personnel planning succession planning
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Succession Planning
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The Process of HR Planning
Human resources planningis a process that
identifies current and future human resources
needs for an organization to achieve it goals.
Human resources planning should serve as a
link between human resources
management and the overall strategic plan
of an organization.
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What is Succession Planning?
The process of identifying high-
potential employees, evaluating and
honing their skills and abilities, andpreparing them for advancement into
positions which are key to the success of
business operations and objectives. Determining workforce trends and
predictions.
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Assessment of
Key Positions
Identification of
Key Talent
Assessment of
Key Talent
Generation of
Development Plans
Development
Monitoring & Review
KeyElements
Succession Planning: Key Elements
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Benefits of Succession Planning
Aligning strategic goals and human resources
to enable the right people in the right place at the
right time to achieve desired business results
The development of qualified pools of
candidatesready to fill critical or key positions
Providing stability in leadership and other
critical positions to sustain a high-performingoperation
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Benefits of Succession Planning
Identifying workforce renewal needs as ameans of targeting necessary employee
training and development
Helping individuals realize their career plansand aspirations within the organization
Improving employees ability to respond to
changing environmental demands, and
The opportunity for timely corporate
knowledge transfer
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We put good people inbig jobs before they are
ready.
Pepsi Co.
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Why is it Important to Have a
Succession Plan?
To avoid extended and costly vacanciesin
key positions and assure the stability of business
operations.
To provide meaningful developmental
opportunities for both the organization and its
employees as it targets key leadership positions
at varying levels. To help develop a diverse workforce by
enabling decision makers to look at the future
make-up of the organization as a whole.
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1. Assessment of Key Positions: What are the competencies and experiences needed
to qualify for each key position?
2. Identification of Key Talent:
Typically people at the top two levels of the organizationand high potential employees one level below.
Identified by their managements assessment of their
performance and potential for advancement.
3. Assessment of Key Talent:
For each person on the radar screen, primary development
needs are identified focusing on what they need in order
to be ready for the next level.
Succession Planning: Key Elements
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4. Generation of Development Plans: A development plan is prepared for how we will help the
person develop over the next year.
5. Development Monitoring & Review
An annual or semi-annual succession planning review is
held to review progress of key talent and to refresh or
revise their development plan.
Succession Planning: Key Elements
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Its vital to Communicate it!!
Once a workable succession plan is
developed, it is critical to keep it
current and to communicate it to
all employees.
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Communicating the Plan to Employees
Determine the method of communication; all staffmeetings, employee newsletter, public affairs
announcement, etc.
Take this opportunity to inform employees about thebenefits of developing a succession plan and how it
affects them.
Employees recognize that the organizationsmanagement looks toward the future with optimism
and invests in employee development and growth.
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Steps Involved in Succession Planning
Step 1: Identify critical positions
Critical positions are the focus of succession planning
efforts. Without these roles, the department or agencywould be unable to effectively meet its business
objectives.
Workforce projection data or demographic analysis is
essential in identifying risk areas.
A risk assessment may also be conducted and
compared to current and future vacancies to identify
critical positions within your organization.
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Steps Involved in Succession Planning
Step 2: Identify competencies
1. essential for guiding learning and development plans,
setting clear performance expectations, and forassessing performance.
2. current and future employees gain an understanding of
the key responsibilities of the position including the
qualifications and behavioural and technical
competencies required to perform them successfully.
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Steps Involved in Succession Planning
Step 3: Identify succession management strategies
1. Now that critical positions have been identified and
have been profiled for competencies, the next step is to
choose from a menu of several human resource
strategies, including developing internal talent
pools, onboarding and recruitment to address
succession planning.
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Steps Involved in Succession Planning
Step 4: Document and implement succession plans
Once strategies have been identified, the next step is to
document the strategies in an action plan. The
Succession Planning: Action Plan provides a mechanism
for clearly defining timelines and roles and
responsibilities.
Step 5: Evaluate Effectiveness
To ensure that the department or agencys successionplanning efforts are successful, it is important to
systematically monitor workforce data, evaluate activities
and make necessary adjustments.
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Sample 9-Box Grid
Potential Satisfactorily Placed High Professional High Potential
Remain at current level oforganization, in current or
similar role; has likely
achieved highest career level.
Able to do the work ofbigger jobs at the same
management level in the
next 1 to 2 years.
Able to do the work at thenext management level in
3 to 5 years or sooner.
hBox 4 Box 2 Box 1
Outstanding/
Excellent
Highly valued, seasoned
professional in current role;
remain at current level.
Does extremely well at current
job with potential to do more,
give stretch assignments to
help prepare leader for next
management level.
Consistently performs well
in a variety of assignments,
prime targets for recruitment
by other companies.
hBox 7 Box 5 Box 3
Effective Probably solid performers in
current roles. Could progress
higher in specialty and
become a box 4.
These individuals should be
considered for a bigger job at
the same level if they can
deliver better results.
Current role may still provide
opportunity for growth/
development; focus should
be on helping them improve
performance.
hBox 9 Box 8 Box 6
Needs
Improvement
Consider reassignment,
reclassification or exit.
Tight performance
management is crucial,
consider helping leader
manage time more effectively.
Maybe job mismatch, new
hire with lots of potential,
or new assignment. May
require coaching to improve
performance.
*Source: Motorola 9 Box Grid Definitions
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Succession Plan
Organization Name, Department Name
___________________
Key Position
Title
Incumbent
Name
Posi t ion
Vulnerabil i ty
Success ion Candidate
Names
Open
in
< 1 Yr
Open in
13 Yrs
Open
in
3 + Yrs
Ready
in
< 1 Yr
Ready
in
13 Yrs
Ready in
3 + Yrs
Sample Readiness Level Chart
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Keeping the Plan Current
How will the plan be kept current?
Develop a recurring timeframe, whether
semiannually or annually.
Determine effectiveness of existing plan.
Determine whether the current plan still meets the
organizational objectives.
Determine whether the candidates have changed andmake necessary adjustments in the plan.
Assess and develop new candidates as with initial plan.
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Overall Performance Summary:(Indicate recent performance including major accomplishments
or performance issues.)
Key Strengths:
(List 2 - 3. Indicate key technical or professional competencies,
skills, or knowledge the person has.)
Development Needs:
(List 2 or 3. Indicate key experiences, skills, or knowledge the
person lacks in order to move to the next level.)
Development Actions:1. On The Job:(What new responsibilities do you plan to assign
to help this person develop this year?)
EXECUTIVE DEVELOPMENT PLAN
NAME: ________________ TITLE: ________________
2. Special Assignment: (What task force, projects, or special
assignments will be given this year to aid development?)
3. Training: (What specific training or seminars are
recommended this year for his/her development?)
Potential For Promotion:
(Indicate this persons readiness to be promoted to the nextorganizational level.)
Ready now for the next level.
Ready in the next 24 months.
Ready in 2 to 3 years.
Recommended Next Position:(List the next assignment that
would most benefit the individual in his/her development.)
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Highest Return
Full Job Change Focused On Development Needs
Job Restructuring Based On Development Needs
Mini P&L Assignments
Cross Divisional Project Leadership Or Assignment
Focused Coaching & Counseling
C. M. Denny Leadership Scholarship
Industry Representation
Customer Visits Accompanying Senior Executives
Formalized Education Programs
Full 360 Degree Feedback and Evaluation
Motivated Self Development
Seminars and Conferences
Lowest Return
Development Toolbox
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DEVELOPMENT TOOLBOX
On The Job:
Job Enrichment Special Projects
Committee Assignments
Task Force Participation
Lead Person Responsibilities Giving Presentations
Preparing Proposals
Installing A New System
Leading A New Program Temporary Job Assignments
Full Job Change
Learning From Others
Working With a Mentor Teaming with an Expert
360 Feedback
Focused Interviews
Training & Education Seminars & Conferences
Continuing Education
E Learning
Cross Training
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Semi-Annual Succession Planning Review
Review of succession candidates and
development plans in each organizational unit
Report development progress and make necessary
adjustments to the plan
Orchestrate moves for the next six months
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