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(Succession plan)

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Presentation Scope
What & Why Succession plan Succession plan process & Key element Assessment Tools Case Study

What & Why Succession plan


What is it ; A deliberate and systematic effort by an organization to ensure leadership continuity in key positions, retain and develop intellectual and knowledge capital for the future, and encourage individual advancement. Why need ; Management is responsible to ensure that the organization continually has highquality operations and employees.

Succession plan process overview


1.Identify of Key Positions
2.Identification of Key Talent

5. Development Monitoring & Review

Key Elements

3. Assessment of Key Talent to develop 4. Generate of Individual Development Plans

Key stage 1 : Identify of Key Positions

Key positions Definition :


are those that exert critical influence on the operational activities or the strategic objectives of the organization and which have characteristics unique to the organization making it difficult to fill from the open marketplace.

Sample of Criteria to identify Key position


Critical Task Performed

critical to the operational or strategic objectives of the organization , a critical action would be stopped from taking place if the position were vacant.

Difficulty to so unique that external recruitment will be very difficult? Hire Externally

it is part of the decision making process or relieves others to make valuable decisions? , impact be on operations, productivity, performance and level of Impact of service? Vacancy on
Operations

Is the Position Critical to Future Work

where the organization is going in the future and what types of knowledge, skills and leadership will be needed , which the position has an impact on the delivery of future projects, programs and services.

Succession Plan Identify Critical Positions (Example)


Position 1. # 0056
1. Critical Task Performed

2. Title: Branch Mgr.

3. Group & Level Level 3

4. Location & Work Unit

2. Difficulty to hire High externally 3. Impact of vacancy High High impact due to level of organizational knowledge and technical expertise. Immediate impact on ability of organization to deliver.
High Mistakes made at this level directly affect the credibility of the organization and the ability to deliver to clients.

4. Impact of mistakes

5. Critical to future Yes work? 6. Critical? Yes

Key Position Priority


Position Title Incumbent Name Retirement Status A B A C B A C B A B B C A A Criticality Number of Staff Ready Now 1 0 0 1 0 0 2 1 1 2 0 0 0 2 1 2 0 1 0 Number of Staff Ready Priorities in 1-2 Years 1 0 2 2 1 0 3 2 1 2 0 1 0 3 2 2 0 2 0

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

1 1 1 1 2 2 1 2 2 2 1 1 2 1 2 2 2 2 1

x x

x x

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

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

Key stage 2 : Identification of Key Talent


Name
Demonstrated Performance Organization Fit (Core Competency) Personality for Leader

Analytical Ability 3 4

Future Leader Fit ( Leadership Competency)

Apple Bomb Catty

5 4

4 4

3 2

3 4

Direk Ern
Fatty

4 4
3

3 2
1

3 5
3

4 3
2

4 3
4

Key stage 3 : Assessment of Key Talent to Development


Competency-Based Behavioral Interview Questions Design & Training for committee
Adaptability Please describe a significant change you have had to deal with at work recently. What was your initial reaction to the change? What was your overall response? Possible follow up questions: How did it all work out? Building Trust Can you tell us about a situation where you found it challenging to build a trusting relationship with another individual? How did you go about doing it? Possible follow up questions: How did it work out? Collaboration Can you tell us about a time when you formed an ongoing working relationship or partnership with someone from another organization to achieve a mutual goal? What did you do to make the relationship ship work? Possible follow up questions: How has it worked out? Continuous Learning and Professional Development Aside from your formal academic education, can you think of something you have done to grow professionally in the recent past? Did you have a chance to apply what you learned on the job? How? Possible follow up questions: What was the outcome? Cultural Competence Can you tell us about a time when you needed to be particularly sensitive to another persons beliefs, cultural background, or way of doing things? What were the circumstances? What did you do? Possible follow up questions: How did the situation work out?

Key stage 4 : Generate of Individual Development Plan (IDP)

Example :Talent Development Chart for Manager


A B C D E F G H
Work Unit Planning Implement Managing HR
Managing
Finance/ Physical

Review Business Plan

SWOT & Identify Expectation

Mission Statement

Goals Setting

Identify Resource Requirement Scheduling

Alignment to Org. Plan

Announce Plan to Stakeholders and Feedback

Solicit Stakeholders Support

Implementing

Select Personnel

Alignment

Development
Asset Negotiation

Work Process Improvement


Utilization

Performance Reviews
Maintain Revise Feedback

Budgeting Identify Stakeholders Identify Stakeholders Expectation

Stakeholders

Implementing to meet Expectation

Relation

Maintain Work Unit Evaluation


Professional
Development

Monitor Facilities Operation Recording Assessment

Maintain Productivity Standards Solicit Feedback for Stakeholders Development Personal Health

QA

Manage Risk

Develop Action Plan Increasing

Identify Gap & Development Plan

Individual Development Plan

Training

Mentoring Executive Coaching Work Shadowing

Self Study
Job Assignment IDP

Assign Reading

Key Position = High Risk


Risk = [Total Opportunity Score] x [Total Impact Score]

Key Position Assessment Criteria


Turn Over Retirement Replacement Score Opportunity duration


Critical Task Impact to Impact to future Score mission/Stakeholder business Relations 1

Resigned Be retired more than 3 more than 5 years years

< 6 month

stop or hinder vital No direct impact to No direct impact functions from the mission to future being performed if achievment / business or it were left vacant Stakeholder some product & within 3 months or Credibility Service more stop or hinder vital Mission difficult to Future business functions from achieve / or Strategic being performed if Stakeholder Choices Difficult it were left vacant Credibility be to achieve within 2 months Concerned stop or hinder vital Mission Imposible / Future business functions from Stakeholder or business being performed if Credibility Fail Direction Hard to it were left vacant achieve within 1 month

Resigned in Be retired 6 - 12 month 1-2 years within 5 years

Resigned within 1 years

Be retired > 12 month within 2 years

No.

Position

1 2 3 4 5 6 7 8

.(SVP)&.. (VP) (SVP) (SVP)

Left vacant opportunity Replace Turn Retirem ment sum1 Over ent duratio n 1 3 2 6 1 1 1 1 1 1 1 2 3 1 1 3 3 1 2 1 2 2 1 1 1 5 5 4 4 5 5 3

Impact Impact to Task Impact to Sum Score Risk future Criticalty mission 2 level business 3 3 2 3 2 1 1 2 3 2 3 3 2 2 2 3 2 3 2 2 3 2 2 2 8 8 7 8 7 5 5 7 48 40 35 32 28 25 25 21 3 3 2 2 2 1 1 1

2 .&.. (SVP) (SVP) & .. 1 1/1

9 10 11 12
13 14 15

(SVP) (SVP) (SVP) .. (FSVP)&.. (Act.VP.) (SVP)

3 4

1 1 1 1
1 1 1

1 1 1 1
1 1 1

1 1 1 1
1 1 1

3 3 3 3
3 3 3

2 2 1 1
2 1 1

3 3 2 2
2 2 2

2 2 3 3
2 2 2

7 7 6 6
6 5 5

21 21 18 18
18 15 15

1 1 1 1
1 1 1


PM

Analytical Leadership Commit Competency tee Ability

1 .(SVP)&. . (VP) 2


.. ..

b
b b b a a a c a b a b

70
89 90 77 89 68 66 78 99 45 99 45

P
P P P P P P P P P P P

5
4 3 4 3 4 3 5 2 3 3 5

3 (SVP)

.. .. 4 (SVP) .. 5 .&.. ..

(Analytical Thinking)

Leadership Competency Identification

Leadership Competency
Vision :

Mission :

1. 1 3 2560 2. SPIRIT 3. 4.

Strategic Theme
Growth Expertise Services Solution Effective Operation Marketability

Business Driven
Strategic Driven Innovation Customer Intimacy Operation Excellent Organization & Human Capital

Leadership Competency
Management Development Systems
22

Leadership Competency
Business Driven Strategic Driven
Innovation Customer Intimacy Operation Excellent Organization & Human Capital

1. - (Financial & Banking Visionary) - - (Business Holistic View) - (Business Influences) - (Business Goal Commitment) - (Fast Moving) - (Business Environment Sensibility)


Leadership Competency
Leadership Competency

1. - (Financial & Banking Visionary ) - - (Business Holistic View) - (Business Influences)

- (Business Goal Commitment)


- (Fast Moving) - (Business Environment Sensibility)

Personality Survey
EPPS Questionair

Personality Survey
EPPS Questionair

Succession plan process overview


1.Identify of Key Positions
2.Identification of Key Talent

5. Development Monitoring & Review

Key Elements

3. Assessment of Key Talent to develop 4. Generate of Individual Development Plans