April 21, 2023

Succession Management :

The Challenges and Opportunities

Barttanu Kumar Das

Sr. VP and Head-HR

Blue Dart Express

Succession Management :

The Challenges and Opportunities

Barttanu Kumar Das

Sr. VP and Head-HR

Blue Dart Express

HUMAN CAPITAL

2 April 21, 2023

The AgendaThe Agenda

• Need for Succession Management

• The Enablers

• Framework : Succession, Assessment &

Development

• Development Initiatives & Programmes

• Critical Success factors

• Need for Succession Management

• The Enablers

• Framework : Succession, Assessment &

Development

• Development Initiatives & Programmes

• Critical Success factors

3 April 21, 2023

LEADERSHIP PIPELINE : THE CHALLENGES LEADERSHIP PIPELINE : THE CHALLENGES

Entry of Young Talents from Management Schools

Increasing demand for talent due to economic growth

– Mobility Of Talents

War For Talent Leadership

Pipeline Development- Internal

4 April 21, 2023

BEST COMPANIES DEVELOP LEADERS FROM WITHIN

(McKINSEY STUDY )

BEST COMPANIES DEVELOP LEADERS FROM WITHIN

(McKINSEY STUDY )

5 April 21, 2023

Succession Planning … The BasicsSuccession Planning … The Basics

• Talent Development Philosophy of the Organization : Long-

Term Approach as part of Talent Mgt

• Top Management Commitment : Time, Coaching, Review ,

Opportunities, Exposure

• Internal Vs External

• Leadership Assessment and Development

Framework/Architecture

• Ownership at all Leadership Levels

• Talent Development Philosophy of the Organization : Long-

Term Approach as part of Talent Mgt

• Top Management Commitment : Time, Coaching, Review ,

Opportunities, Exposure

• Internal Vs External

• Leadership Assessment and Development

Framework/Architecture

• Ownership at all Leadership Levels

6 April 21, 2023

– A deep conviction: leadership strength is

critical to the organization

– Culture of growing People from within

– Career Management/Planning Process

– Individual Career Aspirations process

– Consistency and Uniformity

– Making People Known and comfortable

Developing Successors – The Enablers…Developing Successors – The Enablers…

7 April 21, 2023

– Mechanism of catching them young and

giving responsibilities/challenges and

testing in various situations

– Continuous Feedback/ Coaching and

Mentoring

– Leaders develop leaders

– Competitive Compensation and Rewards

– Learning and Development opportunities –

Best in Class

Developing Successors – The Enablers…Developing Successors – The Enablers…

8 April 21, 2023

TIME AND ENERGY INVESTMENT BY CEO TO THE PROCESSTIME AND ENERGY INVESTMENT BY CEO TO THE PROCESS

• Larry Bossidy

– Devoted between 30-40% of his time in first two years on job to leadership issues, and a good 20% later

– “That’s a huge amount of time for a CEO to devote to any single task but I’m convinced it accounts in large part for Allied Signal’s success”

• Jack Welch

– 30-40% of his time on people issues

– Personally reviewed top 400 people; involved in selection and compensation for 125 in detail,

– 40% of his time on people issues

– 2 months each year spent on reviewing top 550 managers

– “There’s nothing I do that’s more important. I spent 80 hours preparing for the people reviews – its more important than our budgeting reviews”

• Wayne Calloway

9 April 21, 2023

Succession Planning Framework

Define scope and establish

accountabilities

Identify critical positions

Identify candidates and

competency gaps

Provide leadership Trg/Exp/

Coaching

Review process and evaluate the

effectiveness

• Gain commitment from senior management for the process

• Define scope of succession planning (in terms of levels for which applicable)

• Establish accountabilities

• List high performing high potential candidates

• 3/3 Matrix

• Assess candidates against competencies for target jobs and identify competency gaps

• Develop training and development programs for individuals which include

–Job rotation–Job

enrichment–Special

Projects–Shadow

Running–Development

programs

• Establish a review schedule for the succession plan

• Develop metrics for evaluating effectiveness of the process

• Identify key jobs: Business Critical Positions

• The above to be aligned with retirement, business growth, Career Plans, attrition, scarce skill sets and future risks of loosing etc

Initiate Identify Develop Evaluate

10 April 21, 2023

Leadership Assessment and Development Framework Leadership Assessment and Development Framework

- Leadership Competency Model/Framework

-Assessment / Evaluation-Robust Performance Mgt System

- Assessment and Development Center

-Leadership Profiling

- 360-degree Feedback

- Review and Feedback System

- Leadership Programmes- Planned input at all important career change

- Coaching & Mentoring

- Projects

11 April 21, 2023

A Development Framework….A Development Framework….

Assessment and development center/ 360-Degree Feedback

Leadership Profiling through Leadership Assessment Tools

Leadership competency framework a

Conduct of assessment and development centre/ 360-

degree

Administration of The Tool

Assessment of Leadership Potential and Identification of gaps and development needs

Preparation of individual Reports and recommended

interventions/Positions

Follow-up on development initiative

12 April 21, 2023

Some Development InitiativesSome Development Initiatives

Talent Development

Initiatives

On-the-job

training

Regular review of high

potential Talent Stretch

Assignments

In-house Development

Programs

Coaching

External Certifications

Rotational assignments

On-line learning

programs

Job Shadowing

Exposure to senior

managers

External Training

programs

Mentoring

13 April 21, 2023

Planned Leadership Programmes Planned Leadership Programmes

LDP-4LDP-3LDP-2LDP-1

Local Local G-Local GlobalGlobalG-LocalG-Local

Preparation for

company key positions

Preparation for

company key positions

Preparation for general

management positions

Preparation for general

management positions

First level

management positions

First level

management positions

Preparationfor senior

leadership positions

Strategy for Growth & Transformation

Business Leadership

Leadership QualitiesManagement of

others

Management ofothers

First Time LeadersFirst Time Leaders Leaders of LeadersLeaders of Leaders Business LeadersBusiness Leaders Profit Centre/Functional HeadsProfit Centre/Functional Heads

14 April 21, 2023

LEADERS DEVELOP FUTURE LEADERS LEADERS DEVELOP FUTURE LEADERS

It is not enough to have leaders. Leaders need to develop leaders

under them. Winning organizations have leaders at every level

Top Management spends quality time with Top performers – To be

led by CEO of the Orgn

Needs to be part of KRA/Individual Goals

Developing others – a part of Orgn Culture

Continuous feedback to all leaders in terms of their ‘Leadership and

Supervisory Style’

15 April 21, 2023

DEVELOPMENT PLAN: RESPONSIBILITY CENTER DEVELOPMENT PLAN: RESPONSIBILITY CENTER

- Identify areas of development- Individual to work alone

- Identify initiatives for the individual & the Organization - Provide all support- Organize intervention for the individual - Review after one year

- Identify the Organisational gaps - Organize Organisational level intervention

Individual Plans :

Responsibility of Individual

Individual Plans : Responsibility of Individual & Orgn.

Organizational level plan :

Responsibility of Orgn.

16 April 21, 2023

“ At the end of the day

you bet on People

not on Strategies” Larry Bossidy

CEO-Allied Signals

17 April 21, 2023

Q & A Q & A