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