Article Review Pptx

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ARTICLE REVIEW

HUMAN RESOURCE PLANNING

AND DEVELOPMENT

BY

NITHIL DAS



PLANNING FOR SUCCESSHow a succession plan can help your business retain knowledge & grow leaders

Article was published by the international

training and consultancy firm Ajilon Office

( Ajilon Office, a division of leadingworkforce solutions provider Adecco),

Achieve Global on the critical issue of

succession planning.

Article link is:

• http://www.hreonline.com/pdfs/03022007Extra_AjilonSuccessionPlanning.pdf

http://www.hreonline.com/pdfs/03022007Extra_AjilonSuccessionPlanning.pdf







INTRODUCTION

• The article mentions the importance of succession

planning in today’s competitive business environment.

It further explains economic context to strengthen the

case for strong succession planning in organizations.

• In this special report, Ajilon Office looks at three

approaches to succession planning and provides

practical advice on how to develop a successful plan

within your organization.



• Why has succession planning risen to the forefront at

this time? The reason is two-fold: Baby Boomers are

reaching retirement age, leaving positions to be filled

and, at the same time, young talent must be kept at

firms for longer periods if they are to grow into the

leaders of tomorrow.



RATIO OF RETIRED TO NON-RETIRED

MANAGERS - 2008

42

58

RETIRED NON-RETIRED

Source: U.S. Bureau of Labour



STRATEGIC APPROACHES

TO SUCCESSION PLANNING

• There are three main models that companies use when

succession planning: -

Contingency model

Long term planning model

Mixed model



CONTINGENCY MODEL

•Most common model of succession planning.

• Emergency replacement planning is focused on an

immediate need caused by a circumstance within the

organization — retirement, growth or contraction of

business.• Generally, firms try to fill the role within the company,

but often must go outside the organization if no one

has been trained for the job.

•

It is simple, low cost and uses current employeesmostly.

• But Can lead to ―cloning‖ — replacing an employee

with a carbon copy of the old employee regardless of

whether or not those skills are the perfect fit



Example

• Dole, the world’s largest producer and marketer of

fresh fruit and vegetables• Work to centralize their succession planning process

across the company

• Dole often had to go outside the company to look for

talent as it had no way of filling positions acrosscompany branches.

• An organization-wide effort was created to develop

talent internally and minimize emergency efforts by

looking at the future of the organization, the internaltalent and the growth path that would be necessary to

develop in-house managers.



LONG TERM PLANNING MODEL

• Long-term planning focuses on the future needs of the

organization. Working within the strategic framework

for the company’s future goals, senior management

identifies the positions necessary for growth and the

best candidates to fill those roles.

• Some companies invite all employees to take part in an

assessment process, while others have managersidentify leadership candidates.

• Defines and builds future skills needed for the success

of the organization and Empowers employees by

involvement in their career growth.• Costly and time consuming to develop and maintain

also Existing employee-base may not have (or develop)

required skills for critical posts and outside hiring can

lead to resentment.



Example

• Healthcare manufacturer Johnson & Johnson has a

renowned leadership development program where ahandful of top graduates each year join an accelerated,

two-year program of work and classroom study, rotating

throughout different functional areas of the

organization’s companies and divisions.

• Through this intensive program the understudies gain

technical and leadership skills that will be required in

their future years with the company.

• Provides them with incentive to commit to the

organization long-term and become a valuable

contributor to the firm’s growth and success.



MIXED MODEL

• A complete succession plan combines emergency andlong-term planning

• This model allows senior management to plan for the

long-range growth of both the company and

individuals within the organization and prepare for lastminute replacements to ensure that service is not

interrupted by knowledge loss or lack of staff.

• The complexity of the model can be difficult to

develop, maintain and communicate to employees,and, without proper explanation of the system



• The article further sates the three critical factors that

should be considered by human resource professionals

during the process of succession planning and they are:

-

Strategic planning

Knowledge and criticality of the role

Talent Management as a holistic process



• Strategic planning -This involves a review of the

organizational strategy and building systems based on the

internal and external factors

• Knowledge and criticality of the role – Here the HR

professional will have to identify the critical roles for

effective retention of talent and knowledge

• Talent Management- Finally succession planning has to

be viewed as a sum of multiple inputs and hence on should

have a talent management philosophy where recruitment,

career development, learning, retention are viewed as

various dimensions of the entire process. The organizationthus should have an integrated approach to manage and

develop employees and plan for their career advancement.



CONCLUSION

• Most companies have realized the importance of thesuccession planning process. But it is a complex process

at the end.

• The companies that embrace succession planning as part

of their human capital strategy now will have anadvantage as the current generation of leaders retires.

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