Talent Management

Career Development & Succession Planning (CDSP)

Integrated Approach
Recruitment & Selection

BUSINESS STRATEGY

Career Management

Performance Management Training & Development

BUSINESS RESULTS

Rewards Management

Talent Management

Succession Planning

Senior Management 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

BUSINESS STRATEGY

Career Management

Performance Management Training & Development

BUSINESS RESULTS

Rewards Management

Talent Management

Succession Planning

Senior Management 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 Values Approaches Behaviors Individual Aspirations Attitudes Actions Organization Philosophy / Strategy Policies Practices

Serve as the framework for the discussion and for providing the 10 July 11, 2007 swati balanced view pointSmita

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

BUSINESS STRATEGY

Career Management

Performance Management Training & Development

BUSINESS RESULTS

Rewards Management

Talent Management

Succession Planning

Senior Management 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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Education and Training Measurability Self Development Competency driven Strategically Targeted Rotational Assignments Future Competencies Needed Aligned with Strategic Plan

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

Accountability

CEO/ Leadership Commitment & Involvement

Succession Planning Model

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Ref: Troopiano, 2004

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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 pool
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Garman & Gllawe, 2004

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Top level succession planning different

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Garman & Gllawe, 2004

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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 linchpin positions those considered most critical to the organizations 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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Leadershi p Talent

Job Experiences

Continuou s Learning

A Pipeline of Leaders to Grow the Business

Processes and Tools Leadership standards/values and behaviors Functional Competency Models Executive Interview guides Managers Toolkit for Assessing and Developing Potential

Processes and Tools Organization and talent Review Process (OTR) Talent Management System (TMS) Talking Talent Career Maps Performance Management System

Processes and Tools Learning Programs Accelerated Developmental Programs Mentoring 360o Feedback Development Planner

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 Tomorrows 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 27 July 11, 2007 swati Smita method of assessment to monitor the succession planning process

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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