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2. Planning Process Phase 1 April 08 OrganizationalAssessmentPhase 2- MayCompetencies DevelopmentPhase 3 JunePeopleAssessment & Development Phase 4 September Consolidation & Succession Results 3. Organizational Analysis: where are we now ?
4.
What are we going to do? 5. What are we going to do?
6. How are we going to do it?
7. How are we going to do it?
8. 9. Succession Planning Training & Development Build people andorganizationalcapabilities Increasedorganizationaleffectiveness Create Group Identity & Behavior Bringing it together 10. WhatRewards & Motivates ?
11. policies procedures benefits employee relations succession planning compensation management training & development BUSINESS IMPACTMANAGEMENT EXCELLENCE high low functionalexpertise 12.
13. Organization Structure Validation
14. 15. Organizational Assessment Process Company objective setting Process/Unit objective setting Indivdual objective setting Performance ReviewOn-Going Feedback Corrective actions Re-setting objectives Training and Development Career Planning Rewards and Recognition 16.
Organizational Competencies 17. Review Business Unit Structure Team Leader Function Manager PresidentManager RESPONSIBILITY Individual Contributor CAPABILITY Senior Management Middle Management Managerial Staff Top Management 18. Job Specifications
Task Input Behavior 19. Matching People to Jobs
Characteristics Education Maturity 20. Phase 2: People AssessmentStructure Business Strategy Business Plan
Organizational Values Succession Selection Development Performance 21. Performance Profiler
22. Competencies Application & Implementation Selection Appraisal Development CareerTracking SuccessionPlanning Group Objectives Unit Strategies Competencies Rewards 23. Example: Assessment Matrix
24. Assessment (example)
25.
26. 1. IDENTIFY THE TRAININGREQUIREMENT: Identify, prioritise the skills required for superior perfor- mance in the position 2. COMPOSING THE TRAININGPROGRAM Divide the roles between the team members TRAININGNEED ANALYSIS 3. DECISION MAKING Evaluate/compare information/ Identify positive/manage gaps versus needs 4. INDUCTION ANDDEVELOPMENT Include plans for bridging skills gaps 27. Training Framework
ManagementCompetencies BUSINESS PEOPLE FUNCTION Competency Category DevelopmentFocus Managecoaching tostrengthen Abilities Organizeexperiences to improveSkills Provideplatforms to transfer Knowledge 28. Training Needs Analysis
29. Development for Team Leaders Individual Contributor Team Leader FunctionalManager Functional Development Business Development People Development Product Management Knowing Watch business Job Introduction International Brand Management Situational Leadership II Project Management ManagingMarketing (IMD) MotivatingPeople Introduction to businessStrategies N/A ExecutiveDevelopment (Wharton) AdvancedManagement (INSEAD) 30. Assess ReadinessObjectives Focus DevelopmentPotential B-Players Potential A-Players Target
Methods Execution CambriaPersonnel Decision InternationalOutcomes
Follow Up
Mentoring & Coaching Composition Group of 30 participants Group of 20 participants Estimated Costs $ 30,000
Developing Leaders 31. Examples of TrainingMiddle Mgmt MT Situational Leadership Awareness creatingNeeds analysis (skills building workshop)Timing for Leadership program Month 1 Month2 Competency enhancing (seminar) Month3 32. Project Management Training Target Group B Players with potential Modules Mufti-tasking. Activity planning Timeline and DeliverablesFaculty KepnorTregorChampion CEO Project Mgr. Human Resources Time Cons. 2 days Start Planned :May2008Attendees 25 per program 33. Modules :Marketing StrategyFaculty :Insead, Harvard, Kellogg,Delivery : External Champion :President The CompanyBusinessProject Mgr. Human Resources Time Cons. : 3 x 5 days spread over 1 yr. Start Planned:September 2008 Attendees :25 senior leadersBusiness Strategy 34.
35. Phase 4: Succession Planning Top Management Senior Man a gement Management Performance Mgmt. Career Mgmt. StrategicMgmt. Development Plans Career Tracking Competency Validation Succession Planning 36. Succession Planning helps to identify possible successors and those "high potential" candidates, whose rapid development earmarks them for greater position opportunities or key management positions.Getting the right person in the right job is the goal. Training current employees for roles that may not exist now, but most assuredly will exist in the future. Succession Planning will be conducted for - Director level (i.e. 3rd level) and up.Creating a graphical, easy-to-understand organization chart with visual identification of positional successors and candidate readiness.Succession process evaluates candidate readiness (promotion capacity) as direct correlative competency to success.Succession Planning allows for appraisals and customized views of individuals as well as any development hurdle to preparedness. It also facilitates the identification of those employees whose rapid development earmarks them for greater opportunities. Succession Planning assists in successor selection process, comparing logical and targeted candidates on a broad range of parameters, including job fit and development opportunities. . 37. Developmentassignments set the stage for a continuous process of identifying strengths, talents and abilities ofemployees, as well as helping to define their career goals. Also, identified employees that are ready for greater job responsibilities andthat should participate in OJT (on-the-job) training as well as on temporary rotational assignments with greater responsibility in order to be ready for promotional opportunities.Regular assessments of employee performance and potential for responsible roles in the future will help map out a people strategy. Identified Successor = ready now Identified Successor = ready 2 -3 years Identified Successor = ready longer term 3-5 years 38. 39. Career Planning - exampleEstablish a Finance function that is seen as a key contributor to business success and growth
40. Career Track in Finance an example Entry position Development position Main Career Path Fin.Accountant Fin.Analyst Internal Aud. Gen. Accountant Gen. Accountant Auditor Controller Controller Mgr.Budget Planning Sr.Auditor Mgr.Staff Dep. Mgr.Marketing General. Mgr. President VP Finance 41. Resultsof Career PlanningBeing a member of the wining management team Learning and developing in terms of the wider implicationsof strategic thinking andconsequences of not doing soHow the Finance function canbest contribute to the business and individualscan bebetter utilizedFocusingon continuous improvement as a competitive advantagetowards value added businessprocesses 42. Implementation Plan