Succession planning is important for organizational stability and continuity. Henri Fayol recognized the need for succession planning in the early 20th century. Succession planning identifies potential successors for key positions and develops their skills through training and experience. It helps ensure positions are filled internally by prepared candidates. Effective succession planning requires identifying critical roles, assessing candidates' competencies, providing leadership development, and regularly reviewing the process. Several common pitfalls to avoid include lack of transparency, underestimating internal talent, and failing to offer training opportunities. Succession planning requires commitment from leadership and human resources.
Talent Development PowerPoint Presentation Slides SlideTeam
Having a strategic talent management gives organizations the opportunity to attract the most talented and skilled employees available. So, utilize our talent development PPT slideshow and attract top talent in your organization. Talent development and management is an organization's commitment to recruit, hire, retain, and develop the most talented and superior employees available in the job market. Our talent development Presentation slides helps you to motivate your employees and allowing them to work in the direction of the company’s business goals, which in turn, increases client satisfaction and business performance. Having a strategic talent management helps organizations keep their employees motivated which creates more reasons for them to stay in the company and do their tasks. Our talent development PPT deck does give managers a significant role and responsibility in the recruitment process and in the ongoing development of and retention of superior employees. Showcase your aspects with this ready-to-use talent development PowerPoint template. Fulfill customer aspirations with our Talent Development PowerPoint Presentation Slides. Cater for their growing demands.
Help your new leaders achieve success in their new roles by learning the Best Practices for Onboarding New Leaders. You'll learn the phases and objectives of the new leader's first 90 days, as well as the Best Practicess to follow. Research has shown that almost half of all new leaders will fail in their role within the first 18 months. Don't let that happen to you or your leaders. Follow the best practices for onboarding new leaders in this presentation to set you and your leaders on the path to success!
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.
Talent Development PowerPoint Presentation Slides SlideTeam
Having a strategic talent management gives organizations the opportunity to attract the most talented and skilled employees available. So, utilize our talent development PPT slideshow and attract top talent in your organization. Talent development and management is an organization's commitment to recruit, hire, retain, and develop the most talented and superior employees available in the job market. Our talent development Presentation slides helps you to motivate your employees and allowing them to work in the direction of the company’s business goals, which in turn, increases client satisfaction and business performance. Having a strategic talent management helps organizations keep their employees motivated which creates more reasons for them to stay in the company and do their tasks. Our talent development PPT deck does give managers a significant role and responsibility in the recruitment process and in the ongoing development of and retention of superior employees. Showcase your aspects with this ready-to-use talent development PowerPoint template. Fulfill customer aspirations with our Talent Development PowerPoint Presentation Slides. Cater for their growing demands.
Help your new leaders achieve success in their new roles by learning the Best Practices for Onboarding New Leaders. You'll learn the phases and objectives of the new leader's first 90 days, as well as the Best Practicess to follow. Research has shown that almost half of all new leaders will fail in their role within the first 18 months. Don't let that happen to you or your leaders. Follow the best practices for onboarding new leaders in this presentation to set you and your leaders on the path to success!
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.
Most companies have a process/roundtable during which senior managers makes decisions about end of year compensation and promotions. As a line manager, your role is to make recommendations on behalf of your team members. At the same time, other managers will be doing the same, so being prepared/convincing can make a big difference in the outcomes.
This deck can be used as a worksheet to help prepare for those roundtables.
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
Succession planning process - Step by step GuideKeka HR
Do you know that only 1% of the companies admit that their succession planning process is outstanding? And more than 60% of the companies bluntly admit that their succession planning process is fair or even worse.
Top tips for creating an employee performance improvement plan (PIP). There is also a slide that provides information on a Timesaver Kit that includes templates to creating an employee performance improvement plan process.
Increasing New Hire Success - From Orientation to OnboardingPsych Press
'Onboarding' is a new term compared to its older sibling, 'orientation', but while they are complementary, onboarding goes further and explores the unwritten and informal life of a new employee. This Psych Press graphical presentation takes a short look at this long process and what it involves for Human Resource Practitioners.
Managing staff poor performance handling staff capability issuesThe Pathway Group
Managing Poor Performance and capability
In order for a business to be successful, poor performance must be managed effectively. It is an essential management skill, and yet for many managers it can be one of the most stressful and difficult parts of their job. Ensuring you have a clear and well thought through process for managing poor performance is therefore vital; firstly to help managers perform well in the process, and secondly to give your staff and therefore your business the best chance of being successful.
When poor performance occurs
• Deal with poor performance immediately
• Don’t pre-judge the situation
• Be specific
• Be calm!
• Offer support
In today’s economic environment, identifying and attracting high-potential employees can give employers an edge on their competition and set up their organizations for future success. This white paper:
Provides background on high-potential talent.
Offers steps HR and talent management professionals can take to establish an effective high-potential talent identification program.
Identifies the competencies leading organizations are seeking in high-potential talent.
Discusses other factors HR and talent management professionals should consider when identifying high-potential talent.
Great hiring doesn\'t happen by accident; it\'s the culmination of a series of thoughtfully planned and well executed events. At the beginning of hiring well is a sourcing strategy. This strategy outlines responsibilities, articulates the steps, plans for contingencies, and defines success.
Building this strategy can be difficult. To be effective, it should include a robust audit of source effectiveness, ROI measures, and cutting-edge methods. It is a toolkit that will address holistic sourcing approaches but be flexible enough to be tailored for unique needs.
IMPACT OF PERFORMANCE MANAGEMENT ON SUCCESSION PLANNINGindexPub
Motivation: HR in an organization faces various challenges in business environment, such as Building Capabilities, Improving Productivity, Building Performance Culture, Talent Management, Succession Planning for Key Leadership and Critical Roles, Developing Accountability and Ownership, Human Capital Management and transforming HR function into developmental Role from the legacy driven HR, etc. Succession Planning is the process of identifying and developing individuals, who have potential to hold the key leadership position in an Organization, whereas Performance Management includes assessing and improving upon the performance of an employee to meet the organizational goals. There are several Management Practices, which are adopted widely in Industry to make a successful Succession Planning. Workforce and Talent Management is one of them. The health of an organization majorly depends on the proper placement of people, which is a combined outcome of Talent Identification, Talent Development and Talent Retention. Performance Management plays a vital role in Talent Identification. It also has an impact on Talent Development and Talent Retention. The key idea of succession planning suggests that the right person to be placed at the right position at the right time. Succession planning is becoming a challenge these days in the corporate world. Organizations are often not found prepared with their successors to occupy the key positions as and when required. The positions are either kept vacant for a substantial period or more than one role is assigned to a single person. Identifying the right talent for the key positions from outside the organization and recruiting them is a much more difficult task at the eleventh hour. This has a significant impact on organizational health and in turn to organizational sustainability. Organizations must last longer than people. Role of organization continues even when the people move out. Employees must superannuate after attaining a certain age. Also, organizations must have a contingency plan for sudden vacancy arises out of attrition, health hazards and death of employee. Succession planning is the strategy to ensure that a suitable person is made available during exigencies. Employees are developed for taking on higher responsibilities and for the new roles that may emerge in future. The placement of Key Leadership positions can be executed either by inviting the talent from outside or developing the talent in-house. The latter is always in demand keeping in view the core values of the organization and the impact on loyalty and organizational culture in a long run. It is preferable to develop the in-house talent pool to reduce dependency on recruitment of experienced people from outside for the critical roles. It brings the talent acquisition cost low and contributes as a motivating factor for the team as well. The acceptability of a person placed at Top / Key Leadership Positions is high when these are occupied
Integrating Career Paths into Talent Management SystemsSeta Wicaksana
Career paths should be developed with a clear purpose. Without question, a key reason for developing career paths in many organizations is to support the strategic direction of the organization.
Almost every company has an overall vision or mission that serves as a focal point for resource allocation, prioritization, and development strategies. Most organizations also articulate strategic priorities and goals that define the organization’s focus in the near term (i.e., within five years or less).
Typically, senior leaders have overall responsibility and ownership for strategic priorities and goals but, ideally, those priorities and goals are cascaded throughout the organization, and all employees feel a sense of responsibility for helping the organization attain the goals.
Company strategies, visions, priorities, and goals really only gain traction throughout the organization when they are linked to and integrated with “ people systems. ”
Most companies have a process/roundtable during which senior managers makes decisions about end of year compensation and promotions. As a line manager, your role is to make recommendations on behalf of your team members. At the same time, other managers will be doing the same, so being prepared/convincing can make a big difference in the outcomes.
This deck can be used as a worksheet to help prepare for those roundtables.
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
Succession planning process - Step by step GuideKeka HR
Do you know that only 1% of the companies admit that their succession planning process is outstanding? And more than 60% of the companies bluntly admit that their succession planning process is fair or even worse.
Top tips for creating an employee performance improvement plan (PIP). There is also a slide that provides information on a Timesaver Kit that includes templates to creating an employee performance improvement plan process.
Increasing New Hire Success - From Orientation to OnboardingPsych Press
'Onboarding' is a new term compared to its older sibling, 'orientation', but while they are complementary, onboarding goes further and explores the unwritten and informal life of a new employee. This Psych Press graphical presentation takes a short look at this long process and what it involves for Human Resource Practitioners.
Managing staff poor performance handling staff capability issuesThe Pathway Group
Managing Poor Performance and capability
In order for a business to be successful, poor performance must be managed effectively. It is an essential management skill, and yet for many managers it can be one of the most stressful and difficult parts of their job. Ensuring you have a clear and well thought through process for managing poor performance is therefore vital; firstly to help managers perform well in the process, and secondly to give your staff and therefore your business the best chance of being successful.
When poor performance occurs
• Deal with poor performance immediately
• Don’t pre-judge the situation
• Be specific
• Be calm!
• Offer support
In today’s economic environment, identifying and attracting high-potential employees can give employers an edge on their competition and set up their organizations for future success. This white paper:
Provides background on high-potential talent.
Offers steps HR and talent management professionals can take to establish an effective high-potential talent identification program.
Identifies the competencies leading organizations are seeking in high-potential talent.
Discusses other factors HR and talent management professionals should consider when identifying high-potential talent.
Great hiring doesn\'t happen by accident; it\'s the culmination of a series of thoughtfully planned and well executed events. At the beginning of hiring well is a sourcing strategy. This strategy outlines responsibilities, articulates the steps, plans for contingencies, and defines success.
Building this strategy can be difficult. To be effective, it should include a robust audit of source effectiveness, ROI measures, and cutting-edge methods. It is a toolkit that will address holistic sourcing approaches but be flexible enough to be tailored for unique needs.
IMPACT OF PERFORMANCE MANAGEMENT ON SUCCESSION PLANNINGindexPub
Motivation: HR in an organization faces various challenges in business environment, such as Building Capabilities, Improving Productivity, Building Performance Culture, Talent Management, Succession Planning for Key Leadership and Critical Roles, Developing Accountability and Ownership, Human Capital Management and transforming HR function into developmental Role from the legacy driven HR, etc. Succession Planning is the process of identifying and developing individuals, who have potential to hold the key leadership position in an Organization, whereas Performance Management includes assessing and improving upon the performance of an employee to meet the organizational goals. There are several Management Practices, which are adopted widely in Industry to make a successful Succession Planning. Workforce and Talent Management is one of them. The health of an organization majorly depends on the proper placement of people, which is a combined outcome of Talent Identification, Talent Development and Talent Retention. Performance Management plays a vital role in Talent Identification. It also has an impact on Talent Development and Talent Retention. The key idea of succession planning suggests that the right person to be placed at the right position at the right time. Succession planning is becoming a challenge these days in the corporate world. Organizations are often not found prepared with their successors to occupy the key positions as and when required. The positions are either kept vacant for a substantial period or more than one role is assigned to a single person. Identifying the right talent for the key positions from outside the organization and recruiting them is a much more difficult task at the eleventh hour. This has a significant impact on organizational health and in turn to organizational sustainability. Organizations must last longer than people. Role of organization continues even when the people move out. Employees must superannuate after attaining a certain age. Also, organizations must have a contingency plan for sudden vacancy arises out of attrition, health hazards and death of employee. Succession planning is the strategy to ensure that a suitable person is made available during exigencies. Employees are developed for taking on higher responsibilities and for the new roles that may emerge in future. The placement of Key Leadership positions can be executed either by inviting the talent from outside or developing the talent in-house. The latter is always in demand keeping in view the core values of the organization and the impact on loyalty and organizational culture in a long run. It is preferable to develop the in-house talent pool to reduce dependency on recruitment of experienced people from outside for the critical roles. It brings the talent acquisition cost low and contributes as a motivating factor for the team as well. The acceptability of a person placed at Top / Key Leadership Positions is high when these are occupied
Integrating Career Paths into Talent Management SystemsSeta Wicaksana
Career paths should be developed with a clear purpose. Without question, a key reason for developing career paths in many organizations is to support the strategic direction of the organization.
Almost every company has an overall vision or mission that serves as a focal point for resource allocation, prioritization, and development strategies. Most organizations also articulate strategic priorities and goals that define the organization’s focus in the near term (i.e., within five years or less).
Typically, senior leaders have overall responsibility and ownership for strategic priorities and goals but, ideally, those priorities and goals are cascaded throughout the organization, and all employees feel a sense of responsibility for helping the organization attain the goals.
Company strategies, visions, priorities, and goals really only gain traction throughout the organization when they are linked to and integrated with “ people systems. ”
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HRM, CAREER PLANNING, CAREER MANAGEMENT, HRM, HUMAN RESOURCE MANAGEMENT, MANAGING HUMAN RESOURCES, AIMS AND OBJECTIVES OF CAREER PLANNING, CAREER PLANNING PROCESS, CAREER PROGRESSION CONSIDERATIONS, BENEFITS & LIMITATIONS OF CAREER PLANNING, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
Succession Planning & Management: Understanding the Whole PictureLauren-Glenn Davitian
Succession planning and management (SP&M) is a fundamental tool for the perpetuation of any organization and its key leadership. Well conceived, systemic, and deliberate SP&M processes do far more for an organization than merely plan for replacements. Strong SP&M processes align organizational goals so that core values are retained and the corporate vision is realized through continued successions. The complete video presentation may be viewed here: http://bit.ly/npvt_succession_copetv
Presented by Paula Cope of Cope & Associates Inc. (www.ConsultCope.com) on June 24 2010 as part of the NPO Maven Series presented by Common Good Vermont (http://commongoodvt.org). The video program may be viewed here:
Aligning organizational talent management strategies with operational plans is an imperative to success in the future. Succession planning, talent selection and leadership development are methodologies that are necessary and not just optional.
Succession planning is the process of training & preparing employees in an organization so that there will always be someone to replace an employee who leaves.
PRESENT TALENT = FUTURE TALENT.
Career Paths - Managing Organizations and Their EmployeesSeta Wicaksana
Career Paths is a straightforward guide to strategic talent management, illustrating how to integrate recruitment/selection with training/development. It is highly recommended to human resource and employee development professionals who want to optimize their use of human resources
Developing a Succession PlanSuccession planning is essential for c.pdfinfo48697
Developing a Succession Plan
Succession planning is essential for continuity and organizational success. Developing an
effective success plan is also an opportunity to assure a pipeline of qualified individuals with
diverse backgrounds. An effective succession plan includes the identification of top candidates,
valid performance metrics, mentoring, and engagement of general managers and human resource
professionals. Without an effective succession plan, an organization risks losing employees with
high potential at the same time the organization may be at operational risk from the unanticipated
departure of key employees.
The exercise is important because an effective succession planning process is essential for
operational continuity and organizational performance.
Place each of the activities in order from earliest to latest in the succession plan development
process.
Rank the options below From 1-6.
Develop a mechanism of feedback for employees.
Speak with the heads of various divisions and their respective HR business partners to identify
needs in the organization.
Develop valid measures to assess candidates for promotion.
Form a small team to evaluate the competencies and desired knowledge needed to fill key roles.
Identify individuals who could be developed to fill key positions.
Conduct a retrospective analysis of the programs effectiveness..
Russian anarchist and anti-war movement in the third year of full-scale warAntti Rautiainen
Anarchist group ANA Regensburg hosted my online-presentation on 16th of May 2024, in which I discussed tactics of anti-war activism in Russia, and reasons why the anti-war movement has not been able to make an impact to change the course of events yet. Cases of anarchists repressed for anti-war activities are presented, as well as strategies of support for political prisoners, and modest successes in supporting their struggles.
Thumbnail picture is by MediaZona, you may read their report on anti-war arson attacks in Russia here: https://en.zona.media/article/2022/10/13/burn-map
Links:
Autonomous Action
http://Avtonom.org
Anarchist Black Cross Moscow
http://Avtonom.org/abc
Solidarity Zone
https://t.me/solidarity_zone
Memorial
https://memopzk.org/, https://t.me/pzk_memorial
OVD-Info
https://en.ovdinfo.org/antiwar-ovd-info-guide
RosUznik
https://rosuznik.org/
Uznik Online
http://uznikonline.tilda.ws/
Russian Reader
https://therussianreader.com/
ABC Irkutsk
https://abc38.noblogs.org/
Send mail to prisoners from abroad:
http://Prisonmail.online
YouTube: https://youtu.be/c5nSOdU48O8
Spotify: https://podcasters.spotify.com/pod/show/libertarianlifecoach/episodes/Russian-anarchist-and-anti-war-movement-in-the-third-year-of-full-scale-war-e2k8ai4
ZGB - The Role of Generative AI in Government transformation.pdfSaeed Al Dhaheri
This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
What is the point of small housing associations.pptxPaul Smith
Given the small scale of housing associations and their relative high cost per home what is the point of them and how do we justify their continued existance
A process server is a authorized person for delivering legal documents, such as summons, complaints, subpoenas, and other court papers, to peoples involved in legal proceedings.
Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
Many ways to support street children.pptxSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
4. Consider the scriptural picture of Joshua succeeding the revered Moses
or Elisha who followed the mighty Elijah. These examples show that
“spiritual leaders are always investing in the next generation of leaders”
(Blackaby & Blackaby, 2001, p. 278)
Joshua succeeds Moses Elijah anoints Elisha to succeed him
5. In 1916 Fayol published the
book Administration, in which
he developed 14 principles
related to administration. In the
book Henri states that the
management of an
organization has a
responsibility to ensure the
long-term stability of the
workforce and if that stability is
threatened, then important
positions in the organization
will be filled by unprepared
workers.
Henri Fayol (1841-1925), French
pioneer of management history,
was among the first to recognize
and document the universal
organizational need for succession
planning.
Furthermore, Fayol (1918) states
that the strength of an organization
depends on its employees and that
when workers become more skilled
and ready, the organization will reap
the benefits.
Henry Fayol
1841-1925
6. • Next, the most popular scholar in the field of succession
planning was Rothwell (2015). He states that organizations
that do not have formal succession planning face issues such
as important positions are not filled in the required time, key
vacancies take place, key positions are filled with leaders
outside the organization, there is always a turnaround for key
positions, no there is the provision of a replacement for
potential leaders, a lack of skills among the successors in the
organization and no retention of talent in the organization.
According to Rothwell these problems are problems faced by
organizations due to the absence of a succession planning.
8. • Concepts
• Definitions
• Generation
Gaps
• Benefits
• Calibrate
& Assess
• Talent
Review
• Performance
• Potential
• Behaviors
• Obstacles
• Action
Planning
Prepare
for future
role
• Framework
• Align V-M-
G-V
• Process
Succession
Plan
• Develop
/Support
Talent Pool
Conclusions
9. Learning Goals
• To know how to keep your best and brightest stars thru development
and succession planning
• To integrate succession planning seamlessly with other areas of talent
management
• To develop leaders for tomorrow beyond yesterday and today
• To challenge leaders to examine their overall succession planning
10. What looks
like the ideal
picture . . .
Attrition is the departure of
employees from the organization for
any reason (voluntary or
involuntary), including resignation,
termination, death or retirement.
11. Why Succession Planning?
To avoid vacancies in key positions and ensure the stability of
business operations.
Provide meaningful developmental opportunities from the
organization and its people.
To help develop diverse workforce by enabling decision makers to
look at the future manpower make-up of the organization.
12. Anyone experiencing
pain in succession
planning?
Succession planning
is a systematic
process towards the
preparation of future
leaders and individual
career development
(Rothwell, 2005).
The number 1
challenge of the
75% Swiss
companies
(Small-Large) is
their human
resource capital
in the next 3-5
years. A need
to develop a
pipeline of
leaders at all
levels.
Leadership skills gap?
NOT ENOUGH
15. Why do succession planning?
Succession planning is a need of
all enterprises: conglomerates,
large, medium, and small
companies, non-profits, and
government regular posts. One,
is to ensure that mission critical
positions continue to meet
service and business goal
23. 23
Baby boomers mass
exodus in the workplace
10T turning 65 each day
75M eligible for
retirement
45 M ready to enter
workforce
Getting talents from
other countries due to
skill shortages , a global
epidemic
24. • Based on the 2020 Census of
Population and Housing (2020 CPH),
the Philippines had a total population
of 109,035,343 persons. On the other
hand, persons aged 15 to 64 years
(working-age or economically-active
population) totaled to 69.40 million
(63.9%) while those in age groups 65
years and over (old dependents)
comprised the remaining 5.86 million
(5.4%).
• Aging workforce, young workforce,
revisit your people strategy.
5.86 M
Philippines
25. • In reality that many executives
today belong to the “baby
boomer” era and will not live
forever. Meantime, right sizing or
downsizing in the past decade
has left a lean middle
management that may result in
fewer candidates. The mentors
and coaches are few. The
benefits of succession planning
are clear. But the senior
executives have to make time for
it or it vanishes in the whirlwind of
day-to-day execution.
27. Demographic shifts.
How to attract the right
people?
If you recruit the wrong people, you
will feel miserable, stressful,
unhappy and they limit
organizational growth
28.
29.
30. Common
characteristics of
Generation Z
1. Expects to work with modern
technology
2. Prefers in-person interactions
3. Entrepreneurial
4. Less tolerant of authoritarian
environments
5. Embraces change
6. Values flexibility
7. Competitive
31. Employees will always leave . . .
Institutions outlive their workers
Others should be ready to resume the
institutional journey
To seek greener pasture
To advance career
The preparation for the changing of
guards is Succession Planning
32. 32
Succession planning is the identification
and development of potential successor
for key positions in an organization,
though systematic evaluation process
and possible training and mentoring.
Succession planning and management involves
an integrated, systematic approach to identify,
develop and retain talent for key positions and
areas in line with current and projected
organizational objectives.
Defining Succession Planning
33. • Understanding the organization’s long-term goals
and objectives.
• To improve ability to respond to changing
environmental demands, support implementation
of organization plan; ensures the stability and
continuity of the business at all levels
• To identify replacement needs due to unexpected
events that cause vacancies in key positions -
death, illness, resignation – as well as expected
events – retirements, promotions
Objectives of Succession Planning
34. Objectives Cont.
• Identifies pool of talent able or being prepared
for succession to all levels of leadership by
providing opportunities for high potential
workers, increasing pool of promotable
employees and provide meaningful them
developmental opportunities
• To guide individuals in their career path,
encourage the advancement of diverse
groups and improve employee morale
35. o How do we ensure that the right
people with the right skills, in the right
place, at the right time, at the right cost
and performing at the right level are
available whenever needed?
o Looking at your people strategies 3-5 years
o Lets review.
Fresh eyes, new mindset.
What strategy to support
Bring observations to the table
Maintaining a healthy succession pipelines
36. Responsorial Psalm
The right people, with the
right knowledge, attitudes,
skills, at the right time, right
place and the right cost.
38. Succession plans are as different from
each other as the organizations for
which they are developed.
39. a. Succession planning cannot be performed in a vacuum;
foundation components should be in placed before it
can be implemented.
b. Steps that lay the groundwork for succession planning:
o Design jobs with complementary or layered skill sets.
o Design of open organizational structure to reduce the
barriers that prevent cross-functional learning.
o Candidates who are viewed in light of potential
functions beyond the immediate vacancy. By
assimilation, new employees can learn the
organizational culture from the start.
Organizational Foundations
Once these processes are secured, key positions best suited to succession
planning are identified based on strategic objectives
40. a. Succession planning is the lifeblood and critical to
organization’s success
b. The in-advance nature of succession planning significantly
enhances the transition for all parties. The employee, new
leader and team have the opportunity to interact and develop
a work style.
c. There is also an overarching culture of employee development
as an investment in the interest of the organization as a whole,
as well as a practice of ongoing transitions and shared
expertise.
40
Planning
41. Preparation
• Succession planning is a 12-
to 36-month process.
Encourage team members
and leaders to think long-
term and big-picture during
the program development.
Reinforce the concept of
preparation, not pre-selection
42. Succession Planning Framework
Define
scope and
establish
accountabili
ties
Identify critical
positions
Identify candidates
and competency
gaps
Provide leadership
Trng/Exp/ Coaching
Review process and
evaluate the
effectiveness
• Gain
commitment
from senior
management for
the process
• Define scope of
succession
planning (in
terms of levels
for which
applicable)
• Establish
accountabilities
• List high
performing high
potential
Candidates
• 3/3 Matrix
• Assess candidates
against
competencies for
target jobs and
identify
competency gaps
• Develop training and
development
programs for
individuals which
include
–Job rotation
–Job enrichment
–Special Projects
–Shadow Running
–Development
programs
• Establish a review
schedule for the
succession plan
• Develop metrics for
evaluating
effectiveness of the
process
• Identify key jobs:
Business Critical
Positions
• The above to be
aligned with
retirement,
business growth,
Career Plans,
attrition, scarce
skill sets and
future risks of
loosing etc.
Initiate Develop Evaluate
Identify
46. Strategy needs to be clear at all parts of the organization to
make decisions that are aligned and speak the same language
Top down approach is better replaced with a continuous
dialog to assure an understanding flavored by experience
at various levels.
The strategist’s job is to figure out how to deliver unique
value to customers the organization chooses to serve.
Porter observes that strategy is more about how – about the
set of choices the organization makes that will give it the
competitive advantage needed to achieve the goal. Strategy is
more holistic; it’s not about any single action. Actions flow out
of strategy. Typically, it is a series of action steps which are
implemented by projects and programs.
Strategy is about the whole organization, how it fits together
47. a. Succession planning cannot be
accomplished as a stand-alone
process. The principles that support
succession planning must also
influence the selection process and
performance management.
b. Identifying roles eligible for succession
planning requires forethought during
the selection phase to ensure that the
right person, with development
potential, is chosen.
c. Future-focused performance
management practices that highlight
personal initiative, skill acquisition and
development are most suitable.
Alignment
48.
49.
50. • All the rights coming together (skills,
place, time)
• Looking for competency based
• Looking for talent – Performance
and potential
• Process of benchmarking
• Profiling successors, experience
requirements
• Use calibration tools (Peak
Performance traits
• Use of competency models (Skills,
knowledge, behavior)
• 60 degree feedback – what good
looks like) assessing competencies
on the next level position
• Personality assessment
51.
52. • Look at key position; Validate
roles suitability top-down.
• Developing a pool of talent
• Promotability – well placed and
acceptable
• Defend recommendations-
Consensus agreement
Real time data for effective
decision making
53. What is Peak Performance?
• Exceptional performance
• Put is all together – both physically
and mentally
• Certain level of mastery and physical
conditioning
• Is relative, vary from one person to
other
• Most likely to occur when skill level
matches the demand
54. Profile of Peak Performance
• High self confidence
• Self regulation about performance
• Feeling in control (energized and
relaxed)
• Total concentration
• Present task focus
• Present task focus
• Good perfectionism ( high
standards yet flexible)
• Positive attitude
• View difficult situations as
exciting challenges
• Determination and
commitment
55. Development
• Employee development is almost
universally recognized as a strategic
tool for an organization’s continuing
growth, productivity and ability to
retain valuable employees.
• Employees have to go through a
development plan which is specifically
designed as per strengths and areas of
improvement.
56. Develop Talents
• The process of articulating necessary skill sets and
competencies for key positions may lead to the
identification of skill gaps and training needs among
workers, thus interventions (i.e. cognitive and behavioral
training programs) can be developed to address the
gap/need.
• Integrating with talent management. Collaborative effort
• Collaborative effort of HR, CSO, Board to have
ownership
• Development of talents is key element for successful
planning to be effective from general competency to
sophisticated, intentional and formalized not only for top
roles but in between roles.
• Development not for development say but for retention
and relationship that are long lasting.
57. Developing System
• Succession planning includes
identifying skills and
competencies next-generation
employees will need to function
well in key positions. Developing
systems to identify and transfer
that knowledge and shorten
learning curves should be a
primary objective. Partner with a
trainer to determine the best way
to promote learning.
58. • Board sponsorship. Need
leaders that are accountable.
• Financial resources allocated
to develop your talent pool.
• Even if budget isn’t sufficient,
continue work making, to do
investment in people.
Budget
59.
60. Sect. 5. Optional Training for Coop
Officers
MEMORANDUM CIRCULAR NO. 2015 – 09
Series of 2015
61. • Review notes, recruitment documents
(what went wrong/what went right)
• Biodata easily accessible ( performance
part organization, education trainings
attended, designation received, benefits,
compensation
• Benchmark strengths analysis
• Match profile vs the next higher position
• Highest ability
• Willing to be relocated
• Position in the nine box.
Check appropriateness of the promotion
62. Implementation team
a. Some areas of expertise and commitment will
improve the success rate of the program—such
as in HR, organizational development, BOD and
other leaders.
b. Knowledge of job design concepts, effective
performance management practices, training
and development initiatives, and adult learner
and mentoring programs gives the program
coordinators a good foundation for a well-
rounded program.
c. Having a receptive organizational culture (silo-
free, accepting change, learning-organization
mentality and focus on performance
management) is essential to achieving program
objectives.
63. Review
A carefully prepared
succession plan which is
periodically reviewed helps a
cooperative avoid prolonged and
costly vacancies, thus
succession planning must be a
priority task that should be
integrated into the strategic plan
of the cooperative.
64. It is important to identify critical employees
through performance metrics and outputs
Identifying key positions takes a holistic approach
and needs the input of managers and executive
sponsors regarding critical KSAOs, current and
future competency gaps and environmental scanning
to identify opportunities and obstacles.
Owners and sponsors of succession planning
will need to continuously and systematically
assess critical positions, KSAOs and
competencies needed and plans of future
roles each time a new strategy or mission is
created.
Requires the individual
input of each participant
Provide opportunities and
solutions that address talent
gaps and create
accountability for leaders to
develop successors
65. Common Pitfalls:
1) Keeping it a secret
2) Underestimating talent within
3) Narrow minded thinking – too
old/young, rough, different
4) Focusing exclusively on hard skills
5) Not offering training/development
opportunities
6) Expecting employees to self-identify –
help them see what they can be.
7) Not holding managers accountable for
succession planning.
8) Considering only upward succession.
Lateral?
9) One size fits all program.
66. References
DR. DAVID N. ALMAREZ (2021) Succession Planning. KoopBalitaan
Chairperson, Human Resource Development Committee, MSU-IITNMPC
Chairperson and Training Director, Cooperative Union of Iligan City
Paul Walsh
Succession Planning
Webinar: An Objective Succession Planning Process – YouTube
Succession Planning Simplified(with template)| How to introduce Succession
Planning in your company
Succession Planning Simplified(with template)| How to introduce Succession Planning in your company - YouTube
HCI Research: Next-Gen Now, Build Your Succession PLAN
HCI Research: Next-Gen Now, Build Your Succession PLAN - TRACOM Group
Tita Datu Puangco PDI (2023)
https://business.inquirer.net/206419/best-practices-in-succession-planning#ixzz7rIDpV5i9
67. Cont. Ref
Succession Planning Webcast | How To Do Succession Planning in 7 Steps
Succession Planning Webcast | How To Do Succession Planning in 7 Steps – YouTube
Free Webinar: Best Practice Succession Planning - Integrating the System with the Process
Free Webinar: Best Practice Succession Planning - Integrating the System with the Process – YouTube
Free Webinar: Best Practice Succession Planning - Integrating the System with the Process
Free Webinar: Best Practice Succession Planning - Integrating the System with the Process – YouTube
Vichetera Rajagani@ Diya and Mahaliza Mansor (2019
Review of History Succession Planning: Replacement Planning, Talent Management and Workforce
Planning
Review_of_History_Succession_Planning_Replacement_Planning,_Talent_Management_and_Workforce_Plannin
g.pdf (hrmars.com)
Editor's Notes
SP is a concept under HRM
Consider the scriptural picture of Joshua succeeding the revered Moses or Elisha who followed the mighty Elijah. These examples show that “spiritual leaders are always investing in the next generation of leaders” (Blackaby & Blackaby, 2001, p. 278)
Talent acquisition: Attracting people and select the right people
Culture of positivity, mutual respect, appreciative, cordial