Talent Planning and Development

Chap .17

What is Talent Planning and Development ?

Achieving Organization Excellence Importance of Talent planning
Through Talent Planning and Present Scenario in Corporate World

Development

Stages in Talent Planning and

Development Design Process
1. Define Objective
1. Design Process
2. Target Audience for different Succession Program
2. Implementation Process
3. Establish a set of Leadership competencies or qualities

Target Audience for different Succession

Define Objective Program

Developing people Internally

To find potential successor of the CEO
To Drive the program down into the organization
Role – Based Program : Focused on Specific key
Positions
Individual – Based Program : Focused on Particular
people with the potential for advancement
Pool – Based Program : Focused on a number of high
potential people
 Implementation Process
Establish a set of Leadership
competencies or qualities
Stage 1 : Preplanning
Financial Acumen Stage 2 : Assessment
Aggressiveness Stage 3 : One- on- one Discussions
Vision Stage 4 : Group Meetings
Risk- taking Stage 5 : CEO discussions
Stage 6 : Ongoing Review

Preplanning
Preplanning serves as the transition from the design phase to
implementation, in which HR prepares those who will play a
key role in the leadership development program.
The preplanning stage basically consists of three critical steps:
✔ Explain the underlying goals of the process to those business
leaders who will be charged with identifying and developing
the company’s future leaders.
✔ Impress upon business leaders their accountability for
assessing their people.
✔ Train participants on the company’s succession management
process.
Assessment
Business leaders being given the tools and knowledge
necessary for a successful leadership-development
program, they are ready to put their training into action,
evaluating talent and identifying business-critical
positions.
Working either by themselves or in concert with HR,
these managers complete individual profiles, reflecting
each person’s career history, business accomplishments,
strengths, and development needs and then rating them in
both performance and potential.
Potential can be an extremely subjective determination.

Contd. One- on- one Discussions

People are making assessments of individuals based on data
Potential ratings could be defined as follows: they have or perceived situations.
✔ High Potential To minimize this subjectivity, it is important to elicit input
✔ Expandable from a variety of people to ensure that all relevant parties are
generally in agreement as to who are the organization’s
✔ Well-Placed high-potentials and how they should be developed.
✔ Issue These discussions could simply take place between HR and the
✔ Too New to Rate business leader or they could be held between direct reports,
such as the vice president of finance and the chief
Using the ratings and information from the individual administrative officer.
profiles, business leaders then populate a performance and Together, they review the high-potential profile, as well as
potential grid, placing their people in the appropriate performance and potential grids on each future leader.
quadrants.
Contd.
Following the discussions,
✔ replacement charts are drawn up,
✔ reflecting each business critical position,
✔ potential successors,
✔ and their current state of preparedness.
CEO discussions
After everyone has agreed on the selection of the
organization’s future leaders, it’s time to make the case to the
CEO and obtain his or her input.
HR facilitates a series of discussions between individual
business leaders and the chief executive during which the latter
reviews the designated high-potentials and their development
opportunities within the company.
The individual CEO’s objectives will determine exactly which
materials are reviewed.
The CEO may limit himself/herself to the business critical
replacement charts or may dig in and examine performance and
potential grids, as well as individual profiles.
CRITICAL SUCCESS FACTORS
Hewitt’s “Top 20 Companies for Leaders” study revealed that
CEO involvement ranks as one of the most significant factors
driving the success or failure of a leadership-development
program.
In top companies for leaders, senior management consistently
demonstrates its commitment to the process of developing
leadership talent in the form of tangible, visible actions.
Getting the CEO involved and participating is a critical success
factor , but so, too, is the commitment of senior leaders from
the line organization.
Many organizations face the dilemma of whether or not to tell
a person that he/she has been identified as a high-potential and
a possible successor.
Group Meetings
In order to further confirm that those who have been
selected are the right people to be developed as future
leaders of the organization, group sessions are held in
which business leaders meet with their boss and
colleagues to review and debate the decisions that have
been made up to this point.
The goal is to bring business and people issues together
and determine if there are any gaps, issues, or concerns.
With the assistance of an HR facilitator, such changes can
be made quickly, keeping the process moving along.
Ongoing Review
A pool of successors has been chosen and is being
developed.
Succession-planning process remains very fluid, as
leaders move into top positions and new talent joins the
ranks, while others leave the organization for other
opportunities.
It is critical to conduct regularly scheduled reviews on a
quarterly, biannual, or annual basis.
It is the constantly changing nature of leadership
development that helps build a culture that values
succession and keeps it from becoming a once-a-year HR
program.
Contd.
Companies avoid telling employees they’ve been identified as
potential successors because they want to avoid making an
implied promise of continued employment or advancement.
The benefits of telling potential successors of their new status
greatly outweigh the negatives.
High-potentials should be granted substantially greater
compensation opportunities, whether in the form of base pay,
stock options, or other incentives.
By developing and then rewarding high-potential individuals,
organizations can build a reputation as the kind of place leaders
want to work.
Contd.
A strong leadership brand means :
✔ Able to attract the best leadership talent—without paying a THANK YOU
premium.
✔ Retain the best talents because they receive great opportunities
to develop, and see a performance-based environment with
performance based rewards, and respect the top leadership
team.
✔ The retention of leaders lower in the organization improves, as
they increasingly see the company as the leadership employer
of choice.
✔ Business results improve as leaders become more engaged by
their jobs and the opportunities.