Hrm 11-succession planning

Succession Planning
February 14, 2017
Prof.Wechansing Suliya-YOUTUE-
https://youtu.be/PApZgtEXtR0

February 14, 2017

BJP
February 14, 2017

Succession Planning
•Succession planning is a process for
identifying and developing new leaders
who can replace old leaders when they
leave, retire or die. In dictatorships, it
aims for continuity of leadership,
preventing a chaotic power struggle by
preventing a power vacuum in
organization
February 14, 2017

Succession Planning help….
contingency planning of recruitment
February 14, 2017

•Skills set gap filling
February 14, 2017

Next successor can develop its skills
February 14, 2017

•Well defined roadmap in position
February 14, 2017

•Employees who get to understand that their
organization has future plans for them, will tend to stay
with the organization for longer time
February 14, 2017

Succession Planning Grid
High Leadership
Potential/ Low
Performance
High Leadership
Potential/High
Performance
Low Leadership
Potential/ Low
Performance
Low Leadership
Potential/High
Performance
LeadershipPotential
Current Performance
February 14, 2017

Succession planning is Urgent
• For future and retention
• For long-term planning
February 14, 2017

Succession Planning
• Ensures that employees are recruited and/or developed to fill each key
role.!
• Ensures that we operate effectively when individuals occupying critical
positions depart.
• May be used for managerial positions or unique or hard-to fill roles.
• Align bench strength for replacing critical positions.
February 14, 2017

Succession Planning is NOT
• A one time event
• Decided by an individual
• Used solely for individual career advancement opportunities
• Reacting only when a position becomes open
• Line mangers relying solely on their own knowledge/comfort with
candidates.
February 14, 2017

Replacement vs. Succession
•Reactive
•Form of Risk
Management
•Substituting
•Narrow Approach
•Restricted
•Pro-Active
•Planned Future
Development
•Renewing
•Organized Alignment
•Flexible
February 14, 2017

Traditional vs. Future
• Driven by an annual HR
procedures
• Entitlement focus –
bureaucratic/buddy payback
system - decided in secret
• “The list” and identified
development actions, but no
accountability for
development
• Driven by current and future
business needs
• Successors determined by an
open process with multiple
inputs and factors
• Development plans,
development discussions and
coaching with both
candidate, management,
mentors, and others held
accountable for progress and
monitoring
February 14, 2017

Steps of Succession Planning
February 14, 2017

Hrm 11-succession planning

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