This document summarizes a case study on the barriers to implementing succession planning at MCB Bank's East Circle branch in Karachi. It finds that while succession planning was intended, certain obstacles prevented its true implementation. Through investigating MCB Bank, Habib Metropolitan Bank, and Standard Chartered Bank - all of which previously faced the same problem - the study identifies the key barriers as lack of top management commitment, insufficient pools of potential candidates, and managers' reluctance. It recommends adopting Standard Chartered Bank's model of "creating succession planning pools" to overcome these barriers at MCB Bank's East Circle branch.

1. BARRIERS IN IMPLEMENTING SUCCESSION
PLANNING AT MCB BANK
A CASE STUDY OF EAST CIRCLE KARACHI
SUBMITTED TO
Mr. Raja Asif Manzoor
SUBMITTED BY
ASIFULLAH
ARSHAD KHAN
AMIN ANWER RASHID
KAMRAN AHMED
OSAMA KHAN
ZEESHAN SIDDIQUI
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2. INTRODUCTION
•This project was done on Investigating the current H.R issue
•The targeted area was MCB East Circle Karachi
•The dilemma was found in HR of MCB East Circle Karachi was
“Barriers in implementing Succession Planning”
•The two other organization were also the part of the study in this
project
•Habib Metropolitan Bank and Standard Chartered Bank, having the
same problem in past.
•We divided this project into five phases

3. Phase I

4. CURRENT H.R ISSUE
AT MCB EAST CIRCLE KARACHI
The succession planning were not implemented truly at MCB
Circle Karachi
There were certain obstacles in implementing the succession
planning at MCB East Circle Karachi.
NOW HOW WE CAN SAY THAT
Succession Planning
East

5. Phase II

6. LITERATURE REVIEW
Succession planning can be check by bench strength analysis,
Pipeline Utilization, Retention of HIPO High potential leaders, Rate of
external v. internal hires
Dr. John Sullivan suggested the most common technique to measure
the succession planning is rate employees’ turnover.
The turn over of the top performer at any management level should
be close to zero.
Generally, organizations keep replacement rate up to 10% for top
management and 25% for middle and lower management
Literature review also suggested the three big obstacles in
implementing the succession planning.

7. CONCEPTUAL FRAMEWORK
Barriers in Succession
Planning
Top Mgmt
Commitment
Pool Of Potential
Candidates
Manager’s
Intention

8. Phase III

9. TWO ORGANIZATIONS
MANAGING THE SAME ISSUE
Habib Metropolitan Bank
Standard Chartered Bank

10. HOW THEY OVERCOME THOSE OBSTACLES
Top Management Commitment
Realize the importance succession planning in organization.
Show benefits of succession planning
Declare that it can not be implemented in organization with full Commitment from
them.
Pool of Potential Candidate
Assessing needs
Identify potential candidate
developed replacement charts
Identifying career paths
Talent drain
Managers’ Intention
Counseling
Developing Managers by training
Demolish the myth of Crowned Prince Syndrome
Show career path to managers as well

11. MODEL OF TWO ORGANIZATIONS
MANAGING THE SAME ISSUE
In Habib Metropolitan Bank, they follow the model of “Succession
planning by position - Management Driven”.
In Standard Chartered Bank, they follow the model of
“Creating succession planning pools”.

12. Phase IV

13. OUR INVESTIGATION
The obstacles of MCB East Circle Karachi, H.M.B and S.C.B were
same.
The solution of the obstacles were also same.
We recommend them to use the “Creating Succession Planning
Pools” model for succession planning

14. Phase V

15. HOW TO IMPLEMENT
THIS MODEL AT MCB’S HR
Identify the high potential candidate
Give extra attention to the individual
Ask HR dept. to make “fast track” program for individual
development plan
Give training to individual at any required area.