Talent Management

Career Development & Succession

Planning (CDSP)
Integrated Approach

Recruitment &
Selection

Career Performance
Management Management

BUSINESS
STRATEGY
BUSINESS

RESULTS
Training
Rewards Talent
Management &
Management
Development

Senior
Succession Management
Planning Development

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 Aim

• Foster a process of building leadership capability across the lines of

business / support functions

• The emphasis is on developing a broad spectrum of talent within

the management ranks so that the availability of internal talent will
not be a constraint to the organization's strategic direction

• Identify the key leadership success factors

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 Outcomes
• Retention and development of high potential employees
• Builds internal staff capabilities (bench strength) for the emerging
organizational demands
• Maps various succession options
• Facilitates developmental moves across the organization
• Establishes a professionally managed organization with the systems
in place to ensure that it will have effective leaders going forward

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Contemporary Issues: Changing Nature of
Work & Organization
• Demographics (net-generation, diversity)
• Globalization
• Technology
• Redefined concept of ‘Loyalty’
• Challenges in differentiating high performers from
poor performers
• Wanted Rapid career progression

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 Talent Management

Recruitment &
Selection

Career Performance
Management Management

BUSINESS
STRATEGY
BUSINESS

RESULTS
Training
Rewards Talent
Management &
Management
Development

Senior
Succession Management
Planning Development
Early Models of CD
Walker, 1973

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Early Models of CD (Cont.)
Reif & Newstro, 1974

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 Career Active System Triad (CAST)
Baruch (2004)
Level Individual Organization

Values Aspirations Philosophy /

Strategy

Approaches Attitudes Policies

Behaviors Actions Practices

Serve as the framework for the discussion and for providing the
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11, 2007 point
swati Smita
Elements of Career Management
1. Individual (Self) Assessment of Abilities,
Interests, career need and goals

2. Organizational Assessment of employee

abilities and potential

3. Communication of information concerning

career opportunities with the organization

4. Career Counseling to set realistic goals and

plan for their attainment

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 Talent Management

Recruitment &
Selection

Career Performance
Management Management

BUSINESS
STRATEGY
BUSINESS

RESULTS
Training
Rewards Talent
Management &
Management
Development

Senior
Succession Management
Planning Development
Succession Planning -Definition
Strategic, systematic and deliberate effort to develop competencies in
potential leaders through proposed learning experiences such as
targeted rotations and educational training in order to fill high-level
positions without favoritism (Mathew Tropiano, 2004)

Deliberate and systematic effort by an organization to ensure

leadership continuity in key positions and encourage individual
advancement (St-Onge, Mercer)

A structured process involving the identification and preparation of

potential successors to assume a new roles

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WHAT IS SP?
•Constant change planning
•An organizational journey, not a project
•Ensuring continuity of leadership
•Identifying gaps in existing talent pool
•Identifying and nurturing future leaders

Why SP?
Organization supersede Individuals
– visionaries are those who groom their young ones to take the lead
position and to take the cause of organization forward

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 Results
1. Talent Driven
culture
2. Accelerated
Development
Education 3. Vision for future
and advancement
Training

Self Development Accountability

Measurability
Competency driven
Strategically Targeted
Rotational Assignments

Future Competencies Needed Aligned

with Strategic Plan

CEO/ Leadership Commitment & Involvement

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Succession Planning Model Ref: Troopiano, 2004
Challenges in SP

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 Benefits of SP

Source: Aberdeen Group, September 2006

Tells about
the extent to which leadership job openings can be filled from the internal
pool
the av. no. of qualified candidates for each leadership position
the number of positions with two or more ‘ready now’ candidates
the attrition rate from the succession
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18 July 11, 2007 swati Smita
Garman & Gllawe, 2004
Top level succession planning different

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Garman & Gllawe, 2004
Remember

Succession plan may be expected practice – its absence is more

a curse than its presence a blessing

Succession program should limit their focus to linch-pin

positions – those considered most critical to the
organization’s need.

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BEST PRACTICES in CDSP:
CASE STUDIES
Case 1: Petrofac
Learning and Development Team in Aberdeen

Investor in People (IiP) company

Competent Person Profile (CPP)

This framework of competence allows
all staff with potential to be measured
against the higher level positions in the
organization
a development plan designed and
implemented and thus contribute to the
Succession Plan for the company as a
whole. 

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June 1, 2007 http://www.petrofac.com/careers/training/
Case 2: Novartis-China
Four core Principles towards identifying and developing talents
1. Grow leaders from within Novartis
2. Fill 70% of the position with internal associates
3. Each associate has a developmental plan
4. Each associate has minimum two career and development
discussions per year

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 Leadership Job
Talent X Experiences + Continuous
Learning = A Pipeline of
Leaders to
Grow the
Business
Processes and Tools Processes and Tools Processes and Tools
• Leadership • Organization and • Learning Programs
standards/values and talent Review Process • Accelerated
behaviors (OTR) Developmental
• Functional Competency • Talent Programs
Models Management • Mentoring
• Executive Interview System (TMS) • 360o Feedback
guides • Talking Talent • Development
• Manager’s Toolkit for • Career Maps Planner
Assessing and Developing • Performance
Potential Management System

LD at Novartis (Cont.)

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LD at Novartis-China (Cont.)
Engaging Internal Talent
1. Provide Training
2. Deploy talent in new, exciting and ‘stretch’ assignments and
provide clearly defined career paths
3. Connecting employees so that they can learn from their
experienced peers and other professionals

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Case 3: Research on Best Practices

Best Practice Partners – 5 companies

Dell Computers
Dow Chemical Company
Eli Lilly and Company
Pan Canadian Petroleum
Sonoco Global Products

Ref:
Fulmer (2002) Choose Tomorrow’s Leaders Today: Succession
planning grooms firms for success

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Best Practices: What they did right
Effective succession management is a journey – not a destination

Deployed a Succession Management Process

succession management is continuous annual process
Business units responsible for ‘deliverables’
HR typically responsible for the tools and processes
Technology to facilitate the process (short, simple and flexible)

Identified the Talent Pool

cyclic continuous identification process
used core set of leadership and succession management competencies
Talent assessment – semi transparent process

Engaged the Talent Pool

IDPs for each employee
developmental Activities – special assignments, action learning, web-based
development activities

Monitoring & Assessing

method of assessment to monitor
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Recommendations from their exp.

• Keep the process simple

• Engage technology to support the process
• Align succession management within overall business strategy
• Secure senior level support for the process

The last two suggest that there is ‘virtuous cycle’ when the succession
system supports corporate strategy in a tangible way

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