Career Development & Succession Planning

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http://www.themanagementskills.com/human-resource/career-development-succession-planning - Talent Management, Career Development & Succession Planning

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Career Development & Succession Planning

  1. 1. Talent Management Career Development & Succession Planning (CDSP) http://www.themanagementskills.com/
  2. 3. Integrated Approach Performance Management Succession Planning Senior Management Development BUSINESS STRATEGY BUSINESS RESULTS Training & Development Talent Management Rewards Management Recruitment & Selection Career Management
  3. 4. Aim <ul><li>Foster a process of building leadership capability across the lines of business / support functions </li></ul><ul><li>The emphasis is on developing a broad spectrum of talent within the management ranks so that the availability of internal talent will not be a constraint to the organization's strategic direction </li></ul><ul><li>Identify the key leadership success factors </li></ul>
  4. 5. Outcomes <ul><li>Retention and development of high potential employees </li></ul><ul><li>Builds internal staff capabilities (bench strength) for the emerging organizational demands </li></ul><ul><li>Maps various succession options </li></ul><ul><li>Facilitates developmental moves across the organization </li></ul><ul><li>Establishes a professionally managed organization with the systems in place to ensure that it will have effective leaders going forward </li></ul>
  5. 6. Contemporary Issues: Changing Nature of Work & Organization <ul><li>Demographics (net-generation, diversity) </li></ul><ul><li>Globalization </li></ul><ul><li>Technology </li></ul><ul><li>Redefined concept of ‘Loyalty’ </li></ul><ul><li>Challenges in differentiating high performers from poor performers </li></ul><ul><li>Wanted Rapid career progression </li></ul>
  6. 7. Intelligent Career <ul><li>know why (values attitudes, internal needs, identity and lifestyle); </li></ul><ul><li>know how (career competencies, skills, expertise, capabilities, tacit, and explicit knowledge); </li></ul><ul><li>know whom (networking, relationships how to find right people) </li></ul><ul><li>know what (opportunities, threats & requirements), </li></ul><ul><li>know where (entering, training and advancing) and </li></ul><ul><li>know when (timing of choices and requirements) </li></ul>
  7. 8. Web - Career <ul><li>Work today is about expanding your web by </li></ul><ul><li>making more connections (knowing more people) spinning stronger strands (gaining more experience and skills) </li></ul><ul><li>A Web is flexible, expandable and you can always tear it down and build a new one elsewhere </li></ul>
  8. 9. Protean Career <ul><li>The career of the 21 st century will be protean </li></ul><ul><li>A career that is driven by the person, not the organization, and that will be reinvented by the person from time to time, as the person and the environment change </li></ul><ul><li>Characteristics </li></ul><ul><li>Focus of psychological success rather than vertical success </li></ul><ul><li>Life long series of identity changes and continuous learning </li></ul><ul><li>Career age counts, not chronological age </li></ul><ul><li>Job security replaced by goal of employability </li></ul><ul><li>Sources of developments are work challenges and relationships </li></ul>
  9. 10. Talent Management Performance Management Succession Planning Senior Management Development BUSINESS STRATEGY BUSINESS RESULTS Training & Development Talent Management Rewards Management Recruitment & Selection Career Management
  10. 11. Early Models of CD Walker, 1973
  11. 12. Early Models of CD (Cont.) Reif & Newstro, 1974
  12. 13. Career Active System Triad (CAST) Baruch (2004) Serve as the framework for the discussion and for providing the balanced view point Level Individual Organization Values Aspirations Philosophy / Strategy Approaches Attitudes Policies Behaviors Actions Practices
  13. 14. Elements of Career Management <ul><li>Individual (Self) Assessment of Abilities, Interests, career need and goals </li></ul><ul><li>Organizational Assessment of employee abilities and potential </li></ul><ul><li>Communication of information concerning career opportunities with the organization </li></ul><ul><li>Career Counseling to set realistic goals and plan for their attainment </li></ul>http://www.themanagementskills.com/
  14. 15. Talent Management Performance Management Succession Planning Senior Management Development BUSINESS STRATEGY BUSINESS RESULTS Training & Development Talent Management Rewards Management Recruitment & Selection Career Management
  15. 16. Succession Planning -Definition <ul><li>Strategic , systematic and deliberate effort to develop competencies in potential leaders through proposed learning experiences such as targeted rotations and educational training in order to fill high-level positions without favoritism (Mathew Tropiano, 2004) </li></ul><ul><li>Deliberate and systematic effort by an organization to ensure leadership continuity in key positions and encourage individual advancement (St-Onge, Mercer) </li></ul><ul><li>A structured process involving the identification and preparation of potential successors to assume a new roles </li></ul>
  16. 17. <ul><li>WHAT IS SP? </li></ul><ul><li>Constant change planning </li></ul><ul><li>An organizational journey, not a project </li></ul><ul><li>Ensuring continuity of leadership </li></ul><ul><li>Identifying gaps in existing talent pool </li></ul><ul><li>Identifying and nurturing future leaders </li></ul><ul><li>Why SP? </li></ul><ul><li>Organization supersede Individuals </li></ul><ul><li>– visionaries are those who groom their young ones to take the lead position and to take the cause of organization forward </li></ul>
  17. 18. Ref: Troopiano, 2004 CEO/ Leadership Commitment & Involvement Education and Training Self Development Competency driven Strategically Targeted Rotational Assignments Future Competencies Needed Aligned with Strategic Plan <ul><li>Results </li></ul><ul><li>Talent Driven culture </li></ul><ul><li>Accelerated Development </li></ul><ul><li>Vision for future advancement </li></ul>Accountability Measurability Succession Planning Model
  18. 19. Challenges in SP
  19. 20. Benefits of SP Source: Aberdeen Group, September 2006 Tells about the extent to which leadership job openings can be filled from the internal pool the av. no. of qualified candidates for each leadership position the number of positions with two or more ‘ready now’ candidates the attrition rate from the succession pool
  20. 21. Garman & Gllawe, 2004
  21. 22. Top level succession planning different Garman & Gllawe, 2004
  22. 23. Remember <ul><li>Succession plan may be expected practice – its absence is more a curse than its presence a blessing </li></ul><ul><li>Succession program should limit their focus to linch-pin positions – those considered most critical to the organization’s need. </li></ul>http://www.themanagementskills.com/

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