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Succession planning mozambique hr forum 28 november 2019

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Succession planning mozambique hr forum 28 november 2019

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8 Reasons why Succession Planning fails and developing strategies to mitigate and counteract these causes

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  1. 1. DR CHARLES COTTER www.slideshare.net/CharlesCotter MAPUTO, MOZAMBIQUE 28 NOVEMBER 2019
  2. 2. O FUTURO DOS RECURSOS HUMANOS |2019 PRESENTATION OVERVIEW Exploring 8 reasons why Succession Planning Fails Developing strategies to mitigate and/or counteract these causes
  3. 3. AGREE OR DISAGREE? WHY?
  4. 4. O FUTURO DOS RECURSOS HUMANOS |2019 REASON #1: SUCCESSION PLANNING IS NOT STRATEGIC • Refer to the link https://www.surveymonkey.com/r/KMPZ5JJ • #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.
  5. 5. O FUTURO DOS RECURSOS HUMANOS |2019 REASON #1: SUCCESSION PLANNING IS NOT STRATEGIC Refer to the link: https://www.surveymonkey.com/r/KMPZ5JJ #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.
  6. 6. SUCCESSION PLANNING – WIDEST COMPLIANCE GAPS BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q9: Succession planning frequently scans the micro, market and macro business environments, is consistently reviewed and is agile in it’s response. 1 67% Q6: 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. 2 67% Q8: 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. 3 68%
  7. 7. SUCCESSION PLANNING – MOST COMPLIANT CRITERIA Range Median Mean Standard Deviation 22-100% 76% 71.9% 18% BEST PRACTICE CRITERIA DIFFICULTY RANKING MEAN SCORE Q1: Succession planning is a strategic driver of sustainable organizational development and competitive advantage. 10 79%
  8. 8. • https://www.surveymonkey.com/r/KT2PMCZ • #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
  9. 9. • https://www.surveymonkey.com/r/KT2PMCZ • #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
  10. 10. STRATEGIC HR PLANNING – WIDEST COMPLIANCE GAPS BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q10: Your organization's HR plan yields a positive ROI, with tangible/demonstrable outcomes and impact i.e. creates sustainable HCM competitive advantages 1 58% Q8: Your organization's HR plan integrates both scientific (HRM metrics, predictive analytics and strategy maps) with artistic (planning) principles. 2 59% Q4: 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 59%
  11. 11. STRATEGIC HR PLANNING – MOST COMPLIANT CRITERIA Range Median Mean Standard Deviation 27-93% 59% 60.3% 12% BEST PRACTICE CRITERIA DIFFICULTY RANKING MEAN SCORE Q1: Your HR Plan is aligned with the organization’s strategic business plans and priorities. 10 67%
  12. 12. SABPP HR AUDITED RATINGS (2018) - x39 COMPANIES
  13. 13. CLEAR VIEW – LINE OF SIGHT x5 STRATEGIC HR PLANNING CHECKPOINTS (Cotter, 2016) #1: Inventory of available organizational core competencies and scarce skills (by means of a skills audit)? #2: Mission critical organizational jobs (to enable strategic goals achievement)? #3: Critical employee segments (to promote business continuity i.e. - future-proofing of the business model)? #4: Identification of organizational talent gaps (e.g. by means of Succession Planning 9-box matrix)? #5: Competitivity, maturity and readiness of the organizational talent pipeline (i.e. number of future-fit HIPO’s and the talent bench strength, who can seamlessly ascend into the key positions)?
  14. 14. O FUTURO DOS RECURSOS HUMANOS |2019 REASON #2: SUCCESSION PLANNING IS NOT HORIZONTALLY INTEGRATED WITH OTHER HRM VALUE CHAIN PROCESSES
  15. 15. INTEGRATED TALENT MANAGEMENT ARCHITECTURE/SYSTEM
  16. 16. STRATEGIC HRM VALUE CHAIN
  17. 17. O FUTURO DOS RECURSOS HUMANOS |2019 REASON #3: SUCCESSION PLANNING AND NOT SUCCESSION MANAGEMENT
  18. 18. O FUTURO DOS RECURSOS HUMANOS |2019 REASON #4: SUCCESSION PLANNING IS NOT STRATEGIC BUSINESS PRIORITY
  19. 19. O FUTURO DOS RECURSOS HUMANOS |2019 REASON #5: SUCCESSION PLANNING DOESN’T SCIENTIFICALLY MEASURE AND ASSESS POTENTIAL SUCCESSORS • 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
  20. 20. IDENTIFY AND ASSESS SUCCESSORS – 9 BOX MATRIX
  21. 21. LEADERSHIP DEVELOPMENT
  22. 22. ASSESSING LEADERSHIP POTENTIAL (GALLUP)
  23. 23. O FUTURO DOS RECURSOS HUMANOS |2019 REASON #6: SUCCESSION PLANNING FOCUSES EXCLUSIVELY ON (EXECUTIVE) MANAGERIAL POSITIONS • #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.
  24. 24. O FUTURO DOS RECURSOS HUMANOS |2019 REASON #7: ORGANIZATIONS ARE TALENT HOARDERS AND MONOPOLIZERS, NOT TALENT LIBERATORS
  25. 25. O FUTURO DOS RECURSOS HUMANOS |2019 REASON #8: SUCCESSION PLANNING IS A PROCESS, NOT AN EVENT
  26. 26. 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
  27. 27. O FUTURO DOS RECURSOS HUMANOS |2019 CONCLUSION Summary of key points Questions
  28. 28. CONTACT DETAILS

Description

8 Reasons why Succession Planning fails and developing strategies to mitigate and counteract these causes

Transcript

  1. 1. DR CHARLES COTTER www.slideshare.net/CharlesCotter MAPUTO, MOZAMBIQUE 28 NOVEMBER 2019
  2. 2. O FUTURO DOS RECURSOS HUMANOS |2019 PRESENTATION OVERVIEW Exploring 8 reasons why Succession Planning Fails Developing strategies to mitigate and/or counteract these causes
  3. 3. AGREE OR DISAGREE? WHY?
  4. 4. O FUTURO DOS RECURSOS HUMANOS |2019 REASON #1: SUCCESSION PLANNING IS NOT STRATEGIC • Refer to the link https://www.surveymonkey.com/r/KMPZ5JJ • #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.
  5. 5. O FUTURO DOS RECURSOS HUMANOS |2019 REASON #1: SUCCESSION PLANNING IS NOT STRATEGIC Refer to the link: https://www.surveymonkey.com/r/KMPZ5JJ #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.
  6. 6. SUCCESSION PLANNING – WIDEST COMPLIANCE GAPS BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q9: Succession planning frequently scans the micro, market and macro business environments, is consistently reviewed and is agile in it’s response. 1 67% Q6: 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. 2 67% Q8: 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. 3 68%
  7. 7. SUCCESSION PLANNING – MOST COMPLIANT CRITERIA Range Median Mean Standard Deviation 22-100% 76% 71.9% 18% BEST PRACTICE CRITERIA DIFFICULTY RANKING MEAN SCORE Q1: Succession planning is a strategic driver of sustainable organizational development and competitive advantage. 10 79%
  8. 8. • https://www.surveymonkey.com/r/KT2PMCZ • #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
  9. 9. • https://www.surveymonkey.com/r/KT2PMCZ • #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
  10. 10. STRATEGIC HR PLANNING – WIDEST COMPLIANCE GAPS BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q10: Your organization's HR plan yields a positive ROI, with tangible/demonstrable outcomes and impact i.e. creates sustainable HCM competitive advantages 1 58% Q8: Your organization's HR plan integrates both scientific (HRM metrics, predictive analytics and strategy maps) with artistic (planning) principles. 2 59% Q4: 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 59%
  11. 11. STRATEGIC HR PLANNING – MOST COMPLIANT CRITERIA Range Median Mean Standard Deviation 27-93% 59% 60.3% 12% BEST PRACTICE CRITERIA DIFFICULTY RANKING MEAN SCORE Q1: Your HR Plan is aligned with the organization’s strategic business plans and priorities. 10 67%
  12. 12. SABPP HR AUDITED RATINGS (2018) - x39 COMPANIES
  13. 13. CLEAR VIEW – LINE OF SIGHT x5 STRATEGIC HR PLANNING CHECKPOINTS (Cotter, 2016) #1: Inventory of available organizational core competencies and scarce skills (by means of a skills audit)? #2: Mission critical organizational jobs (to enable strategic goals achievement)? #3: Critical employee segments (to promote business continuity i.e. - future-proofing of the business model)? #4: Identification of organizational talent gaps (e.g. by means of Succession Planning 9-box matrix)? #5: Competitivity, maturity and readiness of the organizational talent pipeline (i.e. number of future-fit HIPO’s and the talent bench strength, who can seamlessly ascend into the key positions)?
  14. 14. O FUTURO DOS RECURSOS HUMANOS |2019 REASON #2: SUCCESSION PLANNING IS NOT HORIZONTALLY INTEGRATED WITH OTHER HRM VALUE CHAIN PROCESSES
  15. 15. INTEGRATED TALENT MANAGEMENT ARCHITECTURE/SYSTEM
  16. 16. STRATEGIC HRM VALUE CHAIN
  17. 17. O FUTURO DOS RECURSOS HUMANOS |2019 REASON #3: SUCCESSION PLANNING AND NOT SUCCESSION MANAGEMENT
  18. 18. O FUTURO DOS RECURSOS HUMANOS |2019 REASON #4: SUCCESSION PLANNING IS NOT STRATEGIC BUSINESS PRIORITY
  19. 19. O FUTURO DOS RECURSOS HUMANOS |2019 REASON #5: SUCCESSION PLANNING DOESN’T SCIENTIFICALLY MEASURE AND ASSESS POTENTIAL SUCCESSORS • 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
  20. 20. IDENTIFY AND ASSESS SUCCESSORS – 9 BOX MATRIX
  21. 21. LEADERSHIP DEVELOPMENT
  22. 22. ASSESSING LEADERSHIP POTENTIAL (GALLUP)
  23. 23. O FUTURO DOS RECURSOS HUMANOS |2019 REASON #6: SUCCESSION PLANNING FOCUSES EXCLUSIVELY ON (EXECUTIVE) MANAGERIAL POSITIONS • #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.
  24. 24. O FUTURO DOS RECURSOS HUMANOS |2019 REASON #7: ORGANIZATIONS ARE TALENT HOARDERS AND MONOPOLIZERS, NOT TALENT LIBERATORS
  25. 25. O FUTURO DOS RECURSOS HUMANOS |2019 REASON #8: SUCCESSION PLANNING IS A PROCESS, NOT AN EVENT
  26. 26. 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
  27. 27. O FUTURO DOS RECURSOS HUMANOS |2019 CONCLUSION Summary of key points Questions
  28. 28. CONTACT DETAILS

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