Talent

Management

Career Development &

Succession Planning (CDSP)

Integrated Approach

Career
Management

Rewards
Management

Performance
Management

Talent
Management

Succession
Planning

Training
&
Development

BUSINESS
RESULTS

BUSINESS
STRATEGY

Recruitment &
Selection

Senior
Management
Development

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Aim

Foster a process of building leadership capability

across the lines of business / support functions
The emphasis is on developing a broad spectrum of
talent within the management ranks so that the
availability of internal talent will not be a constraint to
the organization's strategic direction
Identify the key leadership success factors

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Outcomes
Retention and development of high potential
employees
Builds internal staff capabilities (bench strength) for
the emerging organizational demands
Maps various succession options
Facilitates developmental moves across the
organization
Establishes a professionally managed organization
with the systems in place to ensure that it will have
effective leaders going forward

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Contemporary Issues: Changing

Nature of Work & Organization
Demographics (net-generation,
diversity)
Globalization
Technology
Redefined concept of Loyalty
Challenges in differentiating high
performers from poor performers
Wanted Rapid career progression
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Talent Management

Career
Management

Rewards
Management

Performance
Management

Talent
Management

Succession
Planning

Training
&
Development

Senior
Management
Development

BUSINESS
RESULTS

BUSINESS
STRATEGY

Recruitment &
Selection

Early Models of CD
Walker, 1973

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Early Models of CD

(Cont.)

Reif & Newstro, 1974

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Career Active System Triad (CAST)

Baruch (2004)
Level

Individual

Organization

Values

Aspirations

Philosophy /
Strategy

Approaches

Attitudes

Policies

Behaviors

Actions

Practices

Serve as the framework for the discussion and for providing the
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balanced
view

Elements of Career
Management

1. Individual (Self) Assessment of

Abilities, Interests, career need and
goals
2. Organizational Assessment of
employee abilities and potential
3. Communication of information
concerning career opportunities with the
organization
4. Career Counseling to set realistic
goals and plan for their attainment
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Talent Management

Career
Management

Rewards
Management

Performance
Management

Talent
Management

Succession
Planning

Training
&
Development

Senior
Management
Development

BUSINESS
RESULTS

BUSINESS
STRATEGY

Recruitment &
Selection

Succession Planning
-Definition
Strategic, systematic and deliberate effort to develop
competencies in potential leaders through proposed
learning experiences such as targeted rotations and
educational training in order to fill high-level positions
without favoritism (Mathew Tropiano, 2004)
Deliberate and systematic effort by an organization to
ensure leadership continuity in key positions and
encourage individual advancement (St-Onge, Mercer)
A structured process involving the identification and
preparation of potential successors to assume a new
roles
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WHAT IS SP?
Constant change planning
An organizational journey, not a project
Ensuring continuity of leadership
Identifying gaps in existing talent pool
Identifying and nurturing future leaders

Why SP?
Organization supersede Individuals
visionaries are those who groom their young ones to
take the lead position and to take the cause of
organization forward

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Educatio
n and
Training
Measurabilit
y

Results
1. Talent Driven
culture
2. Accelerated
Development
3. Vision for future
advancement

Self
Development
Competency driven
Strategically Targeted
Rotational
Assignments

Accountability

Future Competencies Needed

Aligned with Strategic Plan
CEO/ Leadership Commitment &
Involvement
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Succession Planning Model

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Ref: Troopiano, 2004

Challenges in SP

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Benefits of SP

Source: Aberdeen Group, September 2006

Tells about
the extent to which leadership job openings can be filled
from the internal pool
the av. no. of qualified candidates for each leadership
position
the number of positions with two or more ready now
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candidates

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Garman & Gllawe, 2004

Top level succession planning

different

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Garman & Gllawe, 2004

Remember
Succession plan may be expected practice its
absence is more a curse than its presence a
blessing
Succession program should limit their focus to
linch-pin positions those considered most
critical to the organizations need.

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BEST PRACTICES in CDSP:

CASE STUDIES

Case 1: Petrofac
Learning and Development Team in Aberdeen
Investor in People (IiP) company
Competent Person Profile
(CPP)
This framework of competence
allows all staff with potential to
be measured against the
higher level positions in the
organization
a development plan designed
and implemented and thus
contribute to the Succession
Plan for the company as a
whole.
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June 1, 2007 http://www.petrofac.com/careers/training/

Case 2: Novartis-China
Four core Principles towards identifying and developing
talents
1. Grow leaders from within Novartis
2. Fill 70% of the position with internal associates
3. Each associate has a developmental plan
4. Each associate has minimum two career and
development discussions per year

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Leadershi
p
Talent

Processes and Tools

Leadership
standards/values and
behaviors
Functional
Competency Models
Executive Interview
guides
Managers Toolkit for
Assessing and
Developing Potential

Job
Experiences

Processes and
Tools
Organization and
talent Review
Process (OTR)
Talent
Management
System (TMS)
Talking Talent
Career Maps
Performance
Management
System

Continuou
s
Learning

A Pipeline of
Leaders to
Grow the
Business

Processes and
Tools
Learning
Programs
Accelerated
Developmental
Programs
Mentoring
360o Feedback
Development
Planner

LD at Novartis (Cont.)
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LD at Novartis-China (Cont.)
Engaging Internal Talent
1. Provide Training
2. Deploy talent in new, exciting and stretch
assignments and provide clearly defined career
paths
3. Connecting employees so that they can learn
from their experienced peers and other
professionals

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Case 3: Research on Best

Practices
Best Practice Partners 5 companies
Dell Computers
Dow Chemical Company
Eli Lilly and Company
Pan Canadian Petroleum
Sonoco Global Products
Ref:
Fulmer (2002) Choose Tomorrows Leaders Today:
Succession planning grooms firms for success

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Best Practices: What they did

right
Effective succession management is a journey not a
destination
Deployed a Succession Management Process
succession management is continuous annual process
Business units responsible for deliverables
HR typically responsible for the tools and processes
Technology to facilitate the process (short, simple and flexible)
Identified the Talent Pool
cyclic continuous identification process
used core set of leadership and succession management
competencies
Talent assessment semi transparent process
Engaged the Talent Pool
IDPs for each employee
developmental Activities special assignments, action learning, webbased development activities
Monitoring & Assessing27
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method of assessment to monitor the succession planning process

Recommendations from their

exp.
Keep the process simple
Engage technology to support the process
Align succession management within overall business
strategy
Secure senior level support for the process
The last two suggest that there is virtuous cycle when
the succession system supports corporate strategy in
a tangible way

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