Going to see

1. Guidelines and Sample
Top Position

2. A. Introduction to Succession Planning
B. Identify Potential Successors of Top Position
C. Set up A Password For Excel Files
D. Select Critical Head of Department Positions
E. Results of the Submission
F. Submission
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4. Succession planning is a
process to recognise and
develop future leaders who
are able to take the
position of the current
leaders for business
continuity.
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5. The purpose of the succession
planning is to find out the
readiness of the potential
successors at the top position
and Head of Department
level. The plan is to answer
the question if we have
available talents who are
ready for leadership roles.
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6. Succession Planning is to
prevent two events to
ensure leadership
continuity.
First, unexpected events
such as accident, illness
and sudden death.
Second, expected events
such as resignation,
relocation and transfer.
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7. Evaluation based on performance and potential
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Weightage Criteria
A. Performance 50% Performance rating for the last three
years.
2017, 2018 and 2019
B. Potential 50% Potential in Mobility. Flight Risk,
Ambition and Capability.
Mobility Potential
Flight Risk Potential
Ambition Potential
Capability Potential
100%

8. Submission of Form SP-TOP by
Head of Operating Company/Group Function

9. Potential Successor Potential Successor 1 Potential Successor 2 Potential Successor 3
Potential Successor Johnny Ng Mazlan Roslin Janice Chuah
Nick Name Johnny Mazlan Janice
Position CFO Sales SGM Marketing SGM
Job Grade AA AA AA
Education Qualification Degree Master Diploma
Date of Birth (dd/mm/yyyy) 15/10/1970 16/10/1972 17/10/1977
Age 49 47 42
Years of Service 10 5 6
Number of Subordinate 20 - 50 11 - 20 1 - 5
PotentialSuccessor's
Particulars
Use Form SP-TOP to nominate maximum three candidates
as potential successors.
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10. Provide basic information of the candidates: Position, Job
Grade, Education Qualification, Date of Birth, Years of
Service and Number of Subordinate.
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11. The evaluation of the potential successors is provided in the
following subsections:
(1) Performance
(2) Potential
(3) Achievements
(4) Development Activities
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12. Assess the performance of the talent for the last three years.
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Performance Score
1 = Above Target and Outstanding (Performance Rating 1 & 2)
2 = On Target (Performance Rating 3)
3 = Improvement Needed and Below Target (Performance Rating
4 & 5)

13. 13
Potential Successor Potential Successor
1
Potential Successor
2
Potential Successor
3
PotentialSuccessor's
Particulars
Potential Successor Johnny Ng Mazlan Roslin Janice Chuah
Nick Name Johnny Mazlan Janice
Position CFO Sales SGM Marketing SGM
Job Grade AA AA AA
Education Qualification Degree Master Diploma
Date of Birth (dd/mm/yyyy) 15/10/1970 16/10/1972 17/10/1977
Age 49 47 42
Years of Service 10 5 6
Number of Subordinate 20 - 50 11 - 20 1 - 5
Performance
2019 Performance Rating 1 1 2
2018 Performance Rating 1 1 2
2017 Performance Rating 3 2 2
Overall Performance 1.7 1.3 2.0

14. Potential Criteria 1
(High)
2
(Medium)
3
(Low)
Flight Risk
Potential
1 = Will likely to
stay 5 years and
above
2 = Will likely to stay
from 3 to 5 years
3 = Will likely to stay
from 1 to 3 years
Mobility Potential 1 = Willing to
transfer to another
subsidiary or
department in a
different location
2 = Willing to transfer
to another subsidiary
or department in the
same location
3 = Prefer to stay in the
same company or
department and
location
Ambition Potential 1 = Strong
motivation to
advance to a higher
position
2 = Moderate
motivation to advance
to a higher position
3 = Low motivation to
advance to a higher
position
Capability
Potential
1 = Able to meet
above 75% of the
next level
2 = Able to meet 50%
to 75% of the next level
3 = Able to meet 25% to
50% of the next level
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15. 15
Potential50% Flight Risk Potential Flight Risk
1 = Will likely to stay 5 years and above
2 = Will likely to stay from 3 to 5 years
3 = Will likely to stay from 1 to 3 years
Mobility Potential Mobility
1 = Willing to transfer to another subsidiary/department
in a different location
2 = Willing to transfer to another subsidiary/department
in the same location
3 = Prefer to stay in the same company/department and
location
Ambition Potential Ambition
1 = Strong motivation to advance to a higher position
2 = Moderate motivation to advance to a higher position
3 = Low motivation to advance to a higher position
Capability Potential Capability
1 = Meets above 75% of the job requirements* of the
next level
2 = Meets 50% to 75% of the job requirements* of the
next level
3 = Meets 25% to 50% of the job requirements* of the
next level
*Job Requirements: Work Experience, Competencies and
Education Level

16. 16
List down two to three achievements of the candidate of potential
successor for the last few years. For Example, CFO (Candidate No 1),
SGM Sales (Candidate No 2) and Marketing SGM (Candidate No 3)
are selected to be the potential successor of a CEO

17. List down two to three training and development activities of the
potential successors for the next one to two years. For Example: CFO
(Candidate No 1), SGM Sales (Candidate No 2) and Marketing SGM
(Candidate No 3) are selected to be the potential successor of a CEO
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18. Form SP-TOP and Form SP-HOD

19. Step 1: In Excel, open the document you want to secure with a
password.
Step 2: Click File, followed by Info.
Step 3: Next, click the Protect Workbook button. From the drop-down
menu, select Encrypt with Password.
Step 4: Excel will then prompt you to type in a password. Pick one
that’s complicated and unique and note it down in your password
manager.
Passwords for Form SP-TOP and Form SP-HOD will be provided in the
separate email for security reasons.
It is paramount that you remember it, or have access to a copy of it in a
secure location, because if you forget it, you will lose access to the Excel 19

20. 20
Step 1: In Excel, open the document you want to
secure with a password.
Step 2: Click File, followed by Info.

21. 21
Step 3: Next, click the Protect Workbook button. From the drop-
down menu, select Encrypt with Password.

22. 22
Step 4: Excel will then prompt you to type in a password. Pick one that’s
complicated and unique and note it down in your password manager.
Password for Form SP-HOD is berjaya2020

23. Submission of Form SP-HOD by Head of Department
to Head of Operating Company/Group Function

24. 24
Selection Criteria of A Critical Head of Department Position
A Crucial to Organization Operations. The Critical Head of
Department Position has a substantial effect on the
organization ability to conduct regular business. For example,
Operations Department.
B Rare in Market. The Critical Head of Department Position
position for which the organization has difficulty finding
qualified candidates, despite recruitment efforts. For example,
Data Analytic Department.
C Specialised Knowledge and Expertise. The Critical Head of
Department Position has specialized knowledge and/or
experience that is only acquired over time or through
specialised education and training. For Example, Engineering
or Investment Department.

25. 1. Read and understand the Guidelines and Sample of
Form SP-HOD.
2. Head of Operating Company/Group Function nominate no
more than five Critical Head of Department Positions.
3. A Critical Head of Department Position is a Head of
Department at Operating Company/Group Function level
that
has a significant impact on business and organization
performance.
4. Head of Operating Company/Group Function distributes the
Form SP-HOD to the selected Critical Head of
Departments.
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26. 5.Request each of the HODs to select maximum three potential
successors by using the Form SP-HOD.
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Potential Successor Potential Successor 1 Potential Successor 2 Potential Successor 3
Potential Successor
Nick Name
Position
Education Qualification
Job Grade
Date of Birth (dd/mm/yyyy)
Age
Years of Service
Number of Subordinate
PotentialSuccessor's
Particulars

27. 6.Review the selected candidates with Head of Department if a
change is required.
7.Ask the HODs to protect the Excel Files with password for
security reasons. The password for the Form SP-TOP and
Form SP-HOD will be provided in separate email to the Head
of Operating Company/Group Function by Group HR. Refer to
Section C on how to set up a password for Excel files.
8.Review the Form SP-HOD and Submit to the Coordinator of
GHR Division at laurence.yap@Berjaya.com.my
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29.  Reading Chart indicates the readiness of the
potential successors to succeed higher
leadership positions within specific time
frame in the format of organisation chart.
There are three types of readiness for the
succession planning of leaders:
 Readiness 1 (R1) = The potential successors
are ready to succeed the positions within one
year
 Readiness 2 (R2) = The potential successors
are ready to succeed the positions in one to
two years
 Readiness 3 (R3) = The potential successors
are ready to succeed the positions in two to
three years
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30. Talent Distribution Grid
indicates the talent
distribution in three
broad categories in a
company or an unit of
administration. These
three categories are high
performance/ potential,
medium
performance/potential
and, low performance/
potential.
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32. Submit the Form to the Coordinator of Succession Plan,
GHR Division.
Laurence Yap, Assistant GM of Learning and Organization
Development
Email: laurence.yap@Berjaya.com.my
Telephone 03-21491298
Mobile Phone 018- 9812080
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