turns into fire and before managers have to request them.  Do we provide our managers with sufficient lead- time and a "heads up" on people issues that will/ do face them?
  62. 62. STRATEGIC WORKFORCE/HR PLANNING METRICS (DR. JOHN SULLIVAN) • 3. Do we rapidly redeploy our people resources from areas of low return in the corporation to areas of high return?  What % of our workforce moves internally each year between business units?  What % of our workforce have we had to "layoff this year?  Is there evidence that we get the most from our talent? • 4. Succession Planning  The percentage of Executive roles for which there is a succession candidate, which is calculated by the number of Succession Planning Candidates/Executive Level Headcount
  63. 63. AUDITING STRATEGIC WORKFORCE PLANNING • 1. Do you have an up-to-date organizational chart and other planning documents to enable workforce planning? • 2. Do you perform workforce planning and/or a needs assessment at least quarterly? • 3. Do you have a method for forecasting staffing needs by production requirements? • 4. Do you track and manage operations by utilizing essential metrics such as turnover, full-time equivalents (FTE), time to hire or revenue to productivity? • 5. Are turnover levels appropriate for the nature of your industry/business? • 6. Does your Company have an established succession plan?
  64. 64. STRATEGIC WORKFORCE PLANNING TOOL/TEMPLATE • Your facilitator will provide you with an Excel spreadsheet (soft copy) and navigate you through the use thereof post-training.
  65. 65. LEARNING ACTIVITY 5 • Group Discussion: • Describe the Strategic Workforce Planning metrics that your organization applies. • Describe how you can audit Strategic Workforce Planning in your organization.
  66. 66. OBJECTIVE #5: Succession Planning
  67. 67. • Succession planning is the identification and development of potential successors for key positions in an organization, through a systematic evaluation process and possible training or mentoring. • Succession planning and management involves an integrated, systematic approach to identify, develop and retain talent for key positions and areas in line with current and projected business objectives. • Succession Planning is "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.” DEFINING SUCCESSION PLANNING
  68. 68. PURPOSE OF SUCCESSION PLANNING • Succession planning is a process of determining critical roles within the company, identifying and assessing possible successors, and providing them with the appropriate skills and experience for present and future opportunities. • Succession planning is a forward-looking process, anticipating what skills will be needed in the future. • Thinking about the business strategy and determining what skills you will need when. • Succession planning ensures that high quality replacements for those individuals who currently hold positions that are key to the organization’s success. • These positions include executive, management, specialists, technical and professional positions and any critical positions motivated by a Line Manager.
  69. 69. • Succession planning is about filling the organization's talent pipeline and building internal bench strength. • It is about leveraging the talent that the organization already possesses by developing it to full potential. • The focus is on developing employees so that the organization has a pool of qualified candidates who are ready to compete for key positions and areas when they become vacant. OBJECTIVES OF SUCCESSION PLANNING
  70. 70. • Keeping or preserving key positions, core skills, and special business know-how • Maintaining business competiveness on key or core areas or positions • Minimizing the impact on business due to unexpected key turnover or extended employee absences due to health or personal issues (i.e. have candidates “ready now” to replace planned and unplanned losses on key positions) • A more efficient and effective public/customer service with increased ability to deliver on business goals • The development of a qualified pool of candidates ready to fill key positions or areas • Improved employee engagement through career development and resulting cost benefit • The opportunity for corporate knowledge transfer • When succession planning is linked to internal leadership development activities, additional benefits are realized. BENEFITS OF SUCCESSION PLANNING
  71. 71. DESIRED RESULTS OF SUCCESSION PLANNING • Identify high-potential employees capable of rapid advancement to positions of higher responsibility than those they presently occupy. • Ensure the systematic and long-term development of individuals to replace key job incumbents as the need arises due to deaths, disabilities, retirements, and, resignations other unexpected losses. • Provide a continuous flow of talented people to meet the organization’s management needs. • Meet the organization’s need to exercise social responsibility by providing for the advancement of successors in the organization.
  72. 72. BEST PRACTICE SUCCESSION PLANNING PRINCIPLES • Refer to the link https://www.surveymonkey.com/r/Y7VCY2P • #1: Succession planning is a strategic driver of sustainable organizational development and competitive advantage. • #2: Succession planning is vertically aligned with the strategic business plan and an enabler of the achievement of strategic goals/objectives. • #3: Succession planning is multi-level is implemented on 3 levels i.e. executive management; senior management and critical/key roles (professional and technical) to develop qualified successors. • #4: Succession planning builds organizational capacity, promotes institutional memory and stimulates knowledge and skills transfer. • #5: Succession planning is horizontally integrated with other HRM value chain processes e.g. Career Planning, Workforce Planning; PMS; Learning and Development etc.
  73. 73. BEST PRACTICE SUCCESSION PLANNING PRINCIPLES • Refer to the link https://www.surveymonkey.com/r/Y7VCY2P • #6: The talent pipeline is vibrant in creating an adequate succession planning rate/ratio e.g. 1:3 and talent bench strength of high potential/performers. • #7: The succession planning is effective in developing and grooming the depth and breadth of talent and fast-tracking ready-made successors in identified key roles. • #8: The succession planning process is proactive and adopts a medium to long- term view e.g. 3-5 years and uses scenario planning/”what if” analyses. • • #9: The succession planning frequently scans the micro, market and macro business environments, is consistently reviewed and is agile in it’s response. • • #10: Succession planning results in effective leadership development, higher levels of employee engagement and improved employee retention.
  74. 74. LEARNING ACTIVITY 6 • https://www.surveymonkey.com/ r/Y7VCY2P • Individual activity: • On a rating scale of 1 = Poor and 10 = Excellent, diagnose the current degree of strategic relevance and importance of your organization’s succession planning. • Group Discussion: • Identify gaps and recommend improvement strategies to address these process gaps.
  75. 75. 0 2 4 6 8 10 12 14 SUCCESSION PLANNING 21-30 31-40 41-50 51-60 61-70 71-80 81-90 90-100
  76. 76. SUCCESSION PLANNING – WIDEST COMPLIANCE GAPS BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE The talent pipeline is vibrant in creating an adequate succession planning rate/ratio e.g. 1:3 and talent bench strength of high potentials/performance. 1 70% The succession planning process is proactive, adopts a medium to long-term view e.g. 3-5 years and uses scenario planning/"what if" analyses. 1 70% Succession planning frequently scans the micro, market and macro business environments, is consistently reviewed and is agile in it’s response. 1 70%
  77. 77. SUCCESSION PLANNING – MOST COMPLIANT CRITERIA Range Median Mean Standard Deviation 22-100% 79% 76% 18% BEST PRACTICE CRITERIA DIFFICULTY RANKING MEAN SCORE Succession planning builds organizational capacity, promotes institutional memory and stimulates knowledge and skills transfer. 10 86%
  78. 78. THE STRATEGIC IMPERATIVE OF SUCCESSION PLANNING AND LINK WITH ORGANIZATIONAL SUSTAINABILITY • Strategic imperative (of succession planning) • Defining organizational sustainability • The Triple Bottom-Line
  79. 79. TRIPLE BOTTOM-LINE
  80. 80. • Succession planning starts when you can accurately measure the performance of employees, assess skills and career growth information. • Succession planning tools need to have extensive integration and customization options to support all of your talent management efforts. • Refer to the software criteria and requirements • Succession Planning metrics - Measure outcomes, not process SUCCESSION PLANNING TOOLS
  81. 81. MODELS OF SUCCESSION PLANNING • Short-term planning or emergency replacements • Long-term planning or managing talent • Combination of above plans
  82. 82. ROTHWELL MODEL
  83. 83. U.S. OFFICE OF PERSONNEL MANAGEMENT MODEL - ILLUSTRATION
  84. 84. STEP 7 REVIEW AND EVALUATE THE IMPACT/EFFECTIVENESS OF SUCCESSION PLAN STEP 6 MONITOR AND TRACK PROGRESS STEP 5 IMPLEMENT SUCCESSION PLAN AND DEVELOPMENTAL STRATEGIES STEP 4 DEVELOP SUCCESSION PLAN AND STRATEGIES STEP 3 IDENTIFY TALENT GAPS STEP 2 IDENTIFY AND ASSESS SUCCESSORS – POTENTIAL AND PERFORMANCE (9-BOX MATRIX) STEP 1 IDENTIFY CURRENT CRITICAL/KEY POSITIONS AND ANALYZE FUTURE REQUIREMENTS AND COMPETENCIES (BUSINESS STRATEGY) GENERIC SUCCESSION PLANNING PROCESS
  85. 85. STEP 2: IDENTIFY AND ASSESS SUCCESSORS – 9 BOX MATRIX
  86. 86. LEADERSHIP DEVELOPMENT
  87. 87. ASSESSING LEADERSHIP POTENTIAL (GALLUP)
  88. 88. LEARNING ACTIVITY 7 • Group discussion: • Apply steps 1-4 of the generic succession plan process to your organization:  Step 1: Identify current critical/key positions and analyze future requirements and competencies (business strategy)  Step 2: Identify and assess successors – potential and performance (9-box matrix)  Step 3: Identify talent gaps  Step 4: Develop succession plan and strategies
  89. 89. CONCLUSION • Key points • Summary • Questions • Training Administration • Certification
  90. 90. CONTACT DETAILS • Dr. Charles Cotter • (+27) 84 562 9446 • charlescot@polka.co.za • LinkedIn • Twitter: @Charles_Cotter • https://www.facebook.com/CharlesACotter/ • http://www.slideshare.net/CharlesCotter

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