Talent managemeng

Succession Planning and Talent Management

Otto Tawanda Chisiri

Succession Planning

Career Development & Succession Planning (CDSP)

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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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Elements of Career Management

Individual (Self) Assessment of Abilities, Interests, career

need and goals

Organizational Assessment of employee abilities and

potential

Communication of information concerning

career opportunities with the organization

Career Counseling to set realistic goals and plan for

their attainment


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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

July 11, 2007 swati Smita9Ref: Troopiano, 2004

CEO/ Leadership Commitment & Involvement

Education and

Training

Self Development

Competency driven Strategically Targeted

Rotational Assignments

Future Competencies Needed Aligned with Strategic Plan

Results1. Talent Driven

culture2. Accelerated

Development3. Vision for future

advancement

AccountabilityMeasurabilit

y

Succession Planning Model


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Challenges in SP

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Benefits of SP

Source: Aberdeen Group, September 2006Tells 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

TALENT MANAGEMENT

What is Talent Management?

The purpose of TM is to ensure that the right supply of talented workforce is ready to realize the strategic goals of the organization both today and in the future • Organization’s efforts to attract, select, develop, and

retain key talented employees in key strategic positions. • Talent management includes a series of integrated

systems of • recruiting, • performance management, • maximizing employee potential, managing their

strengths and developing • retaining people with desired skills and aptitude

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Talent Management

TM introduced by Mc Kinsey consultants, late 1990’s

TM is identified as the critical success factor in corporate world

TM focuses on

• differentiated performance: A, B, C players influencing company performance and success

• identifying key positions in the organization!!! Surveys show that firms recognize the importance of talent management but they lack the competence required to manage it effectively


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What is Talent?

According to McKinsey; talent is the sum of • a person’s abilities, • his or her intrinsic gifts, • skills, knowledge, experience , • intelligence, • judgment, attitude, character, drive, • his or her ability to learn and grow.


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Who are Talented People?

They regularly demonstrate

exceptional ability and achievement over a range of

activities

They have transferable high

competence

They are high impact people who

can deal with complexity

(Robertson, Abbey 2003)


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Why Organizations Need Talent Development?

To compete effectively in a complex and dynamic environment to achieve sustainable growth

To develop leaders for tomorrow from within an organization

To maximize employee performance as a unique source of competitive advantage

To empower employees:

• Cut down on high turnover rates• Reduce the cost of constantly hiring new people to train


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Talent Management Model

There are different approaches to talent management in

organizations

• TM creed (culture, values, expectations) with• TM strategy and • TM system. (Lance and Dorothy Berger, 2011)

A successful TM model has to link

• the desired culture and • the business excellence

The values, expectations and elements of

should be embedded in HR systems as selection criteria,

competency definitions, performance and promotion

criteria and development processes. 18

The Talent Creed

“A TM creed is the set of core

principles, values and

mutual expectations

that guide the behavior of an institution and

its people”

It describes in general terms what types of

people are expected to work in the

organization and what type of a

culture is desired to

achieve success


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The Talent Strategy

Describes what type of people the organization will invest in and how it will be done

Besides the specific elements of their creed, the talent strategy of all high performing organizations should have these directives:• Identify key positions in the organization (not more than 20,

30 %)• Assess your employees and identify the high performers

(classify according to their current and future potential)• Retain key position backups• Make appropriate investments (select, train, develop, reward)


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Assessing the Employees

Superkeepers- greatly exceed expectations (3-

5%)

Keepers – exceed expectations (20 %)

Solid citizens- meet expectations (75 %)

Misfits- below expectations (2-3 %)

(Berger and Berger, 2011)


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Allocating Investments in People

Superkeepers- receive about 5 % of

all the resouces; need very high recognition,

compensate much more than the pay

market, promote very rapidly

Keepers –receive about 25 % of all the resources, need high

recognition, compensate more

than the pay market, promote rapidly

Solid citizens- receive about 68 % of

all the resources, need recognition,

compensate at the market level or just

above

Misfits- receive about 2 % of all the resources for some,

compensate at below market average


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Talent Management SystemImplementation program of the talent strategy which has a set of processes and procedures• (1) assessment tools • (2) multi-rater assessment• (3) diagnostic tools• (4) monitoring processes

If the management is not willing to use assessment in their organizations they can’t do talent management


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Assessment Tools for TMThe five assessment tools should be linked to ensure that each assessment is consistent with the four other evaluations• Competency Assessment• Performance Appraisal• Potential Forecast• Succession Planning• Career Planning


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Multi-Rater Assessment

Employee. The owner of the

career plan that is aligned with the succession

plan

Boss. The primary

assessor

Boss’s boss. The key link in the

vertical succession and

career plan

Boss’s peer group. Source of

potential new assignments in

the same or other function


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Diagnostic Tools

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SuperkeeperTM reservoir. • SuperkeepersTM are employees whose performance greatly exceeds expectations, who inspire others to greatly exceed expectations, and who embody institutional competencies.

Keeper Key position backups.• The “insurance policies” that ensure organization continuity. Every key position should have at least one backup at the “Keeper” (exceed job expectations) level.

Surpluses. • Positions with more than one replacement for an incumbent. While ostensibly a positive result of the talent management process, it can be a potential source of turnover and morale problems if the replacements are blocked by a non-promotable incumbent and/or there is no realistic way most of the promotable replacements can advance.

(Lance and Dorothy Berger, 2011)

Diagnostic Tools

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Voids. • Positions without a qualified backup. Determine whether it will transfer

someone from the surplus pool, develop alternative candidates, or recruit externally.

Blockages. • Non-promotable incumbents standing in the path of one or more high-

potential or promotable employees.

Problem employees. • Those not meeting job expectations (measured achievement or

competency proficiency). Give opportunity to improve, receive remedial action, or be terminated. The time frame should be no longer than six months.

(Lance and Dorothy Berger, 2011)

What is competency?

Competencies are the core elements of talent management practices• They are the demonstrable and

measurable knowledge, skills, behaviors, personal characteristics that are associated with or predictive of excellent job performance.

• Examples• Adaptability, teamwork, decision making,

customer orientation, leadership, innovation etc. 04/15/2023

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Competencies and Definitions

Action Orientation• Targets and achieve results,overcomes obstacles, accepts responsibility, creates a

results-oriented environment.....

Interpersonal Skill• Effectively and productively engages with others and establishes trust, credibility, and

confidence with them

Creativity/Innovation• Generates novel ideas and develops or improves existing and new systems that

challenge the status quo, takes risks, and encourage innovation

Teamwork• Knows when and how to attract, develop, reward, be part of, and utilize teams to

optimize results. Acts to build trust, inspire enthusiasm, encourage others, and help resolve conflicts and develop consensus in supporting higperformance teams

(Berger and Berger, 2011)


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Why Competencies?The challenge is to identify which competencies the organization

expects to see in their people

The starting point of the model is the creed (values, principles, expectations) and the business strategies

Through a competency model the organization sends a consistent message to the workforce about “what it takes” to be successful

in the job

Helps employees understand what helps drive successful performance

The Competency Model approach focuses on the “How” of the job.

Competency model is behavioral rather than functional, focuses on the people rather than jobs

Competency models are outcome driven rather than activities (Job descriptions focus on activities, competencies focus on outcomes)

Integrates HR strategy with business strategy –both focus on outcomes

Why Competencies?

The competency model serves as the foundation upon which all workforce processes are built. • Competencies promote alignment of

talent management systems by creating a common language that enables these systems to talk with each other! That is, results of one TM system is used as the input data for the following TM system.


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The Competency Model

The Competency Model identifies usually three groups of competencies:• Core competencies for the entire organization

to shape the organizational capabilities and culture required to achieve the strategic goals(5 or 6)

• Leadership competencies for the management teams of various levels for selection, career planning and development

• Functional (technical)competencies (specific for each job family)


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Developing a Competency Model

• Use commonly available “ready to use” models with small adjustments for your organization

• Develop own competency model with help of consultants

• Behavioral Benchmarking compare superior performers with other best people in the organization and in other benchmark companies


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Developing Organization’s Own Competency Model

• Overview of current tasks and responsibilities• Come to agreement about what successful “outcome

driven” performance looks like• Review of competency library and selection of “must

haves” for the position• Rank top competencies as demonstrated by exemplary

(superior) performers• Identify of those competencies that align with the

vision, mission and strategic plan of the organization• Verify the competencies with a larger sample of the

organization


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Choosing Competencies

Before choosing competencies in an organization following requirements must have been completed: • Establishment of vision, mission, values • Strategic business goals• Identification of the tasks, responsibilities and

outcomes expected from each position• Identification of the superior (exemplary)

performers• Satisfactory competency library


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Talent Management

TALENT=COMPETENCE+COMMITMENT+CONTRIBUTION• Being competent is not only enough to be a talent• The competent person should be committed to the causes and goals

of the organization• And should be able and willing to contribute to the success of the

organization• So, developing your talent is not enough, the organizations need to

take all the measures to motivate, reward their talent pool to gain their commitment and contribution.

• Retention is also essential to gaurantee future alignment of the talent with the right key positions


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Talent Management Model

Expectations for the future. Businesses should identify

• Job roles• Spesific objectives• Competencies

Capabilities to meet the expectations• Managerial support• Rewards and recognition• Removing barriers

Work environment• Focus• To keep on track• Develop

Feedback systems needed to


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Talent Management Process

Organization Analysis-Job descriptions-Job spesifications

Assessing the Emloyees

A B C D

PotentialCandidates

Performance Evaluation

Buss. ResultsPersonal

DevelopmentActivities

CareerCommittees

Potancial Candidatesand

Succession Lists

Approval of theLists

Analysis

Assessment

DevelopmentTalent

DevelopmentPrograms

January - March April May on......

Assess

ment T

ools

Structure of a Talent Management Program

• Building Block 1: Identification and assessment of competencies• Building Block 2: Performance appraisals• Building Block 3: Succession and career planning • Development of talent (coaching, mentoring, training)• Linking compensation with the program (reward and motivate)• Targeting culture as an important driver of TM programs • Secure senior executives’ commitment to make the talent management model work• Evaluate the results of talent management system on a regular basis


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Integrated Functions of TM

• Performance appraisals, assessments of potential, competency evaluations, career planning, and replacement planning (the core elements of talent management) should be linked to each other.

• Stand alone functions are destined to end with failure


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HR and TM

HUMAN RESOURCES MANAGEMENT

TALENT MANAGEMENT

Broad Scope (entire employees)

Emphasize egalitarianism Focus on administrative

functions Transactional Focus on systems with silo

approach

Focus on segmentation (key group of core employees and key positions)

Focus on potential people Focus on the attraction,

development and retention of talent

Focus on integratation of HR systems

Classwork and/or Homework

• Prepare a list of 5 competencies for your own position. Explain why you choose these competencies and what do they include behaviorally?


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TATENDA

THANK YOU

&

CONCLUSION


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