Succession Planning

• 1. SUCCESSION PLANNING MODEL
  • Agenda

• What is Succession Planning?

• Succession & Development Planning Process.

• Succession Plan Updates

• Succession Planning Metrics

• Conclusion

2.

• What is Succession Planning?

Succession Planningis the Process ofidentifyinganddevelopingsuitable Team Members who are able toreplaceKey Positionsas and when required.

• In nutshell Strategic Planning will help :-

• To prepare Team Members for leadership roles and make them ready for new roles as & when need arises.

• To plan Career Path for talented Team Members.

• Risk Management.

3. Succession & Development Planning Process 4. Identification of key Positions Succession & Development Planning Evaluation of Potential Replacement Inventory Competency Mapping Individual Development Plan 5. Identification of key Positions Succession & Development Planning Evaluation of Potential Replacement Inventory Competency Mapping Individual Development Plan 6. Definition of 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 If answer of any criteria is Yes then it is Critical Position 7. Identification of Key Positions Identify Key Position1 2 3 4 Key Positions 8. Identification of key Positions Succession & Development Planning Evaluation of Potential Replacement Inventory Competency Mapping Individual Development Plan 9. Identification of key Positions Succession & Development Planning Evaluation of Potential Replacement Inventory Competency Mapping Individual Development Plan 10. Evaluation of Potential Prepare High Potential Selection Grid High Potential Promotion dueas per Career Plan Well Placed Last Evaluation Score ME EE FEE Promotion Potential 2 4 1 3 11. Identification of key Positions Succession & Development Planning Evaluation of Potential Replacement Inventory Competency Mapping Individual Development Plan 12. Identification of key Positions Succession & Development Planning Evaluation of Potential Replacement Inventory Competency Mapping Individual Development Plan 13. Replacement Inventory Prepare Replacement Inventory Deptt : Successor 1 Key Position-4 Ready within 2-3 years Ready within one year Ready Now Readiness Scale Successor 3 Successor 1 Successor 2 Successor 2 Successor 1 Successor 1 Key Position-3 Key Position-2 Key Position-1 Priority Position 14. Identification of key Positions Succession & Development Planning Evaluation of Potential Replacement Inventory Competency Mapping Individual Development Plan 15. Identification of key Positions Succession & Development Planning Evaluation of Potential Replacement Inventory Competency Mapping Individual Development Plan 16. Competency Profile 0 1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 Mr. X(Successor) 61.0% 100.0% TOTAL2.0% 3.0% Others 0.0% 8.0% Presentation Skills 10 5.0% 7.0% Perseverance 9 4.0% 3.0% Organizational Agility 8 2.0% 1.0% Negotiating 7 6.0% 6.5% Listening 6 5.0% 3.0% Interpersonal Savvy 5 5.0% 5.5% Conflict Management 4 1.0% 2.0% Composure 3 2.0% 5.0% Influence Ability 2 3.0% 7.5% Action Oriented 1 Fit Model Competency No Competency Mapping Training Need Priority Gaps TM sStrengths Position RequirementCompetency Mapping 17. Identification of key Positions Succession & Development Planning Evaluation of Potential Replacement Inventory Competency Mapping Individual Development Plan 18. Identification of key Positions Succession & Development Planning Evaluation of Potential Replacement Inventory Competency Mapping Individual Development Plan 19. Individual Development Plan (IDP) Name Position Date Department Supervisor Goals to be achieved Competencies to be learnedor acquired Actions to be taken Resources that are needed (money, time, etc.) Time Frame Start Complete Short-range Critical within present position(1 year) Mid-range Important for growth within present or future position(2 years) Long-range Helpful for achieving career goals(3 years) Individual Development Plan Long - range Helpful forachieving careergoals (3 years)

• Actions will be in the form of

• Classroom Trg.

• Management Development Prg.

• Job Rotation

• Shadow Projects.

Individual Development Plan (IDP) Name Position Da te Department Manager Time Frame Goals to be achieved Competencies to be learned or acquired Actions t o be taken Resources that are needed(money, time, etc.) Start Complete Short - range Critical withinpresent position(1 year) Mid - range Important forgrowth withinpresent orfuture position(2 years) 20. Plan Updates Resignations Promotions, & Transfers ChangedInterests, Strengths or Development Needs Reorganizations Update Replacement Inventory 21. 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%

• Metric-2 Priority positions with limited or no successors

• 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%

• Metric 4 Number of positions filled internally vs. externally

Good (Year wise Trend)Good (Year wise Trend)Good (Year wise Trend)Good (Year wise Trend) 22. Conclusion :

• • To accelerate the development and improve the retention of talented people. This argument is particularly relevant to the development and retention of talented women, a group often neglected in organizations;

• • To identify ongoing needs for replacement and design appropriate training and employee development programs;

• • To increase the pool of talented employees to fill key positions;

• • To add value to the organization's strategic plan and contribute to ongoing business strategies;

• • To ensure individuals receive appropriate developmental opportunities and are successful in their career goals;

• • To ensure that the organization has full access to the intellectual capital of their employees;

• • To improve employee morale and commitment to the organization; and

• • To encourage the development and advancement of the diverse group of employees.

This systematic process will enable organization to identify talented employees and provideeducation to develop them for future higher level and broader responsibilities.