SUCCESSION PLANNING

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SUCCESSION PLANNING

Succession planning is the process of

Identifying & developing suitable team
members who are able to replace key
positions as and when required.

Individual Plan: A succession plan for a position viewed as unique and/or

specialized, for which there is only one incumbent.

Pooled Plan: A succession plan for multiple incumbents in similar

positions, for which incumbents and candidates are grouped together.
 PURPOSE & BENEFITS

To have timely availability of experienced and diverse employees

prepared to fill leadership positions as they become available. The program
will:

 Help the organisation develop and nurture its human capital.

 It will assure a continuing sequence of qualified people to move up and

take over the current generation of managers & leaders that retire or move
on rather than recruiting from outside.

 Thereby fill key positions with people able to carry on & excel.
 Focus on leadership continuity and improved knowledge shared.

 Increase professional commitment and retention of management

positions

 Shift from job progression to job expansion.

Succession & Development Planning

Process
SUCCESSION & DEVELOPMENT PLANNING PROCESS

Identification of key Positions

Evaluation of Potential

Replacement Inventory

Competency Mapping

Individual Development Plan

Key Position:

A key position is one that exerts critical influence on the organization's

activities-strategically, operationally or both.

Key Position Criteria

• Critical Task
• Specialized Competency
• Organizational Structure
• Work Load
Identification of Key Positions

Organization chart w.e.f Deptt:

PHOTO
G17 NAME

PHOTO Name Name PHOTO

G16

Name
G14 PHOTO

PHOTO PHOTO Name Name PHOTO

G13/14 Name

G-11/12 PHOTO PHOTO PHOTO PHOTO

Name Name Name Name

G-10/9

Name Name Name Name Name Name

PHOTO PHOTO PHOTO PHOTO PHOTO PHOTO

Key Positions
Evaluation of Potential

Prepare High Potential Selection

Grid

High
3 1 Potentia
l

Promotion Promotion
due as
Potential 4 2 per
Career

Well
Placed

M E FE
E E E
Last Evaluation Score
 Replacement Inventory

Prepare Replacement Inventory

Deptt
:
Key Key Key Key Readiness
Position-1 Position-2 Position-3 Position-4 Scale
<Name> <Name> <Name> <Name>
Successor –1 Successor –1 Ready Now
<Name> <Name>
Successor –2 Successor –2 Successor –1 Ready
<Name> <Name> <Name> within one
Successor –1 year
Ready
Successor –3
<Name> <Name> within 2-3
years

Priority Position
 Competency Mapping

No Competency Model Fit

Competency
1 Action Oriented 7.5% 3.0%
Mapping
8 2 Influence Ability 5.0% 2.0%
7
6 3 Composure 2.0% 1.0%
5
4 4 Conflict 5.5% 5.0%
3 Management
2
1 5 InterpersonalSa 3.0% 5.0%
0
vvy
1 2 3 4 5 6 7 8 9 1 1 1 1 1 1 1 1 1 1 2 2 6 Listening 6.5% 6.0%
0 1 2 3 4 5 6 7 8 9 0 1
7 Negotiating 1.0% 2.0%
8 Organizational 3.0% 4.0%
Training Need Agility
Mr.
X(Successo 9 Perseverance 7.0% 5.0%
r) Priority Gaps 10 Presentation 8.0% 0.0%
Position
Requireme … Others 3.0% 2.0%
nt TM s Strengths TOTAL 100.0 61.0
% %
Individual Development Plan

Individual Development Plan (IDP)

N Position Date

Departmen Manage

Goals Competencie Actions Resource Time

to beachieved tobe learned to be taken that areneeded Start Complete
or acquired (money, time, etc.)
Short-rang
Critical within
present position
(1 year)

Actions will be in the

form of
•Classroom Trg.
Mi -rang
Important for
•Management
growth within
present or Development Prg.
future position

•Job Rotation
(2 years)

•Shadow Projects.

Long-rang
Helpful for
achieving career
goals
(3 years)
 Update Replacement Inventory

Resignations Promotions,
Changed & Transfers
Interests,
Strengths or Reorganizations
Development
Needs
 Succession Plan Metrics

Metric –1 Percent of positions with ready replacements

Example : Key Positions Identified : 25 , Ready Replacements : 10

% of positions with Ready Replacements : 40% Good (Year wise

Trend)

Metric-2 Priority positions with limited or no successors Good (Year

wise Trend)

Metric –3 Percent of positions covered by succession plan process

Example : Total Positions : 50 , Key Positions covered by Succession Plan : 25

% of positions covered by Succession Plan : 50% Good (Year wise)

Metric –4 Number of positions filled internally vs. externally

Good (Year
wise)
DEVELOPING STRATEGIC DEVELOPMENT PROGRAM (SUCCESSION
PLAN):

 Succession plan is proactive, long term, management level strategy for

Recruiting, selecting and developing a core group of employees into
management positions.

 The employees will obtain training & development in the competencies

and characteristics needed to function in leadership through participation
in a multi- phased program.

 The program will accelerate the delicate and complex transition of

qualified employees from individual contributors to managers and
leaders.
IMPLEMENTATION OF SUCCESSION PLAN:

 Implementation of such plan requires current management to provide

dedicated instructions and guidance skills, knowledge and abilities
required for potential employees.

 Participant employees are expected to have the potential to increase

their understanding & capacity to manage and lead within the
organisation.

 Potential employees must commit to continuous learning & demonstrate

the ability to work with others, facilitate effectively with limited authority,
build consensus and gain results.
Such Program will:

– Identify critical management positions

– Identify employees to be selected to participate

– Enrol & prepare sufficient number of employees to meet the future

leadership positions to be ready for advancement into each identified
position
CORE TRAINING & DEVELOPMENT:

 With the assistance of the management, core competencies and characteristics will
be developed for each leadership position.

 The HR Department & the respective executive team will review & confirm core
competencies and take final decision on core competencies for each position.

 Develop curriculum of training and development guided by the identified

competencies and characteristics for each position.
 Core competencies and characteristics include seven basic elements:

 Professional Integrity:

 Leadership:

 Decision Making and Problem Solving:

 Effective Communication Skills:

 Knowledge

 High Job Performance:

STEPS:

Data Analysis

Solicit Participants

Conduct Assessments

Select Candidates

Provide Feedback
GATHERING DATA & ANALYSIS:

 Goals, setting priorities.

 Identify potential employees, retirement, realignments and other conditions that create
leadership positions;

 Identify current positions that may be vacated in future

 Anticipate turnover of prospective employees as it affects the available candidates.

 Establish long term competency needs in alignment to organisational build.

 Consider size of the organization & and analyse whether regional Succession plan
can be developed & supported.

 Complete departmental “Leadership Succession Charts”

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