Career Pathing and Succession Planning

Career Pathing and Succession Planning Generally employees want a career. They work towards a career advancement. Organizations use career pathing and succession planning as a motivation and retention strategy to keep their pool of talents. What is career pathing? Career Pathing is the process used by the organization to plan and chart a course of actions for the employees career path and development. It involves identifying knowledge, skills, personal characteristics, and experience required for employees to progress in their career laterally, or through access to promotions and / or departmental transfers. Career pathing should be a two-way process. The employees seek assistance from the organization to develop their potentials in their effort to improve performance and contribute to the company bottom line. As the organization grows in size, the employees expect their organization to carve a career path for them. They expect the organization to support them by planning a series of developmental programs for the employees for higher roles through a proactive succession plan system.. What is succession planning? Succession planning is a process whereby an organization develops superior incumbent employees to fill up key roles or higher positions of responsibilities left vacant due to turnover or retirement. It prepares experienced and capable performers with leadership qualities for promotions to more challenging roles. Succession planning entails the following processes - Identify a pool of talents with the potential to assume greater responsibility. - Provide critical development experiences for talents for upward mobility - Develop their potentials for leadership roles - Build a data base in the MIS that can be used to make better decisions. Without a successful planning system, an organization can be destabilized and thrown into chaos due to loss of key players. Key employee retention is critical to the long term health and success of an organization. The goal of succession planning is to retain the best employees, ensures customer satisfaction, product sales, and a pool of satisfied and motivated staff. An effective succession planning leaves your organization well prepared for expansion, fill a vacancy of a key player and retain a pool of talents motivated to contribute meaningfully towards the bottom line of the organization. Succession planning is no simple task. Mapping out the future involves more than an organizational chart displaying the corporate hierarchy. It's essential to know which employees have the particular traits, behavioral characteristics and competencies required to assume higher position on the corporate ladder.

KYKO provides an answer to develop a data base for the employees in an organization. It incurs the following processes. Profiling employees and develop the Job Personality Profile Matrix in the form of KYKO personality formula as shown below:

Table 1

KYKO Job Position

Accounting and Finance

Marketing and Sales

Production and Ope

Positions/Function s
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 President / CEO Executive Vice President / COO Senior Vice President Vice President Assistant Vice President Senior General Manager General Manager Assistant General Manager Senior Manager Manager Assistant Manager Senior Executive Executive Junior Executive Officer Junior Officer

HSA+HM+DE+DSE+DSO HSA+HSE+HM+DE+DSO HSA+HSE+HM+HSE+DSO HSA+HSE+HM+HSE+DSO HSA+HM+HSE+DE+HSO

HM+HSA+DE+DSE+DSO HM+HSA+HSO+DE+DSE HSA+HSO+HM+HSE+DSE HSA+HSO+HM+HSE+DSE HM+HSA+HSO+DE+HSE

DE+HSA+HM+DSE

DE+HSA+HM +HSE

DE+HSA+HM +HSO

HSA+DE+HM+HSE

HSA+HM +HSE+HSO +HE HSA+HM +HSE+DE+HSO HSA+HSE+HM +HE+HSO HSA+HSE+HM +HE+HSO HSA+HSE+FM +FE+FSO

TOP MANAGEMENT
HM+HSA+HSO+HSE +HE HM+HSA+HSO+DE+HSE HSA+HSO+HM +HE+HSE HSA+HSO+HM +HE+HSE

HM+DE+HSO+HSA

HM+HSA+DE+HSE

HM+HSA+HE+HSO

HSA+HSO+HM +HE

HSA+HSO+HM +HE

HSA+HSO+FM +FE+HSO HSA+HSO+FM +HE MIDDLE MANAGEMENT HSA+HSE+FM+FE+FSO HSA+HSO+FM+FE+FSE MANAGEMENT HSA+HSO+FM+FE HSA+HSO+EM +FE+HSE HSA+HSO+EM +EE+HSE HSA+HSO+EM +EE+FSE

HSA+HSE+EM +FE+FSO HSA+HSE+EM +EE+FSO HSA+HSE+EM +EE+FSO

HSA+HSO+EM +FE

HSA+HSO+EM +EE

OPERATING HSE+HSA+EM +EE +ESO HSO+HSA+EM +EE +ESE MANAGEMENT

FSA+HSE+BM+EE+ESO HSO+FSA+BM+EE+ESE

HSA+HSO+EM +EE

HSO+HSA+EM + +ESE HSO+FSA+BM+EE

CORE

17

Clerks/Operating core

FSA+FSE+LE+LM+ESO

FSA+FSO+LE+LM+ESE

FSA+FSO+LE+LM

Time Exposures / Exeperience Career Pathing

Identify the anchor formula for each position in the organizational hierarchy based on the following: 1. 2. 3. Duties and Responsibilities Key Qualities Skills required for successful completion the tasks

Covert the above into KYKO formula Identify the frequency of each formula Determine the anchor formula Notice the formula in red are the anchor formula for each position For examples, in an accounting and finance department a clerk must be fairly self-actualized (FSA) and Fairly High Security (FSE). FSA denotes that the employee is fairly hardworking, quite committed and responsible, fairly good initiatives, fairly good integrity, etc. FSE denotes that the employee is quite meticulous, systematic, detail-oriented and reasonably organized. Thus the minimum standard of a clerk is FSA +FSE. If a clerk scores higher than FSA and FSE, the employee should be earmarked for development. Likewise, a manager must highly self actualized (HSA), High Security (HSE), Fairly Manipulative (FM), Fairly Egocentric (FE) and Fairly Sociocentric (FSO). HSA denotes that the employee in the accounting and finance department has high integrity, honest, hardworking, responsible and committed, HSE depicts that the employee is system compliance, meticulous and precise; FM depicts that the employee has a fairly good satellite vision, perceptive and influential; FE denotes that the employee is decisive, confident and the take charge type, FSO depicts that the employee is reasonably sociable and is quite good in connecting with people. Note that the five formula is arranged in a sequence accordingly to the intensity of each dimension. In other words, the strongest dimension appears first follow by the second strongest and so on. The most important dimension for each function is as follow: Accounting and Finance - HSA (High integrity, responsible, trustworthy employees should be entrusted in preparing budgets, costs, revenues, and expenses) Marketing and Sale HM (Able to size up and use a variety of techniques to persuade and convince prospects in closing sales, good at negotiating, and handle complaints and grievances etc.) Productions and Operations DE (Able to push and pull others to produce the desired results in the form of goods

and services) Logistics / Warehousing HSA+HSE (Ensure goods are properly stored and deliver to the customers on time) Administration HSE (Able to organize people and resources efficiently towards organizational efficiency to achieve goals and objectives.) Customer Care Services HM+HSO (Good at interpersonal savvy, able to establish and retain a pool of loyal customers) Research and Development HM+HSA+DSE (Creativity and innovation is needed for the research team to develop new products) Table 2 3. Identify the Job Personality Profile Matrix by traits and characteristics
No

Banking Industry
Positions

KYKO Dimensions

FINANCE DEPARTMENT Traits and Characteristics

VP

HSA+HM+DE+HSE+DSO

Professionalism, influential, strategic, result-o trustworthy, able to push and pull people, me resourcefulness, shape or ship out emplo

AVP

HSA+HM+DE+HSE+DSO

Result-oriented, honest, flexible, meticulous, s system oriented, analytical

Manager

HSA+EM+HE+HSE+HSO

Chase after results, trustworthy, quite strategic, details, systematic, methodical, organi

Assistant Manager

HSA+EM+HE+HSE+HSO

Chase after results, trustworthy, reasonably s systematic, methodical, organize

Executive

HSA+EM+EE+HSE+ESO

Good at facts and figures, honest, attention to systematic, dependent, priority, schedu

Clerks/Secretary/Workers

HSA+LM+LE+HSE+ESO

Hardworking, honest, attention to details, loya instructions, rule oriented

Manufacturing Industry

FINANCE DEPARTMENT

No

KYKO Dimensions

Traits and Characteristics

VP

HSA+HM+DE+HSE+DSO

Helicopter vision, decisive, influential, attention strategic, systematic, analytical

AVP

HSA+HM+DE+HSE+DSO

Direct, Decisive, Helicopter vision, flexible, me strategic, system oriented, analytical

Manager

HSA+EM+HE+HSE+HSO

Direct, decisive, attention to details, systematic, organize

Assistant Manager

HSA+EM+HE+HSE+HSO

Decisive, attention to details, systematic, me organize

Executive

HSA+EM+EE+HSE+ESO

Good at facts and figures, attention to details, s dependent, priority, schedule

Clerks/Secretary/Workers

HSA+LM+LE+HSE+ESO

Hardworking, attention to details, loyal, follow-in rule oriented

No

Trading Industry
Positions

KYKO Dimensions

FINANCE DEPARTMENT Traits and Characteristics

VP

HSA+HM+DE+HSE+DSO

Helicopter vision, high integrity, influential, atte details, strategic, systematic, analytica

AVP

HSA+HM+DE+HSE+DSO

Helicopter vision, high integrity, flexible, meti strategic, system oriented, analytical

Manager

HSA+EM+HE+HSE+HSO

High integrity, attention to details, systematic, m organize

Assistant Manager

HSA+EM+HE+HSE+HSO

High integrity, attention to details, systematic, m organize

Executive

HSA+EM+EE+HSE+ESO

Good at facts and figures, trustworthy, attention systematic, dependent, priority, schedu

Clerks/Secretary/Workers

HSA+LM+LE+HSE+ESO

Hardworking, honest, attention to details, loyal follow-instructions, rule oriented

The personality formula denotes the traits and characteristics required for each position in the various department of an industry. This chart can be customized to meet the requirements of an organization 4. Identify the Job Personality Profile Matrix by competencies A sample for the Finance Department in a Banking Industry Table 3 5.

Banking Industry

FINANCE DEPARTMENT

No

Positions

KYKO Dimensions

Behavioral Competencies

VP

HSA+HSE+HM+DE+DSO

AVP

HSA+HSE+HM+FE+HSO

Manager

HSA+HSE+FM+FE+FSO

Assistant Manager

FSA+HSE+FE+EM+FSO

Executive

FSA+HSE+FSO+BM+BE

Transformational leadership, planning & budgeting, management information system and costing, management accounting, cash flow management, internal customer satisfaction, finance functions, people management Leadership, planning & budgeting, management accounting, cash flow management, finance functions people management Leadership, planning & budgeting, management accounting, finance functions, cash flow management, people management Leadership, planning & budgeting, management accounting, cash flow management, people management Goal setting, Job skills and technical knowledge, finance functions, organizing skills, paperwork, operations Job skills and technical knowledge, report writing, payment and receiving cash, customer service

Clerks/Tellers

FSA+FSE+FSO+LE+LM

Above is a sample example of career pathing and succession planning for Finance Department of a Banking Industry Career Pathing Refer to the anchor formula in red for the various positions on the table above. For example, Tellers in the finance department ideally should have three anchor formula Select the teller with the following KYKO personality formula. Ideal - HSA+HSE+HSO Selection criteria: Qualified HSA+HSE+FSO, HSA +HSE+ESO, HSA +FSE+HSO, HAS+FSE+ESO Minimum FSA+HSE+HSO, FSA+HSE+FSO, FSA+HSE+ESO, FSA+FSE+HSO, FSA+FSE+ESO

FSA+FSE+FSO,

Rationale: HSA High integrity, fast pace, responsible, accountable HSE Precise, careful, meticulous, systematic HSO Friendly, courteous, helpful, warm Developmental needs Incumbents who fall short of the ideal personality formula should be sent for the following training programs Know yourself- Johari Windows, employee excellence, attitude programs to improve the SA qualities Personal organization, planning and organizing skills to improve the SE qualities Interpersonal relationship, quality customer service, customer care to improve the SO qualities Competency Refer to table 1 Behavioral competencies for relevant knowledge and skills required Succession planning Performance Criteria Years of Experience Refer to table 1 and 2 for developmental needs