Kyra Leasure is a senior at Penn State University majoring in Mathematics with a minor in Statistics and a 3.68 GPA. She has passed the SOA/CAS P Exam and is sitting for the FM Exam in February 2016. Her experience includes working as a financial representative for Northwestern Mutual, grading linear algebra for Penn State, tutoring mathematics, and serving as a camp counselor. She is active in the Actuarial Science Club, Delta Zeta Sorority where she held leadership roles, and the Orthodox Christian Fellowship.
The Better Approach to Succession Planning - MITBA CEO Conference 2011Kenny Ong
Malaysian Insurance and Takaful Broker Associations (MITBA) CEO Conference 2011
Bali, October 2011
- Different Succession Planning objectives and motives
- Why Succession Planning don't work in many cases
- Matching your Succession Plan to your Business Model
- Practical aspects of Succession Planning
- Managing youe Talents Pipeline with proper Performance Management tools
Succession planning is a strategic process that ensures an organization can fill key roles by developing internal talent. It identifies high potential employees, provides training and development opportunities, and establishes a pool of candidates ready to assume new roles. Effective succession planning is customized to the organization, driven by line managers, develops candidates in advance of openings, and is aligned with the company's strategic direction. However, succession planning can fail if candidates are chosen arbitrarily without a clear strategic vision or if promotions are not transparent.
Succession planning is a process that identifies, develops, and transitions potential successors for key roles within an organization. Most organizations currently have traditional succession planning processes that identify successors for executive positions. Fewer than 12% of companies have integrated succession management with talent mobility across roles. It is important for succession planning to identify critical positions, assess key talent potential and performance, and develop individual development plans to address any skill gaps through a blend of on-the-job and formal training experiences.
The document describes a 9 box performance-potential matrix used to evaluate employees. The matrix compares an employee's current performance against their potential and places them into one of 9 boxes ranging from "outstanding performance/high potential" to "poor performance/limited potential". Each box provides definitions of the employee type and what behaviors and characteristics indicate they belong in that particular box.
This document discusses succession planning at General Electric (GE). It provides background on GE and describes its business structure. It then defines succession planning and explains how GE implements it through processes like identifying potential successors, developing them, and promoting from within. The document presents GE's succession chart from 1892 to the present and analyzes the succession planning under former CEO Jack Welch and current CEO Jeff Immelt. It compares their leadership styles and comments on GE's performance under Immelt's leadership. Finally, it examines the need for succession planning in companies and potential issues without it.
Developing a succession plan is important for retaining top talent and ensuring leadership continuity. Only 1% of companies rate their succession plans as excellent. Succession planning identifies key positions, assesses the competencies and skills required for each role, and develops employees to fill roles when current leaders depart. It is a systematic, ongoing process to retain intellectual capital and encourage advancement, not a one-time event. Tools like talent profiles and a decision matrix can help evaluate employees' performance and potential to identify candidates for development and succession.
This presentation was first delivered by me during the Malyasian HR Congress held at Kuala Lampur. The presentation outlines the entire process of Successsion Planning including examples of both, organizations which succeeded or failed in executing SP successfully. The content of presentations includes:
Succession Planning - an introduction
Succession Planning @ family run business
An approach towards Succession Planning
Steps to effective Succession Planning
Identifying and nurturing Hi-Pos
Potential and Performance mix of a Hi-Pos
Putting success into Succession Planning
How to measure its effectiveness
Conclusion
Kyra Leasure is a senior at Penn State University majoring in Mathematics with a minor in Statistics and a 3.68 GPA. She has passed the SOA/CAS P Exam and is sitting for the FM Exam in February 2016. Her experience includes working as a financial representative for Northwestern Mutual, grading linear algebra for Penn State, tutoring mathematics, and serving as a camp counselor. She is active in the Actuarial Science Club, Delta Zeta Sorority where she held leadership roles, and the Orthodox Christian Fellowship.
The Better Approach to Succession Planning - MITBA CEO Conference 2011Kenny Ong
Malaysian Insurance and Takaful Broker Associations (MITBA) CEO Conference 2011
Bali, October 2011
- Different Succession Planning objectives and motives
- Why Succession Planning don't work in many cases
- Matching your Succession Plan to your Business Model
- Practical aspects of Succession Planning
- Managing youe Talents Pipeline with proper Performance Management tools
Succession planning is a strategic process that ensures an organization can fill key roles by developing internal talent. It identifies high potential employees, provides training and development opportunities, and establishes a pool of candidates ready to assume new roles. Effective succession planning is customized to the organization, driven by line managers, develops candidates in advance of openings, and is aligned with the company's strategic direction. However, succession planning can fail if candidates are chosen arbitrarily without a clear strategic vision or if promotions are not transparent.
Succession planning is a process that identifies, develops, and transitions potential successors for key roles within an organization. Most organizations currently have traditional succession planning processes that identify successors for executive positions. Fewer than 12% of companies have integrated succession management with talent mobility across roles. It is important for succession planning to identify critical positions, assess key talent potential and performance, and develop individual development plans to address any skill gaps through a blend of on-the-job and formal training experiences.
The document describes a 9 box performance-potential matrix used to evaluate employees. The matrix compares an employee's current performance against their potential and places them into one of 9 boxes ranging from "outstanding performance/high potential" to "poor performance/limited potential". Each box provides definitions of the employee type and what behaviors and characteristics indicate they belong in that particular box.
This document discusses succession planning at General Electric (GE). It provides background on GE and describes its business structure. It then defines succession planning and explains how GE implements it through processes like identifying potential successors, developing them, and promoting from within. The document presents GE's succession chart from 1892 to the present and analyzes the succession planning under former CEO Jack Welch and current CEO Jeff Immelt. It compares their leadership styles and comments on GE's performance under Immelt's leadership. Finally, it examines the need for succession planning in companies and potential issues without it.
Developing a succession plan is important for retaining top talent and ensuring leadership continuity. Only 1% of companies rate their succession plans as excellent. Succession planning identifies key positions, assesses the competencies and skills required for each role, and develops employees to fill roles when current leaders depart. It is a systematic, ongoing process to retain intellectual capital and encourage advancement, not a one-time event. Tools like talent profiles and a decision matrix can help evaluate employees' performance and potential to identify candidates for development and succession.
This presentation was first delivered by me during the Malyasian HR Congress held at Kuala Lampur. The presentation outlines the entire process of Successsion Planning including examples of both, organizations which succeeded or failed in executing SP successfully. The content of presentations includes:
Succession Planning - an introduction
Succession Planning @ family run business
An approach towards Succession Planning
Steps to effective Succession Planning
Identifying and nurturing Hi-Pos
Potential and Performance mix of a Hi-Pos
Putting success into Succession Planning
How to measure its effectiveness
Conclusion
Succession Planning
Simple replacement planning. A process that indicates possible internal replacements for critical positions.
Developmental succession planning.
Talent pool planning.
Best practice organizations link succession planning with business strategy.
Ensuring the whole management team of a firm identify the impact of properly crafted succession plan: The effects of its presence and absence on business continuity and competitiveness.
The document discusses succession planning and its importance for organizational sustainability. It defines succession planning as identifying and developing potential successors for key positions through a systematic evaluation process. A business case for succession planning is that it maximizes business performance by having the right talent at the right time. The roles of top management and the board of directors are also discussed. Top management must be engaged to make succession planning a priority, while clear communication between the board and current executive director is important. The document emphasizes that succession planning should not be ignored as it helps ensure the long-term sustainability of an organization.
Succession Planning for Sustainable Organizational DevelopmentCharles Cotter, PhD
The strategic imperative, value and relevance of Succession Planning as a driver of sustainable organizational development. Applying the Succession Planning process.
State of Succession Planning Report: Are you doing enough to identify and dev...Halogen Software
Developing and maintaining a leadership and talent pipeline makes the list of top concerns in executive surveys year after year. This report examines data from companies around the world to determine how well those organizations are identifying, assessing and developing succession planning programs. It also suggests action plans to help your company learn how to improve your talent management processes.
The document discusses the 9 box model for classifying employees based on their performance and potential. The 9 box model assesses people on two dimensions: demonstrated performance on their current role and their long-term potential. It places employees into 9 categories within a grid based on these dimensions to help identify high potentials, develop employees, and ensure they are placed in roles that suit their skills. Each category is described in terms of the typical employee attributes and recommended actions for development or placement. The overall purpose is to accurately assess individuals to match their development plans to maximize their contribution to the organization.
This document discusses the importance of succession planning for organizations. It outlines benefits like identifying talent pools, keeping employees engaged, and creating a talent-driven culture. It provides best practices such as defining performance standards, identifying high performers, and specifying development opportunities. The document also describes steps to develop a succession strategy including identifying critical positions and candidates, determining development needs, and measuring the impact of the succession management program.
The document provides 10 templates for simplifying talent management processes to make them more effective. Template 4 focuses on pinpointing priorities by identifying which roles are becoming more critical to the organization's future success and shifting competitive dynamics. This allows the organization to focus its talent management resources on developing people in the roles that matter most for the future, rather than spreading efforts too thinly across all roles. Identifying critical roles provides an opportunity for HR to connect with senior leadership on how the business is changing and the capabilities needed.
The document discusses talent management and succession planning. It defines talent management as a strategic approach to managing human capital throughout an employee's career. Key aspects of talent management discussed include strategic recruitment, engaged performance, compensation alignment, career development, and succession planning. Succession planning aims to ensure critical positions are filled by high performers and a pipeline of future leaders is developed. A systematic process for identifying high-potential employees and developing them is recommended over chance observations.
The document provides examples for using the phrase "as soon as" to describe two actions that occur simultaneously. It explains that "as soon as" should be used in front of the first sentence, followed by a comma, before the second sentence. The connecting phrase indicates that the second action described happened immediately after the first. The examples demonstrate replacing time phrases like "at once", "immediately", and "presently" with "as soon as" to show the instantaneous nature of the two actions.
This document discusses the proper use of the phrase "not only...but also". It provides three rules: 1) the sentence must present two pieces of information, 2) the first part comes after "not only" and the second after "but also", and 3) the two parts must use parallel structures like comparing nouns to nouns. It then gives three examples of constructions using adjectives, nouns, and verbs respectively to illustrate parallel structures.
The document provides tips for developing self-confidence. It recommends improving one's appearance through well-kept clothing, dressing appropriately, and feeling comfortable in how you present yourself. It also suggests smiling to create a happy environment, doing good deeds for others to feel more at ease socially, and challenging fears by communicating with people without hesitation. Celebrating accomplishments and trusting in oneself are also highlighted as ways to boost confidence.
This document provides instructions for recording audio on a laptop or personal computer. It discusses using the laptop's audio jack or a USB connection for a headset and microphone. The document describes different types of audio jack pins and converters that can be used. It also provides steps for using the sound recorder app, which includes starting the recording, recording audio, and then stopping the recording. Links are included for more information and video tutorials on the recording process.
The document discusses good habits for growing life, including cleanliness, morning wake up routines, positive thinking, and yoga. It recommends maintaining continuous cleanliness to save on hospital costs and clear pollution. Early rising is said to make one wealthy, healthy, and wise. Positive thinking generates positive energy and thoughts that create a positive home environment and can change one's life direction. Yoga creates positive movement and humor while reducing stress when practiced for half an hour daily.
The document discusses training and development. It defines training and development and notes that training focuses on short-term job skills while development focuses on long-term broad knowledge. The document outlines the importance of training in helping organizations adapt to changes. It also lists and describes various types of training including skills, retraining, cross-functional, team, creativity, literacy, diversity, and customer service training. Finally, it discusses different training methods such as classroom instruction, video, computer-assisted instruction, simulation, on-the-job training, and off-the-job training methods like case studies, role playing, conferences, and lectures.
The document discusses good habits for skin care. It recommends understanding your skin type and using skin care products tailored to your type. It also suggests concentrating skin care efforts on sensitive areas like the lips, ears, and eyes. Additionally, it advises respecting the natural balance of skin by gently cleaning organs, moisturizing skin which needs water on its surface, and preferring ayurvedic products to chemicals for less side effects. Finally, it provides tips to protect skin from direct sunlight other than morning light and to gently protect skin during travel due to increasing pollution.
The document discusses six principles for creativity: 1) Discuss ideas with knowledgeable others, as discussion promotes new thoughts and ideas. 2) Ensure ideas have majority agreement and are practical. 3) Maintain continuous thought flow and continuity of ideas to generate new concepts. 4) Establish regular thought patterns that guide innovation. 5) Focus concentration like a "flame" to develop and grasp knowledge. 6) Have faith in innovations, which empowers and clarifies ideas.
The document discusses Human Resource Information Systems (HRIS) as presented by Prof. Wechansing Suliya. It defines HRIS as acquiring, storing, manipulating, analyzing, retrieving, and distributing applicable information regarding an organization's human resources to help HR managers perform functions more effectively using technology. The document outlines the objectives, users, modules, workflows, software, benefits, and challenges of HRIS. It provides examples of how HRIS can be used in various HR processes like recruitment, training, payroll, and benefits administration.
Succession Planning
Simple replacement planning. A process that indicates possible internal replacements for critical positions.
Developmental succession planning.
Talent pool planning.
Best practice organizations link succession planning with business strategy.
Ensuring the whole management team of a firm identify the impact of properly crafted succession plan: The effects of its presence and absence on business continuity and competitiveness.
The document discusses succession planning and its importance for organizational sustainability. It defines succession planning as identifying and developing potential successors for key positions through a systematic evaluation process. A business case for succession planning is that it maximizes business performance by having the right talent at the right time. The roles of top management and the board of directors are also discussed. Top management must be engaged to make succession planning a priority, while clear communication between the board and current executive director is important. The document emphasizes that succession planning should not be ignored as it helps ensure the long-term sustainability of an organization.
Succession Planning for Sustainable Organizational DevelopmentCharles Cotter, PhD
The strategic imperative, value and relevance of Succession Planning as a driver of sustainable organizational development. Applying the Succession Planning process.
State of Succession Planning Report: Are you doing enough to identify and dev...Halogen Software
Developing and maintaining a leadership and talent pipeline makes the list of top concerns in executive surveys year after year. This report examines data from companies around the world to determine how well those organizations are identifying, assessing and developing succession planning programs. It also suggests action plans to help your company learn how to improve your talent management processes.
The document discusses the 9 box model for classifying employees based on their performance and potential. The 9 box model assesses people on two dimensions: demonstrated performance on their current role and their long-term potential. It places employees into 9 categories within a grid based on these dimensions to help identify high potentials, develop employees, and ensure they are placed in roles that suit their skills. Each category is described in terms of the typical employee attributes and recommended actions for development or placement. The overall purpose is to accurately assess individuals to match their development plans to maximize their contribution to the organization.
This document discusses the importance of succession planning for organizations. It outlines benefits like identifying talent pools, keeping employees engaged, and creating a talent-driven culture. It provides best practices such as defining performance standards, identifying high performers, and specifying development opportunities. The document also describes steps to develop a succession strategy including identifying critical positions and candidates, determining development needs, and measuring the impact of the succession management program.
The document provides 10 templates for simplifying talent management processes to make them more effective. Template 4 focuses on pinpointing priorities by identifying which roles are becoming more critical to the organization's future success and shifting competitive dynamics. This allows the organization to focus its talent management resources on developing people in the roles that matter most for the future, rather than spreading efforts too thinly across all roles. Identifying critical roles provides an opportunity for HR to connect with senior leadership on how the business is changing and the capabilities needed.
The document discusses talent management and succession planning. It defines talent management as a strategic approach to managing human capital throughout an employee's career. Key aspects of talent management discussed include strategic recruitment, engaged performance, compensation alignment, career development, and succession planning. Succession planning aims to ensure critical positions are filled by high performers and a pipeline of future leaders is developed. A systematic process for identifying high-potential employees and developing them is recommended over chance observations.
The document provides examples for using the phrase "as soon as" to describe two actions that occur simultaneously. It explains that "as soon as" should be used in front of the first sentence, followed by a comma, before the second sentence. The connecting phrase indicates that the second action described happened immediately after the first. The examples demonstrate replacing time phrases like "at once", "immediately", and "presently" with "as soon as" to show the instantaneous nature of the two actions.
This document discusses the proper use of the phrase "not only...but also". It provides three rules: 1) the sentence must present two pieces of information, 2) the first part comes after "not only" and the second after "but also", and 3) the two parts must use parallel structures like comparing nouns to nouns. It then gives three examples of constructions using adjectives, nouns, and verbs respectively to illustrate parallel structures.
The document provides tips for developing self-confidence. It recommends improving one's appearance through well-kept clothing, dressing appropriately, and feeling comfortable in how you present yourself. It also suggests smiling to create a happy environment, doing good deeds for others to feel more at ease socially, and challenging fears by communicating with people without hesitation. Celebrating accomplishments and trusting in oneself are also highlighted as ways to boost confidence.
This document provides instructions for recording audio on a laptop or personal computer. It discusses using the laptop's audio jack or a USB connection for a headset and microphone. The document describes different types of audio jack pins and converters that can be used. It also provides steps for using the sound recorder app, which includes starting the recording, recording audio, and then stopping the recording. Links are included for more information and video tutorials on the recording process.
The document discusses good habits for growing life, including cleanliness, morning wake up routines, positive thinking, and yoga. It recommends maintaining continuous cleanliness to save on hospital costs and clear pollution. Early rising is said to make one wealthy, healthy, and wise. Positive thinking generates positive energy and thoughts that create a positive home environment and can change one's life direction. Yoga creates positive movement and humor while reducing stress when practiced for half an hour daily.
The document discusses training and development. It defines training and development and notes that training focuses on short-term job skills while development focuses on long-term broad knowledge. The document outlines the importance of training in helping organizations adapt to changes. It also lists and describes various types of training including skills, retraining, cross-functional, team, creativity, literacy, diversity, and customer service training. Finally, it discusses different training methods such as classroom instruction, video, computer-assisted instruction, simulation, on-the-job training, and off-the-job training methods like case studies, role playing, conferences, and lectures.
The document discusses good habits for skin care. It recommends understanding your skin type and using skin care products tailored to your type. It also suggests concentrating skin care efforts on sensitive areas like the lips, ears, and eyes. Additionally, it advises respecting the natural balance of skin by gently cleaning organs, moisturizing skin which needs water on its surface, and preferring ayurvedic products to chemicals for less side effects. Finally, it provides tips to protect skin from direct sunlight other than morning light and to gently protect skin during travel due to increasing pollution.
The document discusses six principles for creativity: 1) Discuss ideas with knowledgeable others, as discussion promotes new thoughts and ideas. 2) Ensure ideas have majority agreement and are practical. 3) Maintain continuous thought flow and continuity of ideas to generate new concepts. 4) Establish regular thought patterns that guide innovation. 5) Focus concentration like a "flame" to develop and grasp knowledge. 6) Have faith in innovations, which empowers and clarifies ideas.
The document discusses Human Resource Information Systems (HRIS) as presented by Prof. Wechansing Suliya. It defines HRIS as acquiring, storing, manipulating, analyzing, retrieving, and distributing applicable information regarding an organization's human resources to help HR managers perform functions more effectively using technology. The document outlines the objectives, users, modules, workflows, software, benefits, and challenges of HRIS. It provides examples of how HRIS can be used in various HR processes like recruitment, training, payroll, and benefits administration.
The document discusses several challenges facing human resource management in India. It notes a rising demand for manpower but an insufficient supply, with graduates lacking important job skills. Additionally, less than 3% of HR heads sit on company boards and 99% of small and medium enterprises do not follow contemporary HR practices. The document also examines factors that influence employee satisfaction like career development and feedback. Finally, it highlights gender inequality issues such as women representing only 16% of junior managers and earning less than men for equivalent work.
Human resource planning is an important tool for human resource managers to analyze promotion, demotion, and lateral job movements within an organization. It also helps managers plan for employee attrition and ensure the organization has the right employees with the necessary skills at the right times. Effective human resource planning uses techniques like managerial judgment, ratio-trend analysis, work study, and the Delphi technique to forecast personnel needs and help organizations adapt to changes in technology, markets, and regulations.
Human resource planning is an important tool for human resource managers to analyze promotion, demotion, and lateral job movements within an organization. It also helps managers plan for employee attrition and ensure the organization has the right employees with the necessary skills at the right times. Effective human resource planning uses techniques like managerial judgment, ratio-trend analysis, work study analysis, and the Delphi technique to forecast future personnel needs and help organizations adapt to changes in technology, markets, and regulations.
The document discusses several challenges facing human resource management in India: demand for manpower is rising faster than supply; wage bills are swelling while employee quality declines; and graduates lack employability skills. It also presents statistics showing low levels of HR leadership, employee engagement and productivity in Indian companies compared to global averages. Specific factors are identified that influence employee satisfaction and contribution, including career development, training, challenging work and feedback. Gender inequality in the workplace is also examined, with few women in leadership and pay gaps.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
9. Succession Planning
•Succession planning is a process for
identifying and developing new leaders
who can replace old leaders when they
leave, retire or die. In dictatorships, it
aims for continuity of leadership,
preventing a chaotic power struggle by
preventing a power vacuum in
organization
February 14, 2017
Prof.Wechansing Suliya-YOUTUE-
https://youtu.be/PApZgtEXtR0
12. Succession Planning help….
Next successor can develop its skills
February 14, 2017
Prof.Wechansing Suliya-YOUTUE-
https://youtu.be/PApZgtEXtR0
13. Succession Planning help….
•Well defined roadmap in position
February 14, 2017
Prof.Wechansing Suliya-YOUTUE-
https://youtu.be/PApZgtEXtR0
14. Succession Planning help….
•Employees who get to understand that their
organization has future plans for them, will tend to stay
with the organization for longer time
February 14, 2017
Prof.Wechansing Suliya-YOUTUE-
https://youtu.be/PApZgtEXtR0
15. Succession Planning Grid
High Leadership
Potential/ Low
Performance
High Leadership
Potential/High
Performance
Low Leadership
Potential/ Low
Performance
Low Leadership
Potential/High
Performance
LeadershipPotential
Current Performance
February 14, 2017
Prof.Wechansing Suliya-YOUTUE-
https://youtu.be/PApZgtEXtR0
16. Succession planning is Urgent
• For future and retention
• For long-term planning
February 14, 2017
Prof.Wechansing Suliya-YOUTUE-
https://youtu.be/PApZgtEXtR0
17. Succession Planning
• Ensures that employees are recruited and/or developed to fill each key
role.!
• Ensures that we operate effectively when individuals occupying critical
positions depart.
• May be used for managerial positions or unique or hard-to fill roles.
• Align bench strength for replacing critical positions.
February 14, 2017
Prof.Wechansing Suliya-YOUTUE-
https://youtu.be/PApZgtEXtR0
18. Succession Planning is NOT
• A one time event
• Decided by an individual
• Used solely for individual career advancement opportunities
• Reacting only when a position becomes open
• Line mangers relying solely on their own knowledge/comfort with
candidates.
February 14, 2017
Prof.Wechansing Suliya-YOUTUE-
https://youtu.be/PApZgtEXtR0
19. Replacement vs. Succession
•Reactive
•Form of Risk
Management
•Substituting
•Narrow Approach
•Restricted
•Pro-Active
•Planned Future
Development
•Renewing
•Organized Alignment
•Flexible
February 14, 2017
Prof.Wechansing Suliya-YOUTUE-
https://youtu.be/PApZgtEXtR0
20. Traditional vs. Future
• Driven by an annual HR
procedures
• Entitlement focus –
bureaucratic/buddy payback
system - decided in secret
• “The list” and identified
development actions, but no
accountability for
development
• Driven by current and future
business needs
• Successors determined by an
open process with multiple
inputs and factors
• Development plans,
development discussions and
coaching with both
candidate, management,
mentors, and others held
accountable for progress and
monitoring
February 14, 2017
Prof.Wechansing Suliya-YOUTUE-
https://youtu.be/PApZgtEXtR0
21. Steps of Succession Planning
February 14, 2017
Prof.Wechansing Suliya-YOUTUE-
https://youtu.be/PApZgtEXtR0
succession planning is strategic, both in the investment of resources devoted to it and in the kinds of talent it focuses on. It is not a one time event; rather, it is re-assessed and revised annually through the process