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Dusit Succession Planning Presentation [Compatibility Mode]


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Dusit Succession Planning Presentation [Compatibility Mode]

  1. 1. Dusit International Human Resources StrategySuccession Planning Process October 2009
  2. 2. Topics for today• The Business Case for Succession Planning • An integrated talent management strategy• Key Talent Management Concepts• Dusit Succession Planning Approach • Objectives, Process, Roles & Responsibilities
  3. 3. Companies With Talent DepthBehave Differently from OthersTOP QUINTILE COMPANIES• Have a stronger performance ethic• Believe talent is important and hold line managers accountable for it• Take more risks on high potentials; move them before they’re ready• Recognize the cost of keeping poor performers and act accordingly• Explicitly build development into every staffing decision• Have a probing, candid and action-oriented talent process• Develop a strong magnet for top talent (great company, great jobs, compensation/lifestyle)• Pay what it takes to get and keep the best talent• Use pay increases to amplify the performance message Source: War for Talent Top 200 Survey - McKinsey Co.
  4. 4. Building a strong talent bench What it Takes• Bring in Highly Talented People• Know Who the High and Low Performers Are• Retain Almost All High Performers• Develop People Quickly and Effectively• Remove Low Performers Relatively Quickly Source: War for Talent Top 200 Survey - McKinsey Co.
  5. 5. An Integrated Talent Management Strategy Retention Management Reward & Recognition Performance Management & Talent Development Recruitment & Selection Succession Planning
  6. 6. Succession Planning ObjectiveDevelop the internal talent pipeline for key leadership positionsat every level in the organization to meet current and futureneeds by:• Gaining broad and deep knowledge of the talent at every level in the organization• Assessing the current talent pipeline against current and future business requirements to identify need areas and implement appropriate talent strategies• Identifying key talent at every level in the organization to accelerate their development and readiness for more complex roles and instill the Dusit / Thai Culture and values to effectively manage our properties• Key jobs – Proactively succession management for critical positions – assessing the risk, retention management, and backfill plans• Enterprise-wide talent strategies• Driving a common talent mindset, common process and vocabulary by promoting talent discussions at every level that are aligned and use a common framework and tools
  7. 7. The Business Contribution - What do the lines represent? • Business/Functional Results • Managing Work Execution The Job • Generating Talent • Leadership • Building Relationships • Organizational Learner
  8. 8. Performance Growth Cycle Development to Start enable performance improvement Does Not Meet Expectations Meets Expectations Full performer should be tested before they areThose with excess capacity movedcan be moved to morechallenging assignmentswhere they will have a gap Exceeds Expectations
  9. 9. Next Assignment Readiness “Growth” The individual, at this time, is not ready for a more complex or larger assignment, therefore, the development focus should be on building performance in the current position and developing required competencies. Examples: • A Human Resources Director New in Position • An EAM Rooms at a B size property who would benefit from moving to another B size property
  10. 10. Next Assignment Readiness “Mastery” The individual’s performance has demonstrated readiness to assume a similar position in a bigger more complex property or business.Examples: • A Human Resources Director in a “B” size property ready to assume responsibility as Human Resource Director in an “A’ size property.
  11. 11. Next Assignment Readiness “Turn” The individual has demonstrated performance normally observed at the next level of leadership and therefore is ready to advance (or “turn”) to the next leadership level.Examples: • An Assistant Human Resource Director ready to move to a Human Resource Director position • A Senior Sales Manager ready to assume a Director of Sales position.
  12. 12. Determine Development NeedsPerformance Performance Performance Results Development Diagnostics• Business • What is • How do we Results facilitating achieve a strong performance? ROI from leadership• Leadership • What is inhibiting development? Results performance? • Determine the priorities
  13. 13. Succession Planning Framework Corporate Succession Planning Focus: GMs, and feeder pool (Hotel Managers), Regional &C Corporate rolesO Responsibility: Regional VPs, Corp HR, Corporate DisciplineRP LeadersO Process: Corporate Succession Planning CouncilRA Property Sr Executive Succession PlanningTE Focus: Property leadership roles (Exco) P R Responsibility: GM, HRD, Regional VPs, Corp HR, Corp O Discipline Leaders P Process: Discipline Succession Planning Committee E R Property Management Succession Planning T Focus: Key positions below Exco level Y Responsibility: GM, HRD and Department leaders Process: Property Succession Planning Committee
  14. 14. Property Sr Executive Succession Planning ExcoTeam TalentFocus• ExcoTeam TalentObjective• Gain broader knowledge of the talent at the Exco Team level throughout the organization• Identify and accelerate the development of key Exco talent for future positions and instill the Dusit / Thai Culture and values• Identify short-term and long-term vacancy risks for critical Exco level positions and actively develop backfill plansResponsibility• General Manager and Director of Human Resources• Corporate Discipline Leaders (Human Resources, Finance, Sales & Marketing, Food & Beverage, Rooms, etc.), Regional VPs, Corp HR
  15. 15. Property Leadership Succession Planning Process Exco Team Talent Corporate HR provides each property with pre-populate Property Leadership1 Succession Planning Matrix using data on Performance Appraisal GM and HRD complete Succession Planning Matrix for guidance team members2 in consultation with Discipline leaders and RVP, and submits to Corp HR3 Corporate HR compiles information, creates reports by discipline, and facilitates Discipline Talent Reviews4 Information on key talent and key talent needs review at Corporate Succession Planning Council OUTCOME – JOINT PLAN IMPLEMENTATION5 General Manager Discipline Leader Career Acceleration & Discipline talent Feedback, development Retention Plan for highly strategies based on and career plan for promotable talent business and pipeline every GT as part of Succession needs (recruiting, career, Appraisal with input management for critical training, reward & from discipline leaders positions recognition strategy, etc.)
  16. 16. Property Leadership Succession Planning ExcoTeam TalentNext Steps• Incorporate feedback and finalize model and toolkit• Roll-out to GMs and HRD via regional conference call – 1st Quarter 2010HR Role• Process facilitator at the property level• Partner with GM on the data gathering, talent assessment, and feedback and development plan for GT
  17. 17. Property Management SuccessionPlanningMid-Management TalentFocus• Talent below Exco Team levelObjective• Develop backfill plan for every key leadership positions (Exco Team) and feeder position in each department• Implement career/development plan for key talent to get them ready for next position and instill the Dusit / Thai Culture and valuesResponsibility• General Managers, Department Leaders and Human Resources Directors own the process at the property level• Corporate discipline leaders (e.g. VPSM) provide input, support process, help calibrate assessments across properties, and feed information up on key talent and critical talent needs
  18. 18. Property Management Succession PlanningProcess Mid-Management Talent Corporate HR provides each property with pre-populate Property Leadership1 Succession Planning Matrix using data on Performance Appraisal2 Department leader works with HRD to complete Succession Planning Matrix for their team with input from discipline leaders3 HRD reviews Matrix with Department Leader in preparation for Property Succession Planning discussion HRD facilitates Property Mid-management Succession Planning4 discussion with GM and Department leaders OUTCOME – PLAN IMPLEMENTATION5 Property owns execution Feeds into Leadership Succession Planning Department Leader/HRD provide feedback, Information shared with Corporate Discipline development and career plan for as part of Leaders and Corporate HR: Appraisal – Pre-Exco key talent Career Acceleration & Retention Plan for key talent talent – Systemic talent needs/opportunities Succession management for critical positions
  19. 19. Property Management Succession Planning Mid-Management Talent Next Steps • Jan 2010 Roll-out HRD Role • Process owner at the property level • Support Department leaders in data gathering, the assessment of their talent • Facilitate property succession planning discussions to calibrate talent assessments and agree on action plans
  20. 20. The Tools• Succession Planning Training module – PPT presentation• Succession Planning Toolkit – Succession Plan Matrix & Succession Planning Guide – Supporting materials - Exco Job Descriptions - Career Development Guide - Guidelines for Providing Feedback
  21. 21. Locations• China• Germany• Russia• Middle East• North America• South East Asia
  22. 22. Dusit SuccessionPlanning ProcessThank You.