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Integrated Approach
Recruitment & Selection
BUSINESS STRATEGY
Career Management
BUSINESS RESULTS
Rewards Management
Talent Management
Succession Planning
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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
swati Smita
Talent Management
Recruitment & Selection
BUSINESS STRATEGY
Career Management
BUSINESS RESULTS
Rewards Management
Talent Management
Succession Planning
Early Models of CD
Walker, 1973
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Serve as the framework for the discussion and for providing the 10 July 11, 2007 swati balanced view pointSmita
Talent Management
Recruitment & Selection
BUSINESS STRATEGY
Career Management
BUSINESS RESULTS
Rewards Management
Talent Management
Succession Planning
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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Education and Training Measurability Self Development Competency driven Strategically Targeted Rotational Assignments Future Competencies Needed Aligned with Strategic Plan
Results 1. Talent Driven culture 2. Accelerated Development 3. Vision for future advancement
Accountability
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Challenges in SP
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Benefits of SP
Tells about
the extent to which leadership job openings can be filled from the internal pool
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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 linchpin positions those considered most critical to the organizations need.
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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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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
Job Experiences
Continuou s Learning
Processes and Tools Leadership standards/values and behaviors Functional Competency Models Executive Interview guides Managers Toolkit for Assessing and Developing Potential
Processes and Tools Organization and talent Review Process (OTR) Talent Management System (TMS) Talking Talent Career Maps Performance Management System
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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