Academic

AY 22-23
Year :
Faculty : Dr. Tripti Toor

Module : Talent Acquisition

Term : 3

Session/s : 19, 20

Credits : 3
Recruitment &
Selection
 Topics to be covered in this session:

 Succession Planning
 Session Learning
Objectives
At the end of these sessions you should be able to:


Comprehend the process and importance of succession
planning

Appreciate the challenges faced by organizations in
planning succession

Outline the necessary steps to a smooth succession
planning
Succession
Planning
• Is about developing next level of leadership through competencies. It
should be about individualized prescriptions for training, coaching
and mentoring that would ensure a career mobility for Superkeepers.
Need for Succession
Planning
• Incapacitating illness or sudden demise of CEO
• Surprise departure of CEO
• Unsatisfactory performance
• Normal retirement
Succession Planning looks for seamless transition
Competencies needed to
lead • Cost control
• Teamwork
• Collaboration • Aggressiveness
• Absolute integrity • Vision
• High intelligence • Risk taking ability
• Global and diverse experience • High energy
• Financial acumen • Ability to energize others
• An edge
Underlying Objectives of Succession
Planning
• Is it to develop people internally?
• Or is it to find and groom the next CEO?
•Or is it to drive the program deep into the Organisation?
Based on the objectives, SP could be
• A role-based program
• An individual-based program
• A pool-based program
Succession Planning
•Process
Identify your objectives for the SP program
• Establish a set of competencies required in the high-potential person
• Preplanning for the program
• Assessment to identify high-potential candidates
• One on one discussion
• Draw high-potential profiles, performance and potential grids, replacement
charts
• Group meetings and CEO discussions to finalise the succession
planning list
• Execute leadership development programs for the high-potential
candidates
• Ongoing review
Talent Replacement Chart (from Dessler,
2016)
On the job experiential
training
• Cross functional experiences
• Job rotation
• Global or regional assignment
Do you reveal the high-potential status to
the potential candidate?
Negatives of revealing
• Might trigger question on pay,
future career path
• Those not selected may become
de-motivated and disengaged
• Might be construed as implied
promise of career advancement
• They might get overconfident
Positives of revealing
• They might be more likely to
stay
• They would be more engaged
and eager to take advantage of
work opportunities
Some points to ponder for
SP
• The all too human reluctance of the CEO to plan for his/her own obsolescence
• The board needs to lead the change and SP process
• CEO to have a structured compensation to work on SP
• Board needs to be exposed to these potential candidates
• Link PA and compensation formula of the heir –apparent to the current CEO’s
• If a strong number 2 has been turned down, devise ways and financial means to
accommodate him/her
• Allow the next in line more outside coverage, interactions with media.
• Take out as much of human drama out as possible
• Calibrate with comparable outside leaders
• Develop a succession culture
 Before
Concluding...
Summing up what we have learned and are now able to do:


Comprehend the process and importance of succession
planning

Appreciate the challenges faced by organizations in
planning succession

Outline the necessary steps to a smooth succession
planning
T HANK YO
U