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7/30/2019 Succession Planning Pres
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Succession Planning and Career
Planning
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Career planning is the process by which one selects career goalsand the path to these goals.
Career Planning is the formal process through which someonebecomes aware of his or her personal skills,
interests,knowledge,motivations andother characteristics, acquires information about opportunities and choices,identifies career-related goals, and establishes action plans to attain specificgoals.
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The Goal: Matching Individual andOrganizational Needs
Individual andOrganizational Goals
The Employees Role The Organizations Role
CareerManagement
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Employer Career Efforts todayHR Activity Traditional Focus Career Development Focus
Human ResourcePlanning Analyzes jobs, skill, tasks-present and future. Projectsneed. Uses statistical data
Adds information aboutindividual interests, preferences,and the like to replacementplans.
Recruitment andselection
Matching organization's needswith qualifies individuals.
Matches individual and jobsbased on variables includingemployees career interests andaptitudes.
Training anddevelopment
Provides opportunities forlearning skills, information andattitudes related to job.
Provides career pathinformation. Adds individualdevelopment plans.
PerformanceAppraisal
Rating and/on rewards Adds development plans andindividual goal setting.
Compensation andbenefits
Rewards for time, productivity,talent, and so on.
Adds study reimbursementplans, compensation for non-job
related activities
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Objectives of Career Planning Attract and retain talent by offering careers, not jobs.
Use human resources effectively and achieve greaterproductivity
Reduce employee turnover
Improve employee morale and motivation
Meet the immediate and future human resource needs of theorganization on a timely basis.
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Figure HRs Role in Career Development
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Figure Balancing Individual and Organizational Needs
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Figure 5.A1 Combinations of Career Interests and Skills
Explore Pursue
Avoid Develop
INTERESTSLow High
L o w
H i g h
S K I L L
S
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Figure 5 9 Stages of Career DevelopmentStage 5: Late Career (ages 55 retirement):
Remain productive in work, maintain self-esteem, prepare for effectiveretirement.
Stage 4: Midcareer (ages 40 55): Reappraise early career and early adulthood goals, reaffirm or modify goals,make choices appropriate to middle adult years, remain productive.
Stage 3: Early Career (ages 25 40): Learn job, learn organizational rules and norms, fit into chosen occupationand organization, increase competence, pursue goals.
Stage 2: Organizational Entry (ages 18 25): Obtain job offer(s) from desired organization(s), select appropriate job basedon complete and accurate information.
Stage 1: Preparation for Work (ages 0 25): Develop occupational self-image, assess alternative occupations, developinitial occupational choice, pursue necessary education.
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Process of Career Planning
Identifyingindividuals
needsand aspirations
Analyzing
careeropportunities
Aligning needsand
opportunities
Action plansand
periodic review
Step 1
Step 2
Step 3
Step 4
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Career Anchors
Five anchors are:
Managerial competence
Technical functional competence Security Creativity
Autonomy independence
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Tools used for career development
Self-assessment Individual counseling
Information services Employee assessment programmes Employee development programmes Career programmes for special groups
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Succession Planning
The process of ensuring a suitable supply of successors for current and future senior or key
jobs arising from business strategy, so that thecareers of individuals can be planned and managed to optimize the organizations needsand the individuals aspirations.
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Succession Planning is a systematic approach to :
Building a leadership pipeline/talent pool to ensure leadershipcontinuity
Develop potential successions in way that best fitr theirstrengths.
Identifying the best candidates for categories of positions. Concentrating resources on the talent development process,
leading to greater ROI.
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Benefits Prepare current employees to understand key role.
Develop talent and long term growth.
Improves workforce capabilitities and overall performance
Improve employee commitment and therefore retention
Meets the career development requirement of existing employees.
Improves support to employees throughout their employment.
Counters the increasing difficulty of recruiting employees externally.
Focuses on leadership continuity and improved knowledge sharing
Provides more effective monitoring and tracking of employee proficiency levels andskill gaps.
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Several factors critical for the success of Succession planning Management is involved in the process
Management holds themselves accountable for growingleaders.
Employees are committed to their own self development
Succession planning is based on a business case for long termneeds.
Succession is linked to strategic planning and investment in thefuture.
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Process of Succession mgmt.Identify the shortage of leadershipskills and defining the requirement
Identify potential successors for critical positions
Coach and Groom the STARS
Secure top mgmts commitment and support
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Step 1: Determine the functions and when position will be available.
Review the associated functions and anticipated future work requirements. Fully understand how real and anticipated change in functions and new technologies will
impact the future job requirements.
Step 2 : Determine initial competencies required for each position
Determine the skill, Knowledge, ability, aptitude, values, motivation, initiative, self control, work styles and attitudes that contribute to exemplary job performance.
Step 3: Competency Gap analysis
Identify the job competencies that will be required for future position in thee organsiation Determine the type of tools used to gather data on whether current employees possess the
competencies that will be required for the identifies positions. Analyze the difference between current employee competencies and future organisation
needs Document the finding.
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Step 4 Design developmental opportunities for each set of competencies
Tailor opportunities to develop each competency and future work requirement
Step 5: Develop and maintain a talent Pool Acquire volunteers Conduct individual gap analysis Prepare individual development plans Reassess and track individual progress
Step 6: Reassess and track overall progress and maintain a skills inventory.
Continually monitor kills and needs to determine any gaps, and develop plans tomeet deficiencies.
Track individual progress overtime to use for reporting and determining, adding orchanging developmental opportunities.
Maintain an inventory of current and future needs along with the information forindividual and group development
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Pros and Cons of Disclosing successionplanning
Unrealistic expectationandimplied contracts
Retention Strategy
High Performersmayleave the
organization,unsure of their
future
Allows flexibility asbusiness needschange
TELL
DO NOTTELL
DISADVANTAGES ADVANTAGES