2. What is a succesion planning?
It is the process to identify and develop key people
and people with potential to assume key positions
within organization.
Succesion planning allow us to develop and keep
the best talent and guaratee business continuity at
the same time.
3. Why do we need a succesion planning?
As part of the business Talent management
strategy, we must have strategy includes identify key
a talent management positions,key people and
strategy people with potential
This strategy also, allow us
As consequence, we will
to put our resources on the
preserve the business and its
talent who will produce
strategy
the best ROI
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4. Thinking in our Talent strategy
Which areas of our workforce to create add
value ?
What skills and workforce do we need in the next 5
years? How are we going to have them?
Are we developing our people in order to preserve
business rentability?
5. Definitions
Key Position Impacts directly or indirectly organization strategy
and only can be occuped by people properly
prepared
Individual whose knowledge, reputation and
Key Person skills are critical to the viability and growth of an
organization
Person who has the capacity to perform in the
People with potential future a higher position or positions with
different or more responsabilities.
We need to ask: potential for what?
Potential must be a combination of aspirations (interests an
motivations) and capacity (skills and competencies)
6. First Step: Defining key positions
Has impact in the organization
strategy.
Company, area or department would
have problems if functions are not
performed.
Key Position
There is difficult to find candidates for
the position
Positions with high level of professional
or technical knowledge .
Relevant to the achieve company
goals and objectives
7. Second Step: Defining competencies
Core competencies
Level competencies
•Executive
•Managers and Supervisors
Competencies are •Technical and Individual contributors
defined in several levels
Related to soft and interpersonal
skills
Position competencies
Related to academic background
and knowledge
8. Third Step: Defining key people
First filter is performance evaluation
people in key positions
We evaluate the best performers
according to the competencies
Criteria defined
Once we made this assessment we
can define our key people and to know
if we have key people in key positions
We can define their career path and
and development program
9. Example- Senior Analyst
Pedro Pérez Development
Competencies defined Assessment Gaps Plan
Position
Competencies
Academic Business administration degree (level C) Level C
Excell Knowledege advanced (level C) Level B X
English advanced (level C) Level C
Level
Competencies
Soft Skills Leadership (level 2) Level 1 X
Level 3: Capacity to influece
other by his/her knowledge,
without an authoroty position
Critical Thinking (level 2) Level 3
Capable to analize data and to
infer cause and consequences
10. To whom the succesion planning is?
Meet Expecations
Needs improvement
Exceed expectatios
Poor
performa Far exceed
nce
expectations
2%-5% 5%- 60%-70% 15%-20% 5%-10%
10%
We can say that is for employees with good and outstanding
performance, but
Good performance it is not the same that high potential
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11. Third Step: Defining candidates with potential
First filter is performance evaluation
According to the result of the assesments
we can define our people with potential
Criteria Define potential for which position or
positions
Rediness level (according to the gaps)
Career path according to their skills and
Knowledge
Development plan
12. How we can do these assesments?
Human Resources GM validates criteria HR works along
will develop with managers &
guidelines to define Sup to define key
Key positions positions
HR works along with
GM validates criteria managers & Sup to
define
competencies for
key positions
GM validates criteria
HR will work along with managers &
Supervisors to evaluate people and define key
people and people with potential
HR prepares
GM validates selection
Development Plan
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13. It is a succesion planning or a
development planning?
BOTH
Because we will focus to develop people
who add value to the
organization or people with potential to
perform key positions
We will have a pipeline We will know if there
We will define
is key people in
priorities
key positions
14. Summary
Development plan
Define key people, people
with potential and gaps
Assesment of people
Identify competencies for
Key positions
Identify key positions
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15. What is a Development Plan?
Includes, but is not only:
Special projects
Assesment
Position rotation
Mentoring-coaching
Training (within the company)
Training (out of the company)
Task force assignement
Back up plan
