2

Succession

Management

No strategy can be effective unless the firm is able to develop and retain good people to carry it out.

3

Determine pending talent shortages and positions at risk

in the organization/units

Identify high potential individuals, based on talent needs

of the organization/unit

Establish appropriate development programs for next

generation

Select and place people based on job performance,

results of development and future potentials

Gap

Analysis

Development (KSA &

Competency Building)

OJT, Off-JT, self-devt

Enhanced Challenge Plans

(focus: strategic initiatives)

Depth & breadth of Exp.

• Job enlargement

• Job enrichment

Task Variation

(Accelerated job rotations)

Cross-functional projects

(beyond departmental

boundary

Weaknesses turnaround

S

U

I

T

A

B

I

L

I

T

Y

Career Interests & Aspirations

Career Track Matching

• Dual career track? (longer

path)

• Specialist/Professional Track?

• Managerial Track?

Expanded responsibilities

(min. 2 functional areas)

Readiness to assume higher

position based on strategic

organizational needs?

ORGANISATIONAL NEED

• Critical needs & challenges over

the next 2 – 5 years

• Critical skills, knowledge, and

experience will be needed to

meet these challenges?

• Staff availability

• High risk positions?

Position availability Career Progression (speed

depends on performance)

Identify High Potentials

• 3-years performance

results

• Competency Level

• Contextual skills

• Challenge Plans topics &

results

• Employee interests &

career aspirations

• “Dare to Challenge” mind

• Traits & Motivation

• Strengths & Weaknesses

• Adherence to Corp Values

New candidates may emerge

• Training linked to promotion

and succession

• Develop generalists with

specialist’s skills

Succession: Linking

Organizational Needs to

Individual Career Needs

May be captured competency-based PMS,

individual challenge plans and cross-

functional projects.

HEAD

FUNCTIONAL AREAS

• Breadth & Depth of Exp.

• Job enlargement

• Job enrichment

• OJT, Off-JT (managerial)

• Cross functional projects/

exposures beyond

departmental boundary

• Involvement in strategic

initiatives (Enhanced

Challenge Plan targets)

• Opportunities to develop

new competencies/KSA

• Thorough grounding in all

functional areas

• Acquired required KSA

and competencies

For high potentials:

• Cross-functional OJT (focus: cross-

departmental strategic initiatives)

• Accelerated job rotation

• Challenge Plans – stretch

• Frequent inter-departmental resource

negotiations

HEAD

FUNCTIONAL AREAS

Condition:

• Prior exposures via cross-functional

involvement

• Knowledge of the new areas obtained

via prior special projects

• Interests and motivation

Preparation:

• Rapid OJT, including SWOT (guided

by incumbent)

• Personal weaknesses

countermeasures via technical Off-JT

Career path option (Dept Head) for special key staffs

Position with similar competencies Ready for new responsibilities Ready for new responsibilities

Prerequisites:

• Proven KSAs

• Attained the required competency level

Personality traits and motivation

• Willingness to take on new challenges

Concurrent OJT

Career Progression & Succession Plan

Whether succession planning focuses on positions or competencies there are 4 common steps to the process

1. IDENTIFICATION

2. ASSESSMENT

3. DEVELOPMENT

4. IMPLEMENTATION

A. Corporate Direction

Corporate direction, goals, vision

How does this impact succession strategy

B. Future Competencies/Skills Required

Assess competencies required for both individual positions and corporately (What skills are valued organizationally?)

C. Determine talent requirements and critical roles

Based on probable retirees determine if position should

be succession planned or recruited – build or buy

Will position or role exist in future

What are high risk positions?

Link to recruiting programs and criteria

Establish process for identifying potential successors

Processes and Tools for Assessing Capabilities

Performance management? (Is the present PMS good enough?)

Assess skill gaps between current capabilities and future needs. (Is the present TNA process good enough?)

How to get successors “out of the silos” of departments?

Current

individual

capabilities (KSA &

Competencies)

Skill Gap (Developmental

Needs)

Required

Future skills (KSA &

Competencies)

Identify Individuals for Development

Identify high and low performers

Identify critical employees and critical jobs

Identify ‘promotable now’ and ‘developmental’

Action plan against ‘competencies’

Identify readiness – how long before they are ready?

Departmental plans need to be reviewed with the

management team

Questions:

Who will you lose within the next few years?

What talent do we need to hire?

Who is blocking the advancement of others?

13

Linkages to Other Processes

Selection and Recruitment

Assess skills and competencies for current and future positions

Performance Management

A vigorous performance management process is a cornerstone for

succession planning

Focus on future competencies as well as individual positions

Training and Development

Future organization needs and competencies need to be considered in

addition to individual development plans

Design training programs to meet future organization needs

Training outside of “silos”?

Compensation

How do you recognize being developed based on future competencies/skill

requirements; job rotation – project assignments

Merit pay?