SUCCESSION PLANNING

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SUCCESSION PLANNING Succession planning is the process of Identifying & developing suitable team members who are able to replace key positions as and when required. Individual Plan: A succession plan for a position viewed as unique and/or specialized, for which there is only one incumbent. Pooled Plan: A succession plan for multiple incumbents in similar positions, for which incumbents and candidates are grouped together.

PURPOSE & BENEFITS To have timely availability of experienced and diverse employees prepared to fill leadership positions as they become available. The program will:

Help the organisation develop and nurture its human capital. It will assure a continuing sequence of qualified people to move up and take over the current generation of managers & leaders that retire or move on rather than recruiting from outside. Thereby fill key positions with people able to carry on & excel.

Focus on leadership continuity and improved knowledge shared. Increase professional commitment and retention of management positions Shift from job progression to job expansion.

Succession & Development Planning

Process

SUCCESSION & DEVELOPMENT PLANNING PROCESS

Identification of key Positions Evaluation of Potential Replacement Inventory Competency Mapping Individual Development Plan

Key Position: A key position is one that exerts critical influence on the organization's activities-strategically, operationally or both.

Key Position Criteria • • • • Critical Task Specialized Competency Organizational Structure Work Load

Identification of Key Positions

Organization chart w.e.f

Deptt:

G17 PHOTO

NAME Name Name

PHOTO

G16

Name
PHOTO

PHOTO

G14

G13/14 G-11/12

PHOTO

Name

PHOTO

Name

Name

PHOTO

PHOTO

Name

Name

PHOTO

PHOTO

Name

Name

PHOTO

G-10/9

Name
PHOTO

Name
PHOTO

Name
PHOTO

Name
PHOTO

Name
PHOTO

Name
PHOTO

Key Positions

Evaluation of Potential

Prepare High Potential Selection Grid

3
Promotion Potential

1

High Potentia l Promotion due as per Career Well Placed

4

2

M E

Last Evaluation Score

E E

FE E

Replacement Inventory

Prepare Replacement Inventory Deptt :

Key Position-1 <Name>
Successor –1 <Name> Successor –2 <Name> Successor –3 <Name>

Key Position-2 <Name>
Successor –1 <Name>

Key Position-3 <Name>

Key Position-4 <Name>

Readiness Scale
Ready Now

Successor –2
<Name>

Successor –1 <Name> Successor –1 <Name>

Ready within one year Ready within 2-3 years

Priority Position

Competency Mapping

Competency Mapping
8 7 6 5 4 3 2 1 0 1 2 3 4 5 6 7 8 9 1 0 1 1 1 2 1 3 1 4 1 5 1 6 1 7 1 8 1 9 2 0 2 1

No
1 2 3 4 5 6 7 8

Competency Action Oriented Influence Ability Composure Conflict Management InterpersonalSa vvy Listening Negotiating Organizational Agility Perseverance Presentation Others TOTAL

Model 7.5% 5.0% 2.0% 5.5% 3.0% 6.5% 1.0% 3.0% 7.0% 8.0% 3.0% 100.0 %

Fit 3.0% 2.0% 1.0% 5.0% 5.0% 6.0% 2.0% 4.0% 5.0% 0.0% 2.0% 61.0 %

Mr. X(Successo r) Position Requireme nt

Training Need
9

Priority Gaps TM s Strengths

10 …

Individual Development Plan
Individual Development Plan (IDP)
N Departmen Goals Competencie
tobe learned or acquired

Position Manage Actions Resource

Date

to beachieved

to be taken

that areneeded (money, time, etc.)

Time Start Complete

Short-rang Critical within present position (1 year)

Actions will be in the form of •Classroom Trg.
Mi -rang Important for growth within present or future position (2 years)

•Management Development Prg. •Job Rotation •Shadow Projects.

Long-rang Helpful for achieving career goals (3 years)

Update Replacement Inventory

Resignations Changed Interests, Strengths or Reorganizations Development Needs

Promotions, & Transfers

Succession Plan Metrics

Metric –1 Percent of positions with ready replacements
Example : Key Positions Identified : 25 , Ready Replacements : 10 % of positions with Ready Replacements : 40%
Good (Year wise Trend) Good (Year

Metric-2 Priority positions with limited or no successors
wise Trend)

Metric –3 Percent of positions covered by succession plan process
Example : Total Positions : 50 , Key Positions covered by Succession Plan : 25 % of positions covered by Succession Plan : 50%
Good (Year wise)

Metric –4 Number of positions filled internally vs. externally
Good (Year wise)

DEVELOPING STRATEGIC DEVELOPMENT PROGRAM (SUCCESSION PLAN):  Succession plan is proactive, long term, management level strategy for Recruiting, selecting and developing a core group of employees into management positions.  The employees will obtain training & development in the competencies and characteristics needed to function in leadership through participation in a multi- phased program.  The program will accelerate the delicate and complex transition of qualified employees from individual contributors to managers and leaders.

IMPLEMENTATION OF SUCCESSION PLAN:  Implementation of such plan requires current management to provide dedicated instructions and guidance skills, knowledge and abilities required for potential employees.  Participant employees are expected to have the potential to increase their understanding & capacity to manage and lead within the organisation.  Potential employees must commit to continuous learning & demonstrate the ability to work with others, facilitate effectively with limited authority, build consensus and gain results.

Such Program will: – Identify critical management positions – Identify employees to be selected to participate – Enrol & prepare sufficient number of employees to meet the future leadership positions to be ready for advancement into each identified position

CORE TRAINING & DEVELOPMENT:  With the assistance of the management, core competencies and characteristics will be developed for each leadership position.  The HR Department & the respective executive team will review & confirm core competencies and take final decision on core competencies for each position.  Develop curriculum of training and development guided by the identified competencies and characteristics for each position.

 Core competencies and characteristics include seven basic elements:  Professional Integrity:  Leadership:  Decision Making and Problem Solving:  Effective Communication Skills:  Knowledge  High Job Performance:

STEPS:
Data Analysis Solicit Participants Conduct Assessments Select Candidates Provide Feedback

GATHERING DATA & ANALYSIS:

Goals, setting priorities. Identify potential employees, retirement, realignments and other conditions that create leadership positions; Identify current positions that may be vacated in future Anticipate turnover of prospective employees as it affects the available candidates.

Establish long term competency needs in alignment to organisational build. Consider size of the organization & and analyse whether regional Succession plan can be developed & supported. Complete departmental “Leadership Succession Charts”

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