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Talent pipeline approach to career and succession management:
Dr Stanley Arumugam2006Knowledge Resources Conference
Presentation overview
Career and Succession Management PrinciplesThe succession management challenge
Understanding supply and demand dynamics
Identifying and assessing your leadership talent pool
How can you grow your succession pool
Key success factors for succession management
Sasol Career and Succession Management Case ExamplesBusiness case informing supply-demand dynamics
Using the Leadership Pipeline as a framework
Bursary and graduate development – feeding the talent pipeline
ALDP – building leadership capacity through accelerated development
Succession management – a key business issue
The succession challenge
Strategy vs. Succession
Dangerous assumptions made by executives:
Assume leadership is a givenLeadership only exists at the topImported leadership provides instant capacityTalent is infinitely resilient and will rise to any challenge
Succession – Relay
individuals > teams
what > how
now > legacy
patriarchy > stakeholder
great companies
lessons learned
Six mistakes that can undermine succession management
MISTAKES
1. Focus people’s development on a specific job (replacement planning)
2. Inaccurate identification of potential leaders
3. Poor diagnosis of development needs ‘one size fits all’
4. Having a limited range of development solutions
5. Development plans are never put into action
6. No ongoing support and reinforcement by senior management
SOLUTIONS
1. Build a robust system of talent pools to meet immediate and emerging business needs
2. Be more systematic in selection 3. Results based vs. competency
based diagnosis4. Be more creative in identifying
development options5. Ownership by immediate manager
and mentor 6. Senior management must drive
the system
Managing succession risk !
What leadership capacity is available ?
“Lieutenants in good standing
The CEO’s ‘network’
High priests
Emerging leaders
Old warriors
Catalysts
Leadership supply and demand
Capacity is a question of who has the skills for a particular task and how much time they have to spend on it”
Strategies for building a strong leadership pipeline
Growth strategies
1. Career management - leaders
2. Structured leadership development involving action learning
3. Purposeful rotation into challenging job assignments
4. Shadowing more experienced leaders in valued roles
5. Bursary and graduate development
6. Leading change and transformation projects
7. Accelerated leadership development programmes
Acquisition strategies
1. Proactive recruitment
2. Headhunting for critical posts
3. JV leadership mobility
4. Industry and national partnerships
5. Turnaround leadership
6. Leadership catalysts
Growing Talent Pools
Example: GE – Fortune 500
Growing internal talent pools
Ref: DDI
Sasol’s integrated value chain
Exploration and Production
Syngas Production
Fuel products
Co-products
Chemical products
Fisher Tropsch Conversion
coal
natural gas
feedstock
crude oil
Refine & blendFuel components
Chemical processesChemical
components
3rd party producer
Source: Sasol
planning
picking
preparing
placing
performing
Employment Value Proposition key strategy for growing the talent pipeline
People
Organisation Work
Opportunity
Rewards
5 EVP
Categories
Increase the size of the available talent pool
Increase individual-organisational fit
Improve employee commitment and retention
“organisations with managed EVP’s are able to effectively source from more than 60% of the labour market” CLC 2006
Business case: career and succession management Strategic “themes”
Financial
Operational
Organisation
Workforce requirements
Labour market realities
Workforce strategies
Growth Globalisation Gearing EVA
GTL/CTL hubs
Integrated chemicals business SA growth Operational
safety
Joint ventures
Shared services
Integrated facilities
± 1000 secondees
> 6000 local hires
Leadership in complex environments
Technical skills and experience
Transformation
GTL industry growth
DG shortage in SA
SA growth, projects
Global skills shortage
Accelerated sourcing
Leadership development
Technical development
Retention
Skills transfer
Organisational health Multifaceted diversityRetirement
waves
New ventures Existing businessTransformation
Succession Management
10 Year People Planning
Assessing leadership capacity
Sasol Leadership Pipeline Sasol 9 Box Talent Review
3 Year PERFORMANCE (Track record and behaviours)
Not yet full1-2
Full Performance3
Exceptional4-5
Po
ten
tial
Tu
rn
David Noko (5)James Briggs (7)Sarah Morobe(3)
Mpho Zondi(5) Toya Tambo(1)Cynthia Sithebe(2)
Gro
wth
Bongi Ntuli(6) Brian Bennet(6)Bev Jensen(4)Trever Naidoo(9)
Doreen Selebe(5)
Ma
ste
ryAndy Dlamini(12)Vukani Mlaluka (5)George Masondo(7)
Frank Moodley(12) Ron Everest (8)Simone Shelly(11)
health of the leadership pipeline
critical talent pools and supply dynamics
understanding our internal talent
# 1# 1
# 3# 3
# 5# 5
# 6# 6
# 4# 4
# 2# 2
1. Manage Self
2. Manage Others
4. Functional Manager
6. Group Manager
3. Manage Managers
7. Enterprise Manager
5. Business Manager
Identifying, selecting and developing leaders
Corporate
Talent Review
Pipeline-9 Box
BU
Dept
SBU
Division
CBP’sCareer & Succession
AssessmentWhat?• performance• potential
How ?
Performance Review
Pipeline CDI
Psychometrics
CPA
Style
Outcome?
PDP
Career Coaching
Talent Management
Strategies
• Leadership development• Purposeful rotation• New assignments• Re-deployment• Coaching roles• Shadowing roles• Project management
10 Year People Plan
Risk & opportunities strategies
Supply and Demand Mitigation Plans
Macro Supply
Macro Demand
Sasol Demand↑ Gap
↑ Talent War
Potential Risk to Sasol
CSI Partnership
(Growing the pipeline)
Focus on English, Maths & Science education
Schools participating:
FY 05/06: N = 80
FY 06/07: N = 150Alignment to ensure
dedicated talent pipelines
Strategic Talent Planning
’10 year people plan’
Growth Strategy & People Planning
Graduate
Spend
EE Targets
240
185
99
23
246
207
103
23
207
175
81
17
199
161
86
18
256
193
116
23
0
100
200
300
400
500
600
2003 2004 2005 2006 2007
White African Indian Coloured
Business Growth Needs
Retention Risks
BU ownership
6-12% turnover
Key Levers:
Org Culture, Remuneration,
Challenging Work
Retention Plans
Graduate Development
2 x 18 month rotational
programme
CBP/BU ownership
Building the national skills pool
Align to National Skills Initiative (JIPSA, AGISA)
• New Talent Pool
• Unemployed Graduates
National Skills Partnership
Dedicated Sasol Employee Bursary
Scheme ‘EVP’
Internal & External PR and Comms
Increase Employment Brand Equity
Technical Skills Bursaries
Increasing business need for technicians, technologists
Strategic
Recruitment
Supply 2005 Supply 2006
N = 500
81 Bursaries
N = 1678
195 Bursaries
335%
ALDP Candidate Mapping on the Integrated Managerial / Technical Pipeline
# 1# 1
# 3# 3
# 5# 5
# 6# 6
# 4# 4
Manage Business
ManageGroup
Manage Multi-function
Manage Self Expert/Consultant
Manage Others
ManageEnterprise Function
Manage Self Operational
# 2# 2
Manage Self Technical/Professional
Manage Function
Manage Managers
ManageEnterprise
# 7# 7
ManageEnterprise
Sub-Function
Quality
Service
Practice
Strategy
7
5
9
5
N=26
