This presentation was first delivered at Malaysian HR Congress held at Kuala Lampur. Presentation outlines:
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
Tony Hsieh is the CEO of Zappos.com. Zappos started in 1999 and has grown to 1600 employees across its headquarters in Las Vegas and fulfillment center in Kentucky. Zappos prides itself on providing excellent customer service through fast shipping, easy returns, and friendly customer support. It has over 8.5 million customers and repeat customers make up over 75% of sales and order more frequently and at higher values than new customers. Hsieh outlines four things needed to build a strong brand: having a meaningful vision, focusing on repeat customers through great service or low prices, being transparent, and having a committed culture with core values.
Colgate case study- Harvard Business ReviewHarish kumar
This document discusses strategies for launching Colgate's new Precision toothbrush. It recommends initially targeting niche "therapeutic and cosmetic brushers" and entering the super-premium market. An advertising campaign would promote the brush's effectiveness at preventing gum disease. In the long term, it recommends moving to the mainstream market to broaden availability and profits, as niche positioning cannot be maintained and competitors may emerge. The niche approach mitigates downsides like cannibalizing existing brush sales.
Segmenting, Targeting and Positioning of the toothpaste industrySohinee Dabeedyal
There are several major types of toothpastes on the market based on their main components and intended uses, such as fluoride toothpaste for preventing decay, desensitizing toothpaste, and whitening toothpaste. The global toothpaste industry is dominated by a few large companies and toothpaste is one of the top fast-moving consumer goods. In Mauritius, the toothpaste market includes many international and local brands and is led by Colgate, which holds about 45% market share, while Aquafresh and Blendax also have significant shares. Toothpaste brands segment their customers and target different groups, with Colgate targeting multiple age groups and Sensodyne focusing on people with sensitive teeth. They also employ various
Wilkerson, a mid-sized manufacturing company that produces water purification systems, is seeing a decline in margins. The company has one production department that machines and assembles three products: valves, pumps, and flow controllers. Wilkerson uses a volume-based costing system that may be incorrectly allocating overhead costs. Alternatives are analyzed to address the profitability of specifically the flow controller product line and combat the declining margins, including adjusting the cost accounting method or changing the flow controller's pricing.
Colgate palmolive company the precision toothbrush case studyYash B.
Colgate-Palmolive is launching a new precision toothbrush to compete in the highly competitive toothbrush market. They developed a unique brush with three different length bristles shown to remove 35% more plaque. Susan Steinberg must determine positioning, branding, and communications strategies. Key issues are how to position precision, set the advertising budget, and develop a profit plan. Research showed claims of preventing gum disease drove purchase intent. Competition from Oral-B, Reach and others will be tough given their innovation, endorsements, and claims.
The document discusses Metabical, a new weight loss drug, and provides recommendations around demand forecasting, packaging, pricing strategies, and profitability over the first five years. It suggests that demand forecasting should use a combination of two scenarios. A package size of four weeks is recommended to ensure results within three months without missed doses. Three pricing strategies are outlined between $75-150, recommending $125 for good market penetration, branding, and ROI. The impact of pricing on five-year profitability is also addressed.
Tony Hsieh is the CEO of Zappos.com. Zappos started in 1999 and has grown to 1600 employees across its headquarters in Las Vegas and fulfillment center in Kentucky. Zappos prides itself on providing excellent customer service through fast shipping, easy returns, and friendly customer support. It has over 8.5 million customers and repeat customers make up over 75% of sales and order more frequently and at higher values than new customers. Hsieh outlines four things needed to build a strong brand: having a meaningful vision, focusing on repeat customers through great service or low prices, being transparent, and having a committed culture with core values.
Colgate case study- Harvard Business ReviewHarish kumar
This document discusses strategies for launching Colgate's new Precision toothbrush. It recommends initially targeting niche "therapeutic and cosmetic brushers" and entering the super-premium market. An advertising campaign would promote the brush's effectiveness at preventing gum disease. In the long term, it recommends moving to the mainstream market to broaden availability and profits, as niche positioning cannot be maintained and competitors may emerge. The niche approach mitigates downsides like cannibalizing existing brush sales.
Segmenting, Targeting and Positioning of the toothpaste industrySohinee Dabeedyal
There are several major types of toothpastes on the market based on their main components and intended uses, such as fluoride toothpaste for preventing decay, desensitizing toothpaste, and whitening toothpaste. The global toothpaste industry is dominated by a few large companies and toothpaste is one of the top fast-moving consumer goods. In Mauritius, the toothpaste market includes many international and local brands and is led by Colgate, which holds about 45% market share, while Aquafresh and Blendax also have significant shares. Toothpaste brands segment their customers and target different groups, with Colgate targeting multiple age groups and Sensodyne focusing on people with sensitive teeth. They also employ various
Wilkerson, a mid-sized manufacturing company that produces water purification systems, is seeing a decline in margins. The company has one production department that machines and assembles three products: valves, pumps, and flow controllers. Wilkerson uses a volume-based costing system that may be incorrectly allocating overhead costs. Alternatives are analyzed to address the profitability of specifically the flow controller product line and combat the declining margins, including adjusting the cost accounting method or changing the flow controller's pricing.
Colgate palmolive company the precision toothbrush case studyYash B.
Colgate-Palmolive is launching a new precision toothbrush to compete in the highly competitive toothbrush market. They developed a unique brush with three different length bristles shown to remove 35% more plaque. Susan Steinberg must determine positioning, branding, and communications strategies. Key issues are how to position precision, set the advertising budget, and develop a profit plan. Research showed claims of preventing gum disease drove purchase intent. Competition from Oral-B, Reach and others will be tough given their innovation, endorsements, and claims.
The document discusses Metabical, a new weight loss drug, and provides recommendations around demand forecasting, packaging, pricing strategies, and profitability over the first five years. It suggests that demand forecasting should use a combination of two scenarios. A package size of four weeks is recommended to ensure results within three months without missed doses. Three pricing strategies are outlined between $75-150, recommending $125 for good market penetration, branding, and ROI. The impact of pricing on five-year profitability is also addressed.
Merck developed Propecia to treat male pattern hair loss. Clinical trials found that 83% of men maintained their hair and 66% experienced regrowth within a year. However, some men saw no effect and stopping Propecia reversed benefits within a year. A small percentage of men experienced sexual side effects. The potential market was large since hair loss affected many men, but they were often unaware or resigned to it. Existing solutions like transplants, wigs, and Rogaine had limitations. Propecia faced challenges in targeting men just starting to lose hair who would benefit most, and overcoming concerns about side effects mentioned in advertising.
The document discusses taste and preference for biscuits in India and analyzes a case study on demand for biscuits. It explains that taste and preference depend on consumer psychology and play a big role in demand for non-durable goods like biscuits. It discusses how Britannia and Parle understand consumer preference for low-cost biscuits and have targeted both rural and urban consumers accordingly. The case revolves around demand, which depends on factors like price, income, tastes, and expectations about the future. The document analyzes how Britannia has positioned itself strongly in the biscuit market in India.
Amazon is considering launching a new grocery delivery service called Amazon Fresh. The key points from the document are:
1) The online grocery market is estimated to be $7 billion, but adoption rates are difficult to predict and will be the biggest challenge.
2) Profitability in online grocery is low due to intense competition and low grocery industry margins. Amazon Fresh would not be profitable for several years.
3) Top competitors include Walmart, Instacart, and traditional grocers moving online. Walmart and Instacart present the greatest threats due to price, delivery speed, and selection.
The document discusses Brunt Hotels Group's plans for expanding into France by acquiring hotels there from another chain. It will retain and rebrand half the newly acquired French hotels. As an ethnocentric organization, Brunt Hotels will focus on several HR issues for expatriates moving to France and local French employees, including recruitment and selection, compensation, training, and ensuring compliance with French employment laws and regulations.
This strategic plan document provides an overview of Whole Foods Markets' performance from 2005-2009. It summarizes key financial metrics like sales, store count, and comparable store sales growth. It also analyzes the organic grocery industry including competitive positioning, market trends of slowing growth, and shifts in strategy from traditional grocers. An internal analysis examines Whole Foods' product lifecycle, value chain, promotional strategy, and a SWOT analysis identifying strengths in quality and brand reputation but also weaknesses in high prices and inventory costs.
It is a BCG matrix analysis of Microsoft cooperation founded by Bill Gates. Currently Microsoft has a huge product line so it's almost impossible to analyse each and every product so that's why only chose the most relevant ones out there.Whole ppt is free to use just make sure that you press the like button before the download one.
Colgate-Palmolive Company: The Precision Toothbrush Case StudyUttaravalli Abhinav
Colgate-Palmolive developed a new toothbrush called Precision to provide better plaque removal than competitors. The Precision product manager considered whether to position it as a niche or mainstream product. Financial analysis showed greater profits from niche positioning in year 1 transitioning to mainstream in year 2. This minimized revenue losses from cannibalizing existing products. Testing found naming it "Precision" rather than "Colgate Precision" reduced cannibalization. The launch communication strategy included consumer promotions, emphasizing Precision's plaque removal, and sampling to overcome perceptions of its unusual brush head design. Dentist sampling further supported the niche launch approach.
IKEA faced environmental and social issues related to its global sourcing practices. In the 1980s and 1990s, IKEA dealt with formaldehyde scandals in its products from suppliers in Denmark and Germany. It responded by stopping affected product lines and working with suppliers on environmental criteria. In 1994, a child labor scandal emerged in Pakistan. IKEA apologized, consulted organizations, changed contracts to monitor suppliers, and appointed a third party to audit child labor. In 1995, a German TV report found child labor at an Indian supplier, Rangan Exports. IKEA terminated the contract but faced an ethical dilemma around the response. Recommendations included supporting Rugmark Foundation's monitoring efforts and improving IKEA's own supplier oversight to
Amazon's Purchase of Whole Foods - Impact on Advertising and Marketing Indust...Carter Jensen
Presentation video - https://www.youtube.com/watch?v=dXIWcKyIpT8
In what was the biggest purchase in Amazon history, the online retail giant swallowed up grocery chain Whole Foods for a small sum of 13.7 billion dollars.
The news streamed in last week was very well documented but, with this massive move into grocery, what does this mean to us in advertising? What about the companies our agencies represent?
This keynote covers the perceived strategy behind this acquisition and focuses on how this move is set to change the categories and brands we work with each day.
Colgate Precision - Harvard Business Case AnalysisUsha Vijay
Colgate is facing increased competition in the toothbrush market and a decline in market share for its Classic and Plus lines. The introduction of the super premium segment has been successful, accounting for 35% of the market. Colgate is considering launching a new toothbrush, Precision, targeted at the super premium segment to focus on gum health. Precision has the potential to increase Colgate's market share to 7.4% in the first year and generate a profit of $14 million in the second year with $15 million spent on advertising. Positioning Precision as a mainstream product could gain an even higher market share and contribution margin for Colgate compared to a niche strategy.
Case Analysis:Colgate-PalmolivePrecision ToothbrushVivek Kumar Gupta
Colgate-Palmolive was developing the Precision toothbrush, featuring bristles of varying lengths and orientations designed in laboratories to remove plaque more effectively. It faced a competitive market with many new products. The Precision could be positioned as a niche product for gum disease or mainstream. Research found consumers concerned about gum health. Debate occurred over marketing budget allocation. Promotions would sample the Precision through dentists and offer toothpaste bundles to support launch. Branding as "Precision" alone was favored to limit impact on Colgate Plus sales.
Johnson & Johnson is a global healthcare company that produces pharmaceuticals, medical devices, and consumer products. It has 230 subsidiaries across 57 countries. Some of its most well-known consumer brands include Band-Aid, Tylenol, and Johnson's Baby Products. The company segments its products into pharmaceuticals, medical devices and diagnostics, and consumer goods. Within consumer goods, Johnson & Johnson has star products like baby shampoo and face wash. It uses a BCG matrix to analyze its consumer products portfolio.
This is a hypothetical case given by Harvard Business School about Brannigan Foods and the challenges it is currently facing.
In the end, a decision needs to be taken as to what should be the decision of the company.
The case can be found found online.
This document provides an analysis of Unilever, a multinational consumer goods company. It includes an external analysis using PEST and five forces models identifying opportunities and threats. An internal analysis uses a resource audit and stakeholder analysis to identify core competencies. The document also discusses Unilever's diversification strategy, mergers and acquisitions history, and corporate social responsibility programs like the Unilever Sustainable Living Plan. It concludes with recommendations to strengthen Unilever's brand and improve quality and local preferences while maintaining competitiveness.
This document analyzes Colgate Palmolive's competitive position in the toothbrush market. It discusses the emergence of a super-premium category and increased consumer awareness of gum health. It evaluates positioning Colgate's new Precision toothbrush as either a niche or mainstream product. Marketing it as a mainstream brand could capture more market share but risk cannibalizing some Colgate Plus sales. A financial projection is provided comparing the positioning strategies over two years.
This document discusses various aspects of human resource planning such as career planning and development, succession planning, and potential appraisal and development. It provides details on the meaning and process of career planning, management, and development. It also outlines the need for career planning, steps involved in establishing a career development system, advantages for individuals and organizations, and limitations. Succession planning and potential appraisal are also defined along with best practices.
This document outlines the initiatives of AIESEC FTU HCMC for 2014-2015 in their application for the Best Talent Management Award. It describes 9 initiatives including adjusting talent recruitment to emphasize leadership, implementing a buddy system to help new members, holding learning circles for different roles, and selecting and managing a local supporting team. It provides details on each initiative and links to supporting documents in the application package.
Merck developed Propecia to treat male pattern hair loss. Clinical trials found that 83% of men maintained their hair and 66% experienced regrowth within a year. However, some men saw no effect and stopping Propecia reversed benefits within a year. A small percentage of men experienced sexual side effects. The potential market was large since hair loss affected many men, but they were often unaware or resigned to it. Existing solutions like transplants, wigs, and Rogaine had limitations. Propecia faced challenges in targeting men just starting to lose hair who would benefit most, and overcoming concerns about side effects mentioned in advertising.
The document discusses taste and preference for biscuits in India and analyzes a case study on demand for biscuits. It explains that taste and preference depend on consumer psychology and play a big role in demand for non-durable goods like biscuits. It discusses how Britannia and Parle understand consumer preference for low-cost biscuits and have targeted both rural and urban consumers accordingly. The case revolves around demand, which depends on factors like price, income, tastes, and expectations about the future. The document analyzes how Britannia has positioned itself strongly in the biscuit market in India.
Amazon is considering launching a new grocery delivery service called Amazon Fresh. The key points from the document are:
1) The online grocery market is estimated to be $7 billion, but adoption rates are difficult to predict and will be the biggest challenge.
2) Profitability in online grocery is low due to intense competition and low grocery industry margins. Amazon Fresh would not be profitable for several years.
3) Top competitors include Walmart, Instacart, and traditional grocers moving online. Walmart and Instacart present the greatest threats due to price, delivery speed, and selection.
The document discusses Brunt Hotels Group's plans for expanding into France by acquiring hotels there from another chain. It will retain and rebrand half the newly acquired French hotels. As an ethnocentric organization, Brunt Hotels will focus on several HR issues for expatriates moving to France and local French employees, including recruitment and selection, compensation, training, and ensuring compliance with French employment laws and regulations.
This strategic plan document provides an overview of Whole Foods Markets' performance from 2005-2009. It summarizes key financial metrics like sales, store count, and comparable store sales growth. It also analyzes the organic grocery industry including competitive positioning, market trends of slowing growth, and shifts in strategy from traditional grocers. An internal analysis examines Whole Foods' product lifecycle, value chain, promotional strategy, and a SWOT analysis identifying strengths in quality and brand reputation but also weaknesses in high prices and inventory costs.
It is a BCG matrix analysis of Microsoft cooperation founded by Bill Gates. Currently Microsoft has a huge product line so it's almost impossible to analyse each and every product so that's why only chose the most relevant ones out there.Whole ppt is free to use just make sure that you press the like button before the download one.
Colgate-Palmolive Company: The Precision Toothbrush Case StudyUttaravalli Abhinav
Colgate-Palmolive developed a new toothbrush called Precision to provide better plaque removal than competitors. The Precision product manager considered whether to position it as a niche or mainstream product. Financial analysis showed greater profits from niche positioning in year 1 transitioning to mainstream in year 2. This minimized revenue losses from cannibalizing existing products. Testing found naming it "Precision" rather than "Colgate Precision" reduced cannibalization. The launch communication strategy included consumer promotions, emphasizing Precision's plaque removal, and sampling to overcome perceptions of its unusual brush head design. Dentist sampling further supported the niche launch approach.
IKEA faced environmental and social issues related to its global sourcing practices. In the 1980s and 1990s, IKEA dealt with formaldehyde scandals in its products from suppliers in Denmark and Germany. It responded by stopping affected product lines and working with suppliers on environmental criteria. In 1994, a child labor scandal emerged in Pakistan. IKEA apologized, consulted organizations, changed contracts to monitor suppliers, and appointed a third party to audit child labor. In 1995, a German TV report found child labor at an Indian supplier, Rangan Exports. IKEA terminated the contract but faced an ethical dilemma around the response. Recommendations included supporting Rugmark Foundation's monitoring efforts and improving IKEA's own supplier oversight to
Amazon's Purchase of Whole Foods - Impact on Advertising and Marketing Indust...Carter Jensen
Presentation video - https://www.youtube.com/watch?v=dXIWcKyIpT8
In what was the biggest purchase in Amazon history, the online retail giant swallowed up grocery chain Whole Foods for a small sum of 13.7 billion dollars.
The news streamed in last week was very well documented but, with this massive move into grocery, what does this mean to us in advertising? What about the companies our agencies represent?
This keynote covers the perceived strategy behind this acquisition and focuses on how this move is set to change the categories and brands we work with each day.
Colgate Precision - Harvard Business Case AnalysisUsha Vijay
Colgate is facing increased competition in the toothbrush market and a decline in market share for its Classic and Plus lines. The introduction of the super premium segment has been successful, accounting for 35% of the market. Colgate is considering launching a new toothbrush, Precision, targeted at the super premium segment to focus on gum health. Precision has the potential to increase Colgate's market share to 7.4% in the first year and generate a profit of $14 million in the second year with $15 million spent on advertising. Positioning Precision as a mainstream product could gain an even higher market share and contribution margin for Colgate compared to a niche strategy.
Case Analysis:Colgate-PalmolivePrecision ToothbrushVivek Kumar Gupta
Colgate-Palmolive was developing the Precision toothbrush, featuring bristles of varying lengths and orientations designed in laboratories to remove plaque more effectively. It faced a competitive market with many new products. The Precision could be positioned as a niche product for gum disease or mainstream. Research found consumers concerned about gum health. Debate occurred over marketing budget allocation. Promotions would sample the Precision through dentists and offer toothpaste bundles to support launch. Branding as "Precision" alone was favored to limit impact on Colgate Plus sales.
Johnson & Johnson is a global healthcare company that produces pharmaceuticals, medical devices, and consumer products. It has 230 subsidiaries across 57 countries. Some of its most well-known consumer brands include Band-Aid, Tylenol, and Johnson's Baby Products. The company segments its products into pharmaceuticals, medical devices and diagnostics, and consumer goods. Within consumer goods, Johnson & Johnson has star products like baby shampoo and face wash. It uses a BCG matrix to analyze its consumer products portfolio.
This is a hypothetical case given by Harvard Business School about Brannigan Foods and the challenges it is currently facing.
In the end, a decision needs to be taken as to what should be the decision of the company.
The case can be found found online.
This document provides an analysis of Unilever, a multinational consumer goods company. It includes an external analysis using PEST and five forces models identifying opportunities and threats. An internal analysis uses a resource audit and stakeholder analysis to identify core competencies. The document also discusses Unilever's diversification strategy, mergers and acquisitions history, and corporate social responsibility programs like the Unilever Sustainable Living Plan. It concludes with recommendations to strengthen Unilever's brand and improve quality and local preferences while maintaining competitiveness.
This document analyzes Colgate Palmolive's competitive position in the toothbrush market. It discusses the emergence of a super-premium category and increased consumer awareness of gum health. It evaluates positioning Colgate's new Precision toothbrush as either a niche or mainstream product. Marketing it as a mainstream brand could capture more market share but risk cannibalizing some Colgate Plus sales. A financial projection is provided comparing the positioning strategies over two years.
This document discusses various aspects of human resource planning such as career planning and development, succession planning, and potential appraisal and development. It provides details on the meaning and process of career planning, management, and development. It also outlines the need for career planning, steps involved in establishing a career development system, advantages for individuals and organizations, and limitations. Succession planning and potential appraisal are also defined along with best practices.
This document outlines the initiatives of AIESEC FTU HCMC for 2014-2015 in their application for the Best Talent Management Award. It describes 9 initiatives including adjusting talent recruitment to emphasize leadership, implementing a buddy system to help new members, holding learning circles for different roles, and selecting and managing a local supporting team. It provides details on each initiative and links to supporting documents in the application package.
This document discusses succession planning, including its importance, process, challenges, and an example. Succession planning is a process for identifying and developing internal talent to fill key leadership roles. It is important for an organization's future success and dealing with an aging workforce. The process involves identifying candidates, assessing their readiness, and developing plans to address weaknesses. Challenges include lack of job descriptions, priority from management, and retaining talent. The example describes how GE successfully planned the succession of its CEO role by grooming multiple internal candidates over time.
The document discusses succession planning and talent management. It defines succession planning as identifying and developing internal people who have the potential to fill key leadership positions. Common approaches to succession planning discussed include talent reviews to assess performance and potential, succession mapping to categorize individuals by potential succession roles and timeframes, and identifying business critical roles and talent pools. The goal of succession planning is to ensure continuity of leadership by cultivating internal talent through planned development activities tied to the company's strategic plan.
Succession planning is a key topic for talent management. Part of doing it well is understanding the resistance to it, and then figuring out how it can be done with limited resources. This is a workshop style keynote designed to equip leaders to do it tomorrow.
The document discusses succession planning and competency-based talent management. It provides information on David Snyder's expertise in performance measurement and management. Tools and processes are presented for assessing competencies, conducting performance reviews, and identifying internal talent for succession planning purposes.
Understanding the identity of a company’s workforce can offer clarity for an organization, especially when it comes to managing them. Behavioral assessments are one of the tools leaders can leverage when it comes to better understanding an employee’s behavior tendencies. This multifaceted Spotlight Webinar will showcase the stories of two organizations that have integrated behavioral assessments into their people management process. The first speaker Suzanne Farmer, AVP organizational development and training for UT Southwestern Medical Center will share how leaders are leveraging assessment data in determining employee potential and movement. The second speaker, Ryan Smith, chief operating officer of Raidious, a full service digital agency, will unveil how leaders leverage the Predictive Index Behavioral Assessment as a key tool for onboarding and supporting new hires to understanding how one’s behavioral traits influence team collaboration.
During this webinar:
Recognize how behavioral assessment tools can be leveraged through all phases of the employee lifecycle.
Hear how behavioral assessments can enhance team communication and provide insight on employee work and communication styles.
Observe how assessments are influential beyond HR leaders but to executives across an organization.
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 document provides a case study on a company called ACME Corp. that implemented a Talent Management program. The program identified gaps in their sales talent, hired top performers, and developed new onboarding and training programs. As a result, the percentage of top "A" players in their sales force increased from 63% to 91%. This helped reps become productive faster and increased ACME's sales attainment. The document recommends coaching managers, formalizing training programs, upgrading low performers, and implementing ongoing talent reviews.
The document discusses the process for conducting talent reviews within an organization. It explains that talent reviews are used to analyze talent through tools like personal appraisal forms and competency assessments in order to make accurate decisions to improve talent development on a large scale. It outlines the 7 step process for conducting talent reviews which includes collecting performance assessments and competency data, analyzing it, developing talent review reports and recommendations, and following up on action plans to restructure, provide learning and development, and recruit to support organizational strategies.
As hospitals and health systems continue managing the transition to delivering greater value to patients and populations in the midst of reimbursement degradation, legal and regulatory changes, industry consolidation, and massive workforce demographic shifts, the role and impact of talent management and succession planning practices have come under greater scrutiny. In order to proactively prepare for the unprecedented departure of executive talent while also developing future leaders to address the many implications of the Affordable Care Act, including much greater pressure to demonstrate the value of healthcare services via clinical quality metrics, many hospital organizations have invested in the development of talent management and succession planning capabilities.
This webinar presents findings and practical applications from the semi-annual Healthcare Talent Management Survey, which provides HR executives and senior management teams with direct evidence of the impact of talent management and succession planning capabilities on hospitals’ financial, workforce, and value-based purchasing performance metrics. Webinar participants will learn a practical framework of best practices across a series of capabilities, including talent assessment, role-based leadership development, and onboarding practices. The webinar will conclude with presentation of several case studies highlighting the execution of talent management and succession planning best capabilities at prominent health systems.
This document outlines leadership development programs for managers at different levels within an organization. It discusses junior manager, middle manager, and senior manager programs that focus on developing positive leadership behaviors through strengths, appreciation, and building engagement. The junior manager program teaches fundamentals of people management. The middle manager program focuses on developing, motivating, and sustaining high-performing teams. The senior manager program emphasizes creating a strengths-based culture and developing business acumen. All programs use real-world examples and aim to translate learning into immediate managerial actions.
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.
Transitions are a critical time for leaders at all levels. Missteps made during the crucial first three months in a new role can jeopardize your success.
In this updated and expanded version of the international bestseller, Michael D. Watkins offers proven strategies for conquering the challenges of taking on a new role — no matter where you are in your career. Watkins, a noted expert on leadership transitions, also addresses today’s increasingly demanding professional landscape, where managers face more frequent changes and steeper expectations when they start their new jobs.
Whether you’re starting a new job, being promoted from within, or embarking on an overseas assignment, this is the guide you’ll need to succeed in your first 90 days — and beyond.
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
The document discusses succession planning, highlighting its importance for organizational continuity and growth. It notes that effective succession planning involves identifying high-potential employees, assessing their performance and potential, providing development opportunities, and having measures to track the program's effectiveness in developing internal successors over time. The document also addresses succession planning considerations for family-run businesses and the roles of CEOs and line managers in driving succession planning.
The document discusses succession planning, highlighting its importance for continuity of business operations and culture. It notes that effective succession planning involves identifying high-potential employees, assessing their performance and potential, providing development opportunities, and having measures to ensure qualified successors are in place for key roles over the short and long term. The document also discusses best practices for succession planning in family businesses and corporations.
The document provides details about an individual's career experience and qualifications. It summarizes their experience:
- Working in leadership roles across multiple industries and geographies, setting up new business units and functions for large companies.
- Facilitating leadership development, HR management, and organizational development initiatives for over a decade, measuring success through business profitability impact.
- Holding an undergraduate degree in psychology and a master's degree in organizational behavior, with additional postgraduate qualifications in training and development and business law.
How to Build and Maintain a Premier OrganizationLucas Group
An important trend facing organizations across all industries is bridging the knowledge gap between outgoing employees and those who remain or are hired to fulfill their work. Despite a stubbornly persistent unemployment rate in the U.S., attracting and retaining people who can positively impact your company remains a considerable challenge to building and maintaining a premier organization. Triggered by Baby Boomer retirements, companies must develop systematic ways to attract the best, retain the best, and hold on to the knowledge that the best contribute to their organizations.
Right Quarterly 2nd edition 2014: Succession PlanningChris Jones
This document provides an overview of ManpowerGroup, a global staffing firm. Some key details include:
- ManpowerGroup has nearly 3,100 offices in 80 countries and places over 30,000 employees in permanent roles annually.
- In 2013, it interviewed 12 million people, connected 3.4 million to work, and had over 600,000 associates on assignment daily.
- It generates over 85% of its $20.3 billion in annual revenue from outside the United States.
- ManpowerGroup aims to be a global leader in recruitment, outsourcing, workforce solutions, and talent development.
Right Quarterly By Right Management ( Succession planning for talent management)Right Management India
In this edition we explore the subject of Succession planning for talent management. Succession Planning encompasses identifying the right successors to take over critical roles, building leadership capability in the successors to succeed and also empowering them to take the organization forward.
Vineet Nayar, CEO of HCL, sought to "destroy the office of the CEO" by empowering employees and making them the priority over management. He led a transformation making the company's motto "employee first, customer second" and gave employees transparency, accountability, and decision-making power. Indian leaders prioritize developing a strong organizational culture and guiding employees, seeing these as more important than representing investors like Western leaders do. They motivate employees through transformational leadership styles and build commitment by engaging them, empowering them with communication, and heavily investing in training.
1) Vineet Nayar, CEO of HCL, sought to "destroy the office of the CEO" by empowering employees and making them the priority over the company through transparency and accountability.
2) Indian leaders prioritize developing human capital, guiding employees, and defining organizational culture, whereas Western leaders prioritize representing investors and leaving strategy to department heads.
3) Indian leaders motivate employees through a sense of mission and score higher on transformational leadership styles that encourage employees to care about organizational goals.
Rakesh Mehta started Mehta Steel Corporation in 1977 which has grown to include two steel manufacturing units with an annual capacity of 20,000 tons. Mehta has three daughters, with the second daughter interested in and pursuing an MBA. Mehta does not currently have a succession plan in place. Choosing a successor from within the family risks nepotism and lack of qualifications, while going outside the family risks lack of commitment, but involving potential successors now and grooming them could help ensure a smooth transition. Professionalizing the management structure and implementing a succession plan would help the long term success and growth of the family business.
The Global Head of Human Resources at Bilcare Research, Anu Mhaisalkar, answers some key questions regarding the role of an HR leader operating in an international business in the current economic crisis.
Top 10 Pioneering Business Leaders to Follow in 2023.pdfCIO Look Magazine
This edition features a handful of The Top Pioneering Business Leaders To Watch that are leading us into a better future
Read More: https://ciolook.com/top-10-pioneering-business-leaders-to-follow-in-2023-may2023/
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.
This presentation discusses succession planning at an organization. It begins with an introduction to human resource management and the importance of succession planning. It then defines succession planning and discusses its importance, who is involved, and the typical three step process of identifying critical positions, developing internal candidates, and assessing and developing top candidates. The presentation concludes with a study of succession planning in two organizations based on a questionnaire.
The 10 Most Influential HR Leaders To Follow, 2023.pdfInsightsSuccess4
This edition features a handful of Most Influential HR Leaders that are at the forefront of leading us into a digital future.
Read More: https://insightssuccess.com/the-10-most-influential-hr-leaders-to-follow-2023-march2023/
This document discusses the importance of succession planning for nonprofits. It notes that only 30-40% of senior nonprofit positions are filled internally, and 50% of nonprofit leaders plan to leave within 5 years. The document then outlines the benefits of succession planning, such as ensuring long-term sustainability and identifying future leaders. It also discusses assessing the organization and employees, developing employees, and placing employees. The document emphasizes that succession planning should involve the board, CEO, executive team, and HR to identify future leaders and skill gaps within the organization.
If you are a STEM professional (engineers, scientists, tech) this presentation will answer questions you have about engaging an executive coach. If you want to take your leadership game to the next level… or identify gaps between where you are and where you need or want to be… or you want to achieve levels of superior performance…
This document discusses best practices for succession management and employee retention. It explores current trends showing many upcoming retirements and skills shortages. Effective succession management focuses on individual development aligned with organizational strategy. It identifies high potentials and provides career development, rather than just filling positions. Regular talent reviews and leadership assessments help develop successors and retain top employees. Measuring outcomes ensures the process works to prepare internal candidates for future leadership roles.
Succession planning is important for organizations as Baby Boomers retire at a rate of 3 million per year, replacing them with younger workers from Gen X and Gen Y. Succession planning identifies and develops internal candidates for key positions to ensure a pipeline of talent and avoid talent shortages. It benefits both the organization by creating competencies and morale, and employees by providing career paths and training. Effective succession planning includes identifying key positions and competencies, evaluating current employees' readiness, and developing plans to close any skills gaps.
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What if something happens to the CEO or to a
senior executive of my organization?
Who will replace him?
Will the new incumbent have the maturity and the
desired competence to execute all responsibilities?
Are people other than him, groomed enough to fill
the void that would be created by his absence?
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Charlie Bell, President and COO of McDonald,
succeeded Jim Cantalupo, CEO hours after the
sudden heart attack death
Mr. Zeien, succeeded Chairman and CEO Colman
M. Mockler of Gillette Co.'s when he died of a
heart attack in his office
The Wall Street Journal Online
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Session Outline
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
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Succession Planning
Is not just a process to merely find a deputy or 2IC
It is a conscious process to ensure continuity of
Business Operations
Organization’s Policies
Organization’s Culture
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Organic Business Growth
Mergers
Acquisition
Promotions, Demotions & Transfers
Business Re-engineering
Succession Planning
“Global aging (Over the 1998 - 2008 period), more job openings
are expected to result from replacement needs (34.7 million)
than from employment growth in the economy (20.3 million)”
(Braddock, 1999)
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Getting the right number of people
with the right skills, experiences, &
competencies in the right jobs
at the right time.
Workforce Planning
Nancy B. Kiyonaga, NYS Department of Civil Service
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Succession planning ensures that there
are highly qualified members for all
important positions, not just today,
but tomorrow, next year, and
five years from now.
Succession Planning
Kathryn Towe Littleton
10. www.vivekmehrotra.com
What does an organization lose if it does
not implement succession planning?
Revenue?
Market Share?
Company’s Image?
Stock Prices or Market Cap?
Human Cap?
Workplace will lose high performers
Lack of skilled workforce that understand business well
Right skill mix for the future
Right leaders to accomplish organization’s Vision & Mission
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Succession Planning = Commercial
Success
There is a direct correlation between:
Organization’s ability to develop senior executives
& Confidence to meet future growth needs
Organization’s ability to recruit highly able executives
& having well-organized program to develop Hi-Pos’
Developmental ‘stretch’ assignments within company
& the personal involvement of the CEO
Organization’s need to hire outside leaders
& Lack of confidence to meet future growth needs
HUMAN RESOURCE MANAGEMENT, VOL. 13 NO. 1 2005
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A process that ensures…
• Right people to lead tomorrow… who live the values,
today
• Organization identify / recruit future leaders
• Employees develop new competencies & skills
• Organization alerts its rising stars to potential
leadership opportunities; well in advance
Succession Planning… what is it?
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A process that ensures…
• Better talent retention
• Greater employee satisfaction
• Enhanced commitment to work by the employees
• Improved image of organization
Succession Planning… what is it?
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Succession Planning… what isn't?
Succession Planning is similar to Workforce Planning
It’s an option with management to develop leadership
Succession Planning & Leadership Development are
Two different HR processes
Stand-alone activities coordinated by HR department
Line Managers do not have much role in Succession
Planning & Leadership Development
Lack of Succession Planning may not pose a similar
threat as accounting blunders or missed targets
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Succession Planning: the reality
Most globally recognized Indian organizations are
not properly equipped with a sound succession plan
Very few Indian companies have been able to
effectively implement a succession plan for its
important and strategic positions
(A survey by the Associated Chambers of Commerce and Industry of India)
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Succession Planning @ Family
run businesses
More than half of the top 100 companies are family
owned
De-merger of business families, with trauma and
acrimony, is fairly common in India.
Reliance Industries – Mukesh & Anil Ambani
Bajaj Auto – Rahul & Shishir Bajaj
Escorts – Rajan & Anil Nanda
Jumbo Group – Bhavika, Kiran & Komal Chhabria
Sahad P.V. - Family Values
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Succession Planning @ Family
run businesses
Family run business groups, which dealt with
Succession issues successfully
Murugappa Group
Dabur India
Thapars
GMR Group
Sahad P.V. - Family Values
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Succession Planning @
GMR group’s Succession Plan
Clearly articulated set of rules to deal with
Management succession
Ownership succession
Control and power sharing
Sucheta Dalal, CHEQUES AND BALANCES
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Family Constitution
Family Business Board
Laid down policies on
Consensus in decision making
Media policy
Code of conduct
Process of inducting family members into the business
Providing benefits to those who do not want to enter the
business
Succession Planning @
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G M Rao to step down at the age of 70
Three next generation successors to decide next chairman
Dead lock trustee
Induction of family members is on merit and are paid on par
with other professionals employed
The economic benefits of shareholding will be separate
Succession Planning @
Sucheta Dalal, CHEQUES AND BALANCES
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Succession Planning @ Family
run businesses
Ownership Vs. Management
Family owns the controlling shares, but inducts
professional managers to run their business.
Retail giant
Rob Walton - Chairman
Lee Scott - CEO
"Successful business families are those who run
businesses as capitalists and families as socialists."
N. Srinivasan
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Succession Planning @
India's largest pharmaceutical company
1952, Bhai Mohan Singh founded Ranbaxy
1967, Dr Parvinder Singh, Bhai Mohan Singh's son, a
doctorate in pharmacy from the University of Michigan
joined the company
1982, he became the company's Managing Director
1993, D.S. Brar joined as Business Development Manager,
became the President (Pharmaceuticals) and a whole time
Director
ICFAI - Center for Management Research
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1997, Brar revealed his retirement plans to retire in
2002.
2003, Dr Brian Tempest (President, Pharmaceutical
Division, Ranbaxy) took the reigns of Ranbaxy from
Brar as CEO and MD
2006, Malvinder Singh has taken over as CEO & MD
Succession Planning @
India's largest pharmaceutical company
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Succession Planning @ Corporates
Long Term Succession Planning
Who is completing his term this year?
Who have the skills to replace this position?
Who has necessary skills & ready for a larger or a different role?
Short Term Succession Planning
Who needs immediate replacements?
Whose professional career demands relocation?
Who would like to choose other volunteer options?
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Department (A)
Key Position (1)
Key Position (2)
Department (B)
Key Position (1)
Key Position (2)
Department (C)
Key Position (1)
Key Position (2)
Current / Future Competencies and expected vacancies
Assessment & Evaluation to identify Hi-Pos
Profiling of Prospective Leaders
Individual development plans/Job rotation/Simulation workshops
Independent Assignment
Assessment of individual’s competency and skill gaps
Bottom - up Succession Planning
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Understand
organization's
long term goals &
objectives
Determine
Critical
Positions
Assess
individual’s
competency
and identify
skill gaps
Identify
current and
future
competencies
for positions
Identify
expected
vacancies
Evaluate
potential
candidates as
successor for
key positions
Determine the
individual’s
current
performance &
future potential
Design
individual’s
development
plans
Review
individual
development
plans to ensure
needs are
addressed
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Steps of Succession Planning
Follow-up
• Assist with leadership transition and development
• Develop & implement coaching and mentoring programs
• Develop an evaluation plan for succession management
• Monitor progress of succession candidates
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Succession Planning @
(Talent Review and Planning)
• Review of Business Strategy
• Identification of Critical Roles
• Stock of Talent Inventory
• Identification of Potential Successor
• Assess individual’s competency and identify skill gaps
• Individual Development Plan in terms of
• Job Rotation
• Training
• Coaching
• Performance Counseling
• Follow-up on individual development plans to ensure
that all developmental needs are addressed
Express computer online
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Succession Planning @
(Talent Review and Planning)
Lifecycle leadership development programs
• New Leaders Program
• Wipro Leaders Program
• Business Leaders Program
• Strategic Leaders Program
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Performance
Performance is an assessment of Hi-Po’s
• Past Business results
• Past Performance review results
Identifies mainly the areas of low performance/weakness
• Build a poor image of the employee
• Minimal level of performance from Hi-Pos’ leading to
• Wasted resources
• Low morale
• Unsatisfactory performance
• Higher degrees of employee turnover
PotentialV/s.
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Potential is an assessment of Hi-Po’s
Willingness to perform
Open-mindedness
Personal Accountability
Willingness to learn from successes & failures
Performance V/s. Potential
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“Future work potential is based on accumulated skills
and experience as evidenced by past achievement,
ability to learn new skills and willingness to tackle
bigger, more complex or higher quality assignments.”
Charan, Drotter & Noel, The Leadership Pipeline, Jossey-Bass, SF, 2001
Performance V/s. Potential
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How to assess pool of Hi-Pos:
Negative feedback
Change in behavior based on the feedback or …
Learning from mistakes/successes in past
Hunt for new information for self development or to
improve workgroup
Learning & Demonstration of new skills
Development of Team mates
Performance V/s. Potential
leaders@jacksonleadership.com
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Performance V/s. Potential
H
L H
Performance
Potential
Competent / Capable
Needs Improvement
Plan exit
Long Term employee
New employee
Misfit in the position
High Performer in current role
Able to get things done
Recognize the technical expertise
Organize the transfer of knowledge
Performance role model
Lack ability to manage
Determine career aspirations
Assist in developing leadership skills
Misses performance expectations
Unorganized working
Identify if unhappy in current role
Create development plan
Performance below expectations
Rigidity in behavior
Recruitment error
Consider exit options
Average Performer in current role
Demonstrate desire to achieve
Provide training & coaching inputs
Recognize potential; offer support
Despite competence, performing low
Awareness about perf. deficit missing
Counseling to understand culture
Help him in setting priorities
Offer challenging stretch
assignments
Offer opportunities to develop
others
Jackson leadership
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Putting Success into Succession Planning
Management succession is a process and not an event
• Strong commitment of senior managers
• Process is to be owned by the line management
• Simple and tailored to unique organizational needs
• Flexible and linked with strategic business plans
• Evolved from a thorough human resources review process
• Based upon objective assessment of candidates
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Role of CEO & Senior Executives in
Succession Planning
Culture of coaching and mentorship
Focus on the company's competitive advantage and
sustainable growth
To withdraw from the key roles for short or even
medium-term periods
To take corrective steps in case of gaps arising due to
their withdrawal
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Role of CEO & Senior executives in
Succession Planning
CEO is a dispensable resource
" Take a bucket and fill it with water,
Put your hand in it right up to the wrist,
Pull it out and the hole that's remaining
Is a measure of how you will be missed"
"Indispensable Man"
Bryan Hattingh
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How to measure the effectiveness
of the Succession Planning
The number of senior positions filled internally
The overall retention figure
The leadership talent created and provided to
the industry
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Succession Planning - Check list
Within x months, assessment for all key departments and
positions will be completed
Within x months, developmental plan for all Hi-Pos will be
completed
By year 20xx, increase in job rotation of Hi-Pos’ by x%
By year 20xx, increase in Hi-Pos’ leaders by x%
Over x years, increase in Hi-Pos’ retention by x%
www.exceptionalleadership.com
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Conclusion
Succession Planning is as critical as creating a business
strategy
Succession Planning is as important as running the
business profitably
While identifying successors appropriate weightage needs
to be given to both performance and potential
For an effective implementation of Succession Planning
involvement of CEO and line managers is a must
Measuring the effectiveness of a succession planning
program is as critical as its implementation
Washout visual – Courtesy TOI