SUCCESSION PLANNING

Dr. Koustab Ghosh IIM Rohtak

FOUR LEVERS FOR LEARNING

On-The-Job Experiences Mentoring or Coaching
55-65% 25-30%

Training or Continuing Education Motivated SelfDevelopment

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Succession Planning: Key Elements

Assessment of Key Positions Identification of Key Talent

Development Monitoring & Review Assessment of Key Talent

Generation of Development Plans

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Recruit from outside

Succession Planning: Key Elements

1. Assessment of Key Positions: What are the competencies and experiences needed to qualify for each key position? 2. Identification of Key Talent: Typically people at the top two levels of the organization and high potential employees one level below. Identified by their managements assessment of their performance and potential for advancement. 3. Assessment of Key Talent: For each person on the radar screen, primary development needs are identified focusing on what they need in order to be ready for the next level.
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Succession Planning: Key Elements

4. Generation of Development Plans:

A development plan is prepared for how we will help the person develop over the next year.
5. Development Monitoring & Review

An annual or semi-annual succession planning review is held to review progress of key talent and to refresh or revise their development plan.
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SUCCESSION CANDIDATES

KEY POSITION TITLE ________________________ Backup Candidate Name: ______________________ Current Title: ________________________________ Div: ______________ Level of Readiness (Circle One):

Within 1 Yr. 13 Yrs. 35 Yrs. __________________________________________________ Strengths for this position: Developmental needs for this position: Comments: __________________________________________________ Date: Completed by: FY: Division:
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SUCCESSION PLAN SUMMARY

ORGANIZATION:_____________________
Position Vulnerability Key Position Title Incumbent Name
Open in < 1 Yr Open in 13 Yrs Open in 3 + Yrs

Succession Candidate Names Ready in < 1 Yr Ready in 13 Yrs Ready in 3 + Yrs

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EXECUTIVE DEVELOPMENT PLAN

NAME: ________________ TITLE: ________________

2. Special Assignment: (What task force, projects, or special assignments will be given this year to aid development?)

Overall Performance Summary: (Indicate recent performance including major accomplishments or performance issues.)

3. Training: (What specific training or seminars are recommended this year for his/her development?)

Key Strengths: (List 2 - 3. Indicate key technical or professional competencies, skills, or knowledge the person has.)

Potential For Promotion: (Indicate this persons readiness to be promoted to the next organizational level.)

Development Needs: (List 2 or 3. Indicate key experiences, skills, or knowledge the person lacks in order to move to the next level.)

Ready now for the next level. Ready in the next 24 months. Ready in 2 to 3 years.

Development Actions: 1. On The Job: (What new responsibilities do you plan to assign to help this person develop this year?)

Recommended Next Position: (List the next assignment that would most benefit the individual in his/her development.)

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PLANS FOR SELECTED TALENT

ORGANIZATION:_____________________
Name Title High Level Plan

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NINE BOX MODEL

HIGH Rough Diamond Future Star Consistent Star

Potential Assessment

MODERATE

Inconsistent Player Talent Risk

Key Player

Current Star

LOW

Solid Professional MODERATE

High Professional HIGH

LOW

Performance Assessment
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DEVELOPMENT TOOLBOX
On The Job: Special Projects Committee Assignments Task Force Participation Lead Person Responsibilities Installing A New System Leading A New Program Temporary Job Assignments Full Job Change Learning From Others Working With a Mentor Teaming with an Expert 360 Feedback Focused Interviews Training & Education Seminars & Conferences Continuing Education E Learning Cross Training
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Semi-Annual Succession Planning Review

Review of succession candidates and development plans in each organizational unit Report development progress and make necessary adjustments to the plan Consolidate for the next six months

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Mentoring Programs:
Mentors are senior leaders at least one or two levels higher in the organization and sometimes intentionally out of the chain of command selected specifically because they have strengths in the competency areas where the participant has developmental needs. Mentoring programs require the mentor and mentee to develop and sign agreements spelling out the goals and expectations of each of the parties in the mentoring relationship.
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Developmental Assignments:
The participant works in the area of the organization where he/she has no previous experience. Developmental assignments can last from a few days to several weeks, or even months. Sometimes the short-duration assignment simply involves a shadowing experience. However, the experience can be far more valuable when the participant is actually assigned work and has responsibilities in the new area.
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Stretch Assignments:
Require the participant to take on new responsibilities, but usually within their area of technical/professional knowledge and skill. The assignment may involve working temporarily in a higher-level position, perhaps while the regular incumbent is on leave of absence, extended vacation, or during the period while a vacant position is being filled. Stretch assignments might also involve taking on new responsibilities within ones own area such as a special project or task force role.
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Formal Training:
Sometimes participant/s attend a universityprovided (or other vendor-provided) management development program. Agencies can bring speakers/trainers/facilitators to provide a class or seminar in a particular competency area. Participant/s may be invited to participate in a management training curriculum normally reserved for the top executives of the agency.
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Action Learning:
Action Learning is a methodology that involves assigning participants to an action-learning team where they tackle strategic business issues and make recommendations to senior management. Teams are composed of participants with a variety of skills, experiences and backgrounds, with perhaps none of them having real expertise in the business issue being addressed. The project usually involves issue of significant importance to the organization, and where the team is expected to make recommendations that can actually be implemented. During the action learning experience, periodic coaching is provided. A primary purpose of the coaching is to encourage the participants to heighten the learning experience by introspective reflection on what they are learning from the project and the team interaction process.
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Position Title

Incumbent Name

Retirement Status

Criticality

Number of Staff Ready Now

Number of Staff Ready in 1-2 Years

Succession Planning Priorities

Agency Director Chief Deputy IT Director Finance Director Budget Dir Accounting Dir HR Director Labor Relations Personnel Staff Development Communications Dir Director of Policy Quality and Planning Field Operations Dir Office A Director Office B Director Office C Director Office D Director Clinical Specialist

A B A C B A C B

1 1 1 1 2 2 1 2 2 2 1

1 0 0 1 0 0 2 1 1 2 0 0 0 2 1 2 0 1 0

1 0 2 2 1 0 3 2 1 2 0 1 0 3 2 2 0 2 0

x x

x x

1 2

B B C A A Retirement Status: A: Retirement likely within 1 year B: Retirement likely within 3 years C: Retirement eligible within 5 years

1 2 2 2 2 1

x Criticality: 1: Critical - Must "hit the ground running" 2: Very Important - Fully functional within 6 months

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Leadership Area Support of Agency Values Behaves Consistently with values Displays respect for others Is a good team player Identifies with management

Strength

Proficiency

Developmental Need

Leadership Promise Is motivated to lead Accepts leadership responsibility Mobilizes resources/people to action Leads teams that have high morale

Interpersonal Skills Communicates clearly and effectively Makes effective presentations Demonstrates diplomacy Is trusted and respected

Demonstration of Results Shows positive team/unit results Displays objective indicators of success Accomplishes major assignments

Developmental Orientation Has accurate self-insight Is coachable; accepts feedback Has history of learning from experience Quickly learns new tasks Self-initiates development activities

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Name

Support of Agency Values

Leadership Promise

Interpersonal Skills

Demonstration of Results

Developmental Orientation

Applicant A

Applicant B

Applicant C

Applicant D

Applicant E

Applicant F

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SUCCESSION PLANNING: Indian scenario

2010 RPG Enterprises: RP Goenka Sanjiv Goenka 2011 Tata Group : Ratan Tata 2013 HCL Tech : Vineet Nayar 2013 Godrej Consumer Products: A Mahendran Cyrus Mistry Anant Gupta Harsh Goenka

Vivek Gambhir

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SUCCESSION PLANNING: Indian scenario

PepsiCo India : India & South Asia President recently resigned, interim CEO appointed Walmart India: CEO resigned recently, interim CEO appointed Two longest serving CEOs in India: L&T and ITC Few longest serving CEOs in world: John Chambers, Jack Welch, Lee Iacocca
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