Chapter 7 Succession Management - C07 - BelcourtSHRP7e - PPT C

(20 minutes a session of purposeful processing (i.e.
study) is optimum for concentration, comprehension,

retention & retrieval – So you are due a Pit Stop and
Reflection !)
1. Check and double check your understanding of Take 10 !
what you have read and or seen - close everything
& write in you own words on a blank sheet or
screen
2.Define in your own words' key concepts and terms,

in writing or verbally or on a voice recorder on
your phone.
3. Take and retake the Quizzes until you have

achieved full mastery. Retrieval Practice !
4. Reflect to yourself and ask how can I use this

information in my work and in my life ??
Do Everything That Works Well for You to Consolidate &
Store Your New Learning in your Memory ! !
Copyright © 2019 by Nelson Education Ltd. 3
Succession Management

Understand why succession management is important
Trace the evolution of succession management from
its roots in replacement planning, comparing the two
models with respect to focus, time, and talent pools
List the steps in the succession managementprocess
Compare and contrast the job-based and competency-
based approaches to aligning future needs with
strategic objectives
Discuss the four approaches to the identificationof
managerial talent

Describe several ways to identify high-
potential employees
Evaluate the advantages and disadvantages of the five
management development methods: promotions,
job rotations, special assignments, formal training,
and mentoring and coaching
Recognize the difficulties in measuring the success of
a management succession plan
Outline the employee’s role in the succession
management process
Describe the role of HR in succession management
The systematic process of determining critical
roles within the organization, identifying and
evaluating possible successors, and developing
them for these roles

1. Succession Planning (7 minutes)
https://www.youtube.com/watch?v=ij4IwMs8N_w
1. Succession Planning Process (3 mins)
https://www.youtube.com/watch?v=PmVh5jkolf4
1. Employer Branding (3 mins)
https://youtu.be/dN8CNZ78syg
and
https://www.youtube.com/watch?v=cGwakF8tVO8
1. Succession Planning Decisions (2.5 mins)
https://www.youtube.com/watch?v=8-D7GiO8Y8Q
1. What are Competencies and Competency Frameworks and Mapping (3 mins)
https://www.youtube.com/watch?v=LPww5MmtmOs
and https://youtu.be/dLky6SRbK0o

Replacement planning: The process of identifying short-
term and long-term emergency backups to fill critical
positions
However, replacement planning has evolved into
succession management by:
• Broadening the focus
• Expanding the time horizon
• Creating a talent pool of replacements
• Improving the evaluation system

FACTORS PLANNNG MANAGEMENT
Environment Stable Dynamic
Focus Jobs Strategy
Time frame 6-12 months 2+ years
Selection criteria Job experience Competencies
Appraiser Immediate manager 360 feedback
Selection pool Internal Internal and external
Successors Slated individuals Talent pools
Development Limited Flexible, multiple

Replacement planning is a reactive (as opposed to
proactive) process of identifying short-term or long-
term backups so that organizations have people who
can assume responsibility for critical positions
during emergencies

1. Align succession management plans with
strategy
2. Identify the skills and competencies needed
to meet strategic objectives
3. Identify high-potential employees
4. Provide developmental
opportunities and experiences
5. Monitor succession management

Succession Planning (7 minutes)
https://www.youtube.com/watch?v=ij4IwMs8N_w
Succession Planning Process (3 mins)
https://www.youtube.com/watch?v=PmVh5jkolf4
Succession planning is a process for identifying and developing new
leaders who can replace old leaders when they leave, retire or die.
Succession planning increases the availability of experienced and
capable employees that are prepared to assume these roles as they
become available.
ensuring supply of successors for key jobs so that careers
can be effectively planned and managed
includes:
◦ analysis of demand for managers and professionals
◦ audit and projection of likely future supply
◦ planning individual career paths, career counseling
◦ accelerated promotions
◦ planned strategic recruitment
Consider This in a BOR or In Classroom?
Drawing on HR Panning
Notebook, 7.1 in core textbook
by Belcourt 7th ed p 67
Identify the reasons why
organizations develop and
adopt succession management
programs.
Each LT to write their points on

a shared screen which should
be delivered to the main
classroom by an appointed LT
spokesperson
Copyright © 2019 Pearson Canada Inc. 2 - 18
Reflection !)
screen

your phone.


Step 1: Align Succession Management
Plans with Strategy
Step 2: Identify the Skills and Competencies
Needed to Meet Strategic Objectives
Step 3: Identify High-Potential Employees
Step 4: Provide Developmental
Opportunities and Experiences
Step 5: Monitor Succession Management

Organizations must start with the
business plan and strategies
(engine of the train !!)
Using environmental scanning,
managers try to predict where the
organization will be in three, five, or
ten years
The skills and competencies of
successful managers must be
identified using the:
1. Job-based approach
2. Competency-based approach

Focuses on duties, skills, job
experience, and
responsibilities required to
perform the job
Not adequate since jobs
change rapidly

Focuses on measurable attributes
that differentiate successful
employees from those who are
not
Hard and soft (core) skills
Produces more flexible employees

1. Core competencies
2. Role or specific competencies
3. Unique or distinctive
competencies

Reflection !)
screen

your phone.


Techniques for assessing employee
potential include:
1. Performance appraisals
2. Assessment centres
3. Human Resources Management
Systems (HRMS)

Sometimes a “star’, someone
identified as an excellent performer
who has high potential but does not
turn out as expected.
Have they lost their talent ? Or were
they mistakenly identified as a
talented employee ?
Or are other factors at play ?
What can an organization do to
prevent this happening
Peter Drucker states that:
“Most managers are made, not born.

There has to be systematic work on the supply, the
development, and the skills of tomorrow’s management.
It cannot be left to chance.”

Promotions
• An employee’s upward advancement in the
hierarchy of an organization
Job rotations
• A process whereby an employee’s upward
advancement in the hierarchy of an organization is
achieved by lateral as well as vertical moves
Special assignments and action learning
Formal training and development
Mentoring and coaching

Mentors: executives who coach, advise, and encourage
junior employees

Monitoring can include:
• Increased engagement scores
• Increased positive perceptions of
development opportunities
• High-potential employees’ perceptions ofthe
succession management process
• Higher participation in developmental activities
• Greater numbers involved in the mentoring process

Increased average number of candidates
Reduced average number of positions having no
identified successors
Increased percentage of managers with replacement
plans
Increased percentage of key positions filled according
to plans

Increased ratio of internal hires to external hires
Increased retention rates of key talent
Increased percentage of positive job evaluations
after promotion
More positive assessment of the quality of
preparedness for new roles
Increased number of bosses skilled as talent
developers

Employees will enthusiastically engage in self-
development if they are aware of the strategic goals
of a company, thus enhancing their own job security
or marketability

Consider This in a BOR ?
Drawing on HR Panning Notebook
7.6 and 7.7 in core textbook by
Belcourt 7th ed p 178 and p183
Discuss the role and place for
Executive Coaches in managing
talent and in succession planning.
Can coaching make a difference
regardless of ability?
Each LT to write their points on a

shared screen which should be
delivered to the main classroom by
an appointed LT spokesperson
Reflection !)
screen

your phone.


HR should own the talent management process in
order to mitigate three types of risk to an organization:
1. Vacancy risk
2. Readiness risk
3. Transition risk

Employer Branding at RBS (3 mins)
Employer brand describes an employer's reputation as a
place to work, and their Employee Value Proposition,
(EVP)as opposed to the more general corporate brand
reputation and value proposition to customers. The term was
first used in the early 1990s, and has since become widely
adopted by the global management community.
the image of an organization based on the benefits of being
employed by that organization
includes experiences a candidate goes through during the

recruitment process, including:
◦ experience when they go to the company’swebsite
◦ acknowledgement thanking candidate who sends in a résumé
◦ initial greeting by the receptionist
◦ ability of the interviewer to articulate organization’s values andculture
Employee Value
Proposition (EVP)
refers to the rewards
and benefits received
by employees in return
for their performance at
the workplace.
It is one of the most
important factors to
consider for any
company looking to
attract and retain top
talent.
define the target audience, where to find them, and
what they want from an employer.
develop the employee value proposition, and the
reasons why the organization is a more attractive
employer.
communicate the brand by incorporating the value
proposition into all recruitment efforts.
https://www.youtube.com/watch?v=cGwakF8tVO8
(3 mins - PowToon)
Drawing on HR Panning Today, 7.1
in core textbook by Belcourt 7th ed p
177
Discuss the importance of the
Employer Branding and the EVP
(Employee value Proposition) in
attracting and growing your talent
Is career management the
responsibility of the employee or the
organisaiton ??
an appointed LT spokesperson
Reflection !)
screen

your phone.


There is five-step model of effective succession
management
HR has to assume responsibility for the succession
management process

Case Study

• The North American automotive industry has been facing
significant challenges in recent years as the “Big Three”
restructure their operations to respond to increased foreign
competition, difficult economic conditions, and shifting
demand as consumers migrate toward more fuel-efficient
vehicles. In light of these dynamic business conditions, Ford
of Canada relies heavily on organization and personnel
planning processes and tools to ensure that the
organization structure, internal selection practices, and
succession management systems are aligned to support the
future needs of the firm and the needs of its employees.
With a strategic focus on maintaining a “People
Development Framework,” succession planning is a key
element of the organization and personnel planning
function.
Copyright © 2014 by Nelson Education Ltd.

• The HR team reviews four major areas of focus in order to make better
decisions about the organization’s future direction for personnel
requirements. In addition to assessing the impact of external factors
such as world events, the changing marketplace, and workforce
demographics, team members regularly review the operational plans in
place so that functional HR objectives and action plans are properly
developed and aligned to meet the long-term goals of the business.
• Ongoing reviews of the organization structures are conducted to ensure

that the delivery of the organization’s business priorities is achieved in
an efficient, flexible, and affordable manner by assessing factors such
as the size of the organization, the percentage of resources deployed at
each level and function, and the attraction and retention potential of the
leadership level and salary grade system. Lastly and most importantly,
the “people equation” is evaluated on an ongoing basis to ensure that
the organization has the right people in the right positions at the right
time to help the organization achieve success.

• Personnel development committees (PDCs) play a central
role within Ford of Canada to identify and match employee
capabilities to key positions to ensure appropriate bench
strength is in place. Committees exist for three broad levels
of the organization including senior executive, business unit
management, and line management, and PDC composition
includes managers from all functional business areas to
ensure cross-functional opportunities can be efficiently
explored and utilized for employee development.
• In conjunction with department managers, PDC members
are charged with the responsibility of identifying employees
who demonstrate outstanding leadership abilities, strong
and continual learning, and superior job performance, and
then matching employees to key positions..

• PDCs assess candidate bench strength for particular key
positions or job families using a visual aid called a “T” chart.
Employees immediately qualified are plotted on the
horizontal section of the “T” while employees with future
potential who require further development are identified in
rank order in the vertical region of the tool.
• Using a graphic aid such as a “T” chart allows review

committees and managers to see and compare bench depth
across key positions; it further assists in the communication
process as succession planning information moves
vertically to other PDCs as vacancies are being filled or
when bench strength is being assessed.

• An integral component of the People Development
Framework is the engagement and participation of the
individual employee in his or her own professional
development and career management. With consultation
from their immediate supervisors, employees are engaged
in the process through the completion of a Leadership
Development Employee Profile (LDEP) and an Individual
Development Plan (IDP) on an annual basis.
• The LDEP acts as an internal résumé to capture individual

employee information for PDC or hiring manager review that
includes current position details, previous Ford position
history, the employee’s viewpoint on Ford, and non-Ford
key accomplishments, as well as preferred developmental
assignments.
• .

• The IDP reinforces the need for each employee to invest in
his or her own professional development and provides an
opportunity for career planning activities to further develop
strengths and areas of improvement in alignment with
career goals and business needs. Plans are developed
between an employee and supervisor that identify
developmental actions that improve current assignment
performance and also position the individual for his or her
desired future assignments.
• While partnership with the supervisor is necessary for
establishing the content and implementation timing of an
IDP, it is inherently critical that employees take personal
ownership of the formation and maintenance of their own
career plans for this tool to be successful.

• As Ford of Canada business units strive to “do more with
less” in a manner that delivers an efficient, profitable, and
competitive position, an assessment of key position
requirements and employee leadership and technical
competencies is critical to ensure that employee
developmental needs and placements support the delivery
of the desired business outcomes. The process tools and
governance structure under the People Development
Framework serves to reinforce the inherent linkage and
shared responsibility between employee, manager, and
PDCs in the success of the organization and of individual
employees.

Case study: The People
Development Framework at Ford of
Canada p . 190-91 of Beclourt 7th E
See Q at end of case study:
1.Analyze the effectiveness of Ford’s
succession management program.
2.What are the strengths and
weaknesses of the model
3.How would you increase its
effectiveness.
an appointed LT spCoopykrigehts©p2e01r9sPeoarn
son Canada Inc. 2 - 78
Case Study 2 : Executive Succession
Management Program at Emend
Management Consulting. p . 192-93 of
Beclourt 7th E
See Qs at end of case study:
1.What steps might you include or remove
from the process.
2.What additional techniques might be
used to assess talent
3.How would this process apply to
nonexecutive succession planning
Each LT to write their points on a shared
screen which should be delivered to the
main classroom by an appointed LT
spokesperson
Reflection !)
screen

your phone.



Chapter 7 Succession Management - C07 - BelcourtSHRP7e - PPT C

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Chapter 7 Succession Management - C07 - BelcourtSHRP7e - PPT C

Uploaded by

Copyright:

Available Formats

(20 minutes a session of purposeful processing (i.e.

study) is optimum for concentration, comprehension,

2.Define in your own words' key concepts and terms,

3. Take and retake the Quizzes until you have

4. Reflect to yourself and ask how can I use this

Copyright © 2019 by Nelson Education Ltd. 4

Copyright © 2019 by Nelson Education Ltd. 5

Copyright © 2019 by Nelson Education Ltd. 7

Copyright © 2019 by Nelson Education Ltd. 8

Copyright © 2019 by Nelson Education Ltd. 9

Environment Stable Dynamic

Focus Jobs Strategy

Time frame 6-12 months 2+ years

Selection criteria Job experience Competencies

Appraiser Immediate manager 360 feedback

Selection pool Internal Internal and external

Successors Slated individuals Talent pools

Development Limited Flexible, multiple

Copyright © 2019 by Nelson Education Ltd. 11

Copyright © 2019 by Nelson Education Ltd. 12

Copyright © 2019 by Nelson Education Ltd. 16

Each LT to write their points on

2.Define in your own words' key concepts and terms,

3. Take and retake the Quizzes until you have

4. Reflect to yourself and ask how can I use this

Copyright © 2019 by Nelson Education Ltd. 22

Copyright © 2019 by Nelson Education Ltd. 28

Copyright © 2019 by Nelson Education Ltd. 29

Copyright © 2019 by Nelson Education Ltd. 33

Copyright © 2019 by Nelson Education Ltd. 38

2.Define in your own words' key concepts and terms,

3. Take and retake the Quizzes until you have

4. Reflect to yourself and ask how can I use this

Copyright © 2019 by Nelson Education Ltd. 38

“Most managers are made, not born.

Copyright © 2019 by Nelson Education Ltd. 46

Copyright © 2019 by Nelson Education Ltd. 47

Copyright © 2019 by Nelson Education Ltd. 48

Copyright © 2019 by Nelson Education Ltd. 49

Copyright © 2019 by Nelson Education Ltd. 50

Copyright © 2019 by Nelson Education Ltd. 51

Copyright © 2019 by Nelson Education Ltd. 52

Each LT to write their points on a

2.Define in your own words' key concepts and terms,

3. Take and retake the Quizzes until you have

4. Reflect to yourself and ask how can I use this

Copyright © 2019 by Nelson Education Ltd. 54

includes experiences a candidate goes through during the

2.Define in your own words' key concepts and terms,

3. Take and retake the Quizzes until you have

4. Reflect to yourself and ask how can I use this

Copyright © 2019 by Nelson Education Ltd. 79

Copyright © 2019 by Nelson Education Ltd. 80

Copyright © 2014 by Nelson Education Ltd.

• Ongoing reviews of the organization structures are conducted to ensure

Copyright © 2014 by Nelson Education Ltd.

Copyright © 2014 by Nelson Education Ltd.

• Using a graphic aid such as a “T” chart allows review

Copyright © 2014 by Nelson Education Ltd.

• The LDEP acts as an internal résumé to capture individual

Copyright © 2014 by Nelson Education Ltd.

Copyright © 2014 by Nelson Education Ltd.