sucession planning_ & cp_f

8/12/2019 Sucession Planning_ & CP_F

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Succession Planning& Career Planning


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CAREER

A career can be defined as all joboccupied by a person during his workinglife. It consists of a series of properlysequenced role experiences leading toincreasing level of responsibility statuspower and reward.


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!hat Is A Career" Traditional Career

#equence of positions held within an occupation Context of $obility is within an organi%ation

Characteristic of the e$ployee Protean Career

&requently changing based on changes in theperson and changes in the work environ$ent

E$ployees take $ajor responsibility for $anagingtheir careers 'ased on self(direction with the goal of

psychological success in one)s work


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Co$parison of *raditional Career and +rotean Career,

Dimension Traditional Career Protean Career Goal Promotions

Salary increasePsychological success

Psychological contract Security for commitment Employability for flexibility

Mobility Vertical Lateral

Responsibility forManagement

Company Employee

Pattern Linear and expert Spiral and transitory

Expertise Kno ho Learn ho

!e"elopment #ea"y reliance on formaltraining

Greater reliance on relationshipsand $ob experiences


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C+ 3 E$ployee Co$$it$ent

Old Contract: Do your best and be loyal to us,

and well take care of your career.

!ew Contract: Do your best for us and be loyal to

us for as long as youre "ere, andwell #ro$ide you wit" t"e

de$elo#%ental o##ortunities youllneed to %o$e on and "a$e a

successful career.

Co%#aring esterdays and Todays'%#loyee('%#loyer Contract


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*he 'asics 4f Career5anage$ent

Career)anage%ent

CareerPlanning

CareerDe$elo#%ent

'%#loyeesCareers


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A 5odel of Career 6evelop$ent Career develop$ent is the process by which

e$ployees progress through a series ofstages

Each stage is characteri%ed by a different setof develop$ental tasks activities andrelationships

*here are four career stages, Exploration Establish$ent 5aintenance

6isengage$ent


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* )odel of Career De$elo#%ent

Exploration Establishment Maintenance Disengagement !e"elopmentaltas%s

&dentify interests's%ills' fit bet eenself and or%

(d"ancement'gro th' security'de"elop life style

#old on toaccomplishments'update s%ills

Retirementplanning' changebalance bet een or% and non) or%

(cti"ities #elpingLearning*ollo ingdirections

Ma%ingindependentcontributions

+rainingSponsoringPolicy ma%ing

Phasing out of or%

Relationshipsto otheremployees

(pprentice Colleague Mentor Sponsor

+ypical age Less than ,- ,- . /0 /0 . 1- 123

4ears on $ob Less than 5 years 5 . 2- years More than 2- years More than 2-years


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Succession #lanning

5ore than si$ply training youngere$ployees succession planning is about

developing talent inside the organi%ation aswell as recruiting additional qualifiedcandidates to join the staff.


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#o$e realities 789 of respondents to a poll of :;# Co$panies said their for$s have nosuccession plans for CE4s. *heir top executives arefocused on $eeting next quarter)s targets.

In $y analysis of :


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#+(so$e concerns

@ot very co$$on @eeds delicate handling If in existence restricted to ( CE4 top level

jobs Concept of -6esignate Concept of creating an artificial layer C44

associate D+ etc.

#uccession plans are generally notco$$unicated to the even to the individualsunder develop$ent plans.


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Creating a pool of talent Create a pool to deal with future needs exa$ples,

&ast trackers #kills pools oung leaders progra$

5anage$ent trainees @eed to tie these people with right goldenhandcuffs fence the$ up.

6evelop$ental initiatives have to be supported byexternal coaches and the internal $entors

Consider the i$pact of these progra$s on thosewho are not included.


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Succession C"allenges + D - nc.

6eveloping the next generation of leaders through a syste$aticprocess

'uilding a leadership engine which identifies high potentials ?roo$s the$ for leadership positions

6eveloping 3 i$proving the di$ensions of leadership in thecurrent group of leaders

Aligning organi%ation architecture 1 structure processes 3people2 to our strategy and aspirations

And building a distinctive 6R/ culture


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Leadership Development &Deployment Framework 4pportunity 'asket Inputs /eadership 6evelop$ent/eadership 6eploy$ent

-eaders"i# #otentials"ortlist

Critical #ositionidentification &

clarification

Career Design works"o#ole ga# of currentincu%bents

'%#loyee Dossier dentification/assess%ent of #otential

successors

Succession #lanning forcritical #ositions

ndi$idual De$elo#%entPlan

De$elo#%ent/De#loy%ent/ e$iew


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Different -e$els oles and SP

*he senior $anage$ent tea$which includes ?eography=eads 'usiness heads keyfunctional heads

+eople who leadentrepreneurial initiatives whichcreate large disproportionatevalue 3 i$pact

4perational 5anagers are thebedrock who ensure excellencein operations

4perational Excellence +lanning 3 Execution +roble$ #olving

Entrepreneurship Execution 4rgani%ation 'uilding

Entrepreneurship /eadership #tewardship ?overnance 4rgani%ation capability building

Descri#tion '0#ectations

To#Tea%

-eaders"i#Cadre

O#erational)anagers


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Co%%on traits for leaders e%erges1

'!T 'P '!'2 S3 P

O 4*! 5*T O!62 -D'

#potting unique opportunities to drive growth /everaging 3 orchestrating resources across the organi%ation to

drive growth *aking calculated risks @etworking both internally and externally

5otivating inspirational people leader Converting individual abilities into organi%ation capabilities 'uilding 3 leading strong cross functional tea$s 6eveloping a strong culture of collaboration across the

organi%ation

4-O6*- ) !DS'T

6eveloping a global $indset sensitivity to local cultures ?eneralist with &ungible skills which can be used functions

businesses and geographies

Ability to visuali%e opportunities across $ultiple geographies

!!O7*T O!

4rchestrating various disciplines knowledge to innovate 6rive growth through innovation Is personally innovative 3 also nurtures innovation in the

organi%ation


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T"e leader s"ould "a$e an establis"ed track record and at"res"old le$el of certain #ersonal c"aracteristics

'stablis"ed Track ecord *echnical &unctional Expertise 6e$onstrated execution skills

+eople leadership Aligned with organi%ational values

Personal C"aracteristics E$powering leadership style *ea$ +layer Collaborative

Effective Co$$unicator 'usiness Acu$en 'uilds relationships @etworking

internally 3 externally


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-eaders"i# De$elo#%ent wa$e oneIdentification

of *op F8+ositions

+reparation of I6+

of Incu$bents of*op F8 +ositions

/eadership6evelop$ent

+rogra$

Evolution ofCo$petency&ra$ework

Co$petency Assess$ent

'ased on businessrequire$ents

Irrespective of worklevels

*raining 0ob rotation =iring talent to

strengthen junior$anage$ent

Inputs given on +erfor$ance ethic 'usiness #trategy ?eneric co$petencies

6evelop$entCenters

Internal and Externalassessors

; co$petencies identified and defined

FF senior $anage$ent tea$ $e$bersrepresenting all functions involved


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8ey takeaways & t"e way forward

Require$ent of a co$$on thread linking all the leadershipinitiatives

*op fifty position vs. top fifty people

=iring at lateral levels ?lobal bench$arking( ?lobal Cha$pions Initiative of 5c

Ginsey

Inputs fro$ 5anage$ent Council


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4rgani%ationDision

'usiness Aspiration

'usiness#trategy

!hat should the/eader excel at to

execute the strategywell and achieve

business objectives"

=ow does it translate into leadership

characteri%ation"

6ifferentiating behaviorsof leaders

!hat do organi%ationsdo to groo$ 3 nurture

such /eaders"

* baseline be"a$ior is %andatory for entry into leaders"i# ( it %ust always befollowed by a set of differentiating be"a$iors w"ic" is uni9ue to t"e organi ation.

SP ( fra%ework for leaders"i# de$elo#%ent


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4rgani%ationDision

'usiness Aspiration

'usiness#trategy

!hat should the/eader excel at toexecute the strategy

well and achievebusiness objectives"

=ow does it translate into leadership

characteri%ation"

6ifferentiating behaviorsof leaders

!hat do organi%ationsdo to groo$ 3 nurture

such /eaders"

?row rapidly as a diversified generic player3 focus on discovery 1next H(F yrs2

*urn into a $id(si%ed integratedphar$aco1F(B yrs2

*ransfor$ into discovery(led globalphar$aco1B(: yrs2

6rive growth *urn ideas into business opportunities 'uild co$petitive advantage &ind the right talent 3 energi%e the$ Create enabling organi%ation context for the

talent to flourish

Co$$unicate expectations Reinforce through role $odeling 5entorship #kill 6evelop$ent +ro$ote holistic business understanding

through $ulti( function businessexposure

E$bed critical reviews #pot potential early at all levels +rovide org context through special projects

-eaders"i# De$elo#%ent %ust

be rooted in business strategy

6rive organi%ation building Revel in entrepreneurship and

innovation /ead by exa$ple


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'ffort "ere is to%ake eac" sub(#rocess

si%#le & run by business)anagers.

3ig" -e$el Process )a#

Check

for *hresholdcriteria

Assess

for/eadership&it

6evelop3 $apto the

opportunities

dentify *ssess De$elo# & De#loy


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*ssess%ent of T"res"old Criteria

@a$e of the Assessee,

@a$e of the =46,

Criteria )easure ;ualifying Criteria

+erfor$ance Record /ast ; year)s rating 1if J;years of e$ploy$ent the$axi$u$ available ti$e

span to be used2

Average past ; yearrating of 'K or above

Integrity

es @o

A@ incidents whereintruth integrity andtransparency have notbeen exhibited willdisqualify the individual

Ability to /earn As per the attached grid

A #core of ; or H

6e$onstrated &unctionalExpertise in at least onearea

As per the attached grid A #core of ; or H

3ODseco%%endati

on to t"e Talent)anage%ent

6oard

*nnualProcess

-eaders"i# engine o#erates fro% work le$el


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De#loying Talent

Start enjoying your work & it no longerremains work!

5apping keyinterest areas

against suitableRoles

Assign$ents

Cross functional *ssign%ents4lobal Talent De#loy%ent

Organi ation wide initiati$es= Pragati, ac"ana etc.>nternal ?ob O##ortunities


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( dual-career-pathsystem enablesemployees to remain ina technical career pathor mo"e into amanagement careerpath6


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*raditional career path for scientists and$anagers,

&ndi"idual Contributor Career Path Management Career Path

Scientist

Research Scientist

Principal Research Scientist

(ssistant Manager

Manager

!epartment Manager

(ssistant !irector

!irector


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Researcher

ResearchScientist

PrincipalResearchScientist

(ssociateSection Manager

Section Manager

!epartmentManager

!irector

Pro$ect Manager

ProgramManager

Senior ProgramManager

Senior ResearchScientist

Research Leader

Senior ResearchLeader

*ello

'0a%#le of Dual(Career(Pat"Syste%


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5anaging +ro$otions and*ransfers

Decision @:

s Seniority orCo%#etencet"e uleA

Decision B:

7ertical,3ori ontal, orOt"erA

Decision


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=andling *ransfers E$ployees) reasons for desiring transfers

+roxi$ity to ho$e town 'etter job prospects +ersonal enrich$ent and growth 5ore interesting jobs

?reater convenience 1better hours location2 ?reater advance$ent possibilities

E$ployers) reasons for transferring e$ployees *o fill positions in big cities where business is growing. *o vacate a position where an e$ployee is no longer needed. *o fill a position where an e$ployee is needed. *o find a better fit for an e$ployee within the fir$. *o boost productivity by consolidating positions.


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*aking #teps to Enhance6iversity

Take T"eirCareer nterests

Seriously

'li%inatenstitutional6arriers

'li%inate t"e4lass Ceiling

%#ro$e!etworking and

)entoring

nstitute Ele0ibleSc"edules andCareer Tracks

'%#l C D $ l #% Pl


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'%#loyee Career De$elo#%ent Plan

Source: Reprinted fro$ www.=R.'/R.co$ with per$ission of the publisher Business and Legal Reports Inc. :H: 5ill Rock Road East 4ld #aybrook C* M 88H.


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Case( Individual develop$ent plan@a$e, Rao5anager, 0oshi

+roduction supervisor : H :8 to ;: ; 8::

De$elo#%ental need easons Target

%#ro$e ti%e%anage%ent

#lippage in ti$e linesCo$$it$ents not $et@ot punctual

I$prove this perfor$anceby @ov ;8 8:8

*c9uire nter$iew andselection skills

!e will be hiringconsiderable people in thesecond half of this fiscalyear

Acquire the skills by4ctober : 8:8

De$elo# ade9uate skillsin T;C

*he defect rate is 79 thisneeds to reduce to :9

Ensure defect ratesuccessively co$es downto :9 by 0an 8::

*c9uire #lanning &b d ti kill

+repare for next $oveover few years

'eco$e depart$entalresource by August ::

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