Succession Planning -2

8/13/2019 Succession Planning -2

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EXECUTIVE SUMMARY

The project explains the concept of succession planning and how it is

important for the successful functioning of a business. It proceeds tohighlight the business functioning trend in India which mainly is about

family businesses. But seeing the recent trend of few of the big Indian

businesses opting for proper professionally planned succession planning,

it isnt long when India will pick up this practice in every aspect.

Many recent examples of succession planning in the Indian businesses

have been stated such as axis bank, Tatas, Infosys, ONGC, Eicher etc.

With main focus on Murugappa group and Infosys succession planning.

Murugappa group of companies is a great example of family business

training their heirs in a professional manner to lead the business where

as

Infosys shows how a proper committee should be formed for looking out

for a successor well in advance.


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INTRODUCTION TO SUCCESSION PLANNING OF

MICROBRAIN:

Succession Planning

Thinking About Tomorrow Today

Definition:

Succession planning can be broadly defined as identifying future

potential leaders to fill key positions. Wendy Hirsh1 defines succession

planning as 'a process by which one or more successors are identified for

key posts (or groups of similar key posts), and career moves and/ordevelopment activities are planned for these successors. Successors may

be fairly ready to do the job (short-term successors) or seen as having

longer-term potential (long-term successors).'

According to Hirsh, succession planning sits inside a very much wider

set of resourcing and development processes called 'succession

management', encompassing management resourcing strategy, aggregate

analysis of demand/supply (human resource planning and auditing),skills analysis, the job filling process, and management development

(including graduate and high-flyer programmes).

Enforcing the succession plan:

A careful and considered plan of action ensures the least possible

disruption to the persons responsibilities and therefore the

organizations effectiveness.

In organizational development, succession planning is the process of

identifying and preparing suitable employees through mentoring,

training and job rotation, to replace key playerssuch as the chief

executive officer (CEO)within an organization as their terms expire.


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From the risk management aspect, provisions are made in case no

suitable internal candidates are available to replace the loss of any key

person. It is usual for an organization to insure the key person so that

funds are available if she or he dies and these funds can be used by thebusiness to cope with the problems before a suitable replacement is

found or developed.

Succession Planning involves having senior executives periodically

review their top executives and those in the next-lower level to

determine several backups for each senior position. This is important

because it often takes years of grooming to develop effective senior

managers. There is a critical shortage in companies of middle and top

leaders for the next five years. Organizations will need to create pools of

candidates with high leadership potential.

Succession planning involves a careful balancing of the concerns and

needs of a firms founding and senior managers, on the one hand, and its

more junior investment professionals and managers, on the other hand.

The founding and senior managers want to be properly rewarded for

their efforts in building and growing the firm, and this may include

rights to continue to participate in fund economics after these managers

have begun to wind down their active involvement. These desires must

be balanced against the need to provide increased economic benefits and

firm governance rights to junior managers and investment professionals

in order to develop the next generation of managers for the firm.

suddenly and unexpectedly unable or unwilling to continue their role

within the organization;

accepting an approach from another organization or externalopportunity which will terminate or lessen their value to the current

organization;

indicating the conclusion of a contract or time-limited project; or

moving to another position and different set of responsibilities within


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The organization.

Coverage

Organisations differ in size, scope and type, so it is difficult to point to

any single model of succession planning. However, it is most commonfor succession planning to cover only the most senior jobs in the

organisation, plus short-term and longer-term successors for these posts.

The latter groups are in effect on a fast-track, and are developed through

job moves within various parts of the business. This focus on the most

senior posts - perhaps the top two or three levels of management - means

that even in large organisations, only a few hundred people at any given

time will be subject to the succession planning process. It also makes the

process more manageable, because it is much easier to concentrate on a

few hundred individuals rather than (say) several thousand. That said,

however, many large organisations attempt to operate devolved models

in divisions, sites or countries where the same or similar processes are

applied to a wider population.

What is Succession Planning strategyof microbrain?

Succession Planning is a strategy of workforce planning. It is a process

designed to ensure the organization recruits and develops new hires and

in-house staff to fill each key role within the organization. Its goal is

similar to workforce planninghaving the right people in the right

positions at the right time. The focus of succession planning, however,

is on leadership and other positions critical to the mission of the

organization at all levels.


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Succession Planning Process OF Microbrain Brain :

Step 1: Link Strategic and Workforce Planning Decisions:

Identifying the long-term vision and direction Analyzing future requirements for products and services Using data already collected Connecting succession planning to the values of the organization Connecting succession planning to the needs and interests of senior

leaders.

Step 2: Analyze Gaps

This step involves:

Identifying core competencies and technical competencyrequirements

Determining current supply and anticipated demand Determining talents needed for the long term Identifying real continuity issues Developing a business plan based on long-term talent needs, not on

position replacement.

Step 3: Identify Talent Pools

This step involves:

Using pools of candidates vs. development of positions Identifying talent with critical competencies from multiple

levelsearly in careers and often


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Assessing competency and skill levels of current workforce, usingassessment instrument

Step 4: Develop Succession Strategies

This step involves:

Identifying recruitment strategies:Recruitment and relocation bonusesSpecial programs Identifying retention strategies:

Retention bonusesQuality of work life programs

Identifying development/learning strategiesPlanned job assignments

Formal developmentCoaching and mentoringAssessment and feedbackAction learning projectsCommunities of practiceShadowing.

Step 5: Implement Succession Strategies

This step involves:

Implementing recruitment strategies (e.g., recruitment andrelocation bonuses)

Implementing retention strategies (e.g., retention bonuses, qualityof work life programs)


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Communication planning Determining and applying measures of success

Step 6: Monitor and Evaluate

This step involves:o Tracking selections from talent poolso Listening to leader feedback on success of internal talent and

internal hires

o Analyzing satisfaction surveys from customers, employees,o and stakeholderso Assessing response to changing requirements and needs.

Why is it need?

-In new cost paradigm, internal bench strength non existend.

-Ieed for speed & non availability of time to reduse,loyalty

&values for business sustenance.

-It invoves talent acquisition & retention work force

planning, performance leadership development, engaging key

employees & develop a strong talent pipeline.

Why is Succession Planning Important for microbrain ?

Through succession planning, the organization assesses itsleadership needs. This leads to a formal evaluation of theknowledge, skills and abilities (KSAs) needed for your key roles.

See theSeven Step Workforce Planning Model and

theCompetency section of this Toolkit.

Leaders identify key people, and the organization creates andimplements the means of training them for leadership. This
http://humanresources.vermont.gov/training/workforce_planning/getting_startedhttp://humanresources.vermont.gov/training/workforce_planning/getting_startedhttp://humanresources.vermont.gov/training/workforce_planning/competencieshttp://humanresources.vermont.gov/training/workforce_planning/competencieshttp://humanresources.vermont.gov/training/workforce_planning/competencieshttp://humanresources.vermont.gov/training/workforce_planning/getting_started


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involves identifying the work functions critical to the leadership

and other key positions of the organization. SeeProfessional

Development Plantemplate for help in designing a training and

development plan.

Succession planning provides a comprehensive inventory of theknowledge, skills and abilities that will be needed to sustaineffective leadership in the future.

How Can Succession Planning Help them? (. . . and there

organization)

A succession plan may help the organization make the paths foradvancement visible to employees. This can motivate employees to

perform with advancement in mind. They can also more readily

see where their work or role fits in the larger context of the

organization.

A succession plan creates pathways to appropriate promotion andcandidate selection by matching organizational needs with

qualified talent, both internal and external. It is also a means to

monitor and reward performance and professional development.

Succession planning can result in improved placement in hiringprocesses, and improved leadership through development andskilled recruitment.

How microbrain Do Successful Succession Planning

Guidelines to Successful Succession Planning of microbrain

Management is responsible to ensure that the organization continually

has high-quality operations and employees. One of the most important

practices to meet this responsibility is to conduct successful succession

planning. Employees leave their jobs either on a planned or unplanned

basis. Unplanned termination may occur because of sudden illnesses or
http://humanresources.vermont.gov/training/workforce_planning/training_developmenthttp://humanresources.vermont.gov/training/workforce_planning/training_developmenthttp://humanresources.vermont.gov/training/workforce_planning/training_developmenthttp://humanresources.vermont.gov/training/workforce_planning/training_developmenthttp://humanresources.vermont.gov/training/workforce_planning/training_developmenthttp://humanresources.vermont.gov/training/workforce_planning/training_development


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death, or poor performance on the part of the employee. Planned

termination usually occurs because the employee is making a career or

life change.

Especially regarding managers in the workplace, demographic trendsindicate that there are not sufficient numbers of next-generation leaders

to replace retiring baby-boomers in organizations. Thus, succession

management is an increasingly important priority. Consider thefollowing advice.

Basic Principles of Successful Succession Planning

Do not wait until the employee will be leaving. Start planning now.

Succession planning is a matter of strong practices in personnel

management, not a matter of sudden crisis management. Start attending

to those practices now.

Focus on policies, procedures and practices, not on personalities.

Succession planning is being able to effectively and promptly re-fill a

role, not replacing a certain person. Be sure all key positions are defined

well, and then look to find the best person to fill the position. Do not

look for someone who is just like, or a lot different than, the previous

employee.

Succession planning is a responsibility of the management, not just

the employee.

The best succession planning results from 1) a working partnership

between management and employees to accurately define theemployees role and current priorities, and 2) the employee ensuring that

management has the information and resources to refill the role

Succession planning should be in accordance with up-to-date

personnel policies.


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Hiring of new employees must be in accordance with up-to-date

personnel policies to ensure fair, equitable and legally

compliantemploymentpractices.

Quality in managing succession is proportionate to the quality of thenew employee.

The best way for management to promptly convey expectations of high

quality to a new employee is to convey that high-quality in how the

employee was hired. The more thorough and careful that management

does the succession, the more likely that the organization will get a new

employee who successfully fills the position for the long-term.

Key Practices in Successful Succession of Managers

If the organization has already established strong practices in

governance, leadership and management, then succession planning often

is a matter of using current practices, rather than establishing many new

ones. Key practices include having:

A strategic plan that clearly conveys the organizations mission and

current strategic priorities. Ideally, that plan also includes specific action

plans that specify who is going to do what and by when in order to

address each priority.

Up-to-date and management-approved personnel policies about hiring,

supervising and firing personnel in a fair and equitable manner that

complies with employment laws. An up-to-date job description for each

of the roles, and that explains the general duties and responsibilities of

the positions.

Suitable compensation for the roles An annual calendar of the roles

most important activities, for example, when the person in that role

evaluates personnel, does any staffing analysis, updates job descriptions

and participates in important committees .Regular reports from the
http://managementhelp.org/staffing/succession-planning.htmhttp://managementhelp.org/staffing/succession-planning.htmhttp://managementhelp.org/staffing/succession-planning.htmhttp://managementhelp.org/staffing/succession-planning.htm


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person in the role. These reports should include the trends, highlights

and issues regarding the persons activities.

Evaluation of the person on an annual basis, including in reference to the

job description and any performance goals established for thatrole.Arrangements with the person when he or she goes on vacation so

that others have an opportunity to effectively replace the employee if

only for a temporary period of time.

At least annual discussions with key employees regarding succession

planning, including how to manage effectively in the employees

absence.


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THE ROL OF HR IN MICROBRAIN FOR SUCCESSION

PLANNING:

Succession planning needs to be owned by line managers, and should be

actively led by the chief executive who has a key role in ensuring that itis given the importance it deserves by other senior managers; ensuring

that there is a healthy pipeline of potential leaders is about nothing less

than the future of the organisation. But it is not realistic for CEOs and

those around them to have sole responsibility for this; they have neither

the time nor the expertise.

The HR function therefore has a critical role in supporting and

facilitating the process, not least in compiling all the necessary

information on potential candidates. Any career move at senior level is a

process of multiple dialogues, in which a senior representative from HR

will collect views from senior line managers in an iterative fashion,

testing, challenging and amending them as the dialogue goes on, making

sure that all possibilities are covered, and maybe putting proposals for

decision to a succession development committee. HR departments are of

course also heavily involved in giving career advice and information to

individuals, and assessing and advising on their development needs. The

HR function is also centrally concerned in the design and management

of assessment processes and information support, including the

development and maintenance of computerised databases.


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IMPORTANCE OF SUCCESSION PLANNING FOR

MICROBRAIN:

You can't plan for disaster.No matter how good you and yourstaff are at revenue projections or economic predictions, no one

can truly plan for disaster. Whether it's an unforeseen illness, a

natural disaster, or a CEO's decision to suddenly retire, the reasons

for having a succession plan in place before it is needed are

endless. So while you can't plan for disaster, you can put into place

a series of contingencies that will help your company stay afloat if,

in fact, catastrophe occurs.

Succession planning gives your colleagues (AGE GROUP)avoice. If you're running a family business, the process of

succession planning will give family members an opportunity to

express their needs and concerns. Giving them that voice will alsohelp create a sense of responsibility throughout the organization,

which is critical for successful succession planning. Resist the

temptation to solely carry the entire weight of creating and then

sustaining a plan.

A succession plan can help sustain income and supportexpenses. Talking about money should be a priority. People

generally don't want to work for free and things don't pay for

themselves. A succession plan can provide answers as to what you

and your staffwill need for future income, as well as what


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kinds of expenses you may incur once you step out of the main

leadership role. Ask yourself questions about your annual income

and other benefits including health and dental insurance for you

and your dependents, life insurance premiums paid for by the

company, your car, professional memberships, and other business-

related expenses.

Succession planning gives you a big picture. Some companiesmistakenly focus solely on replacing high-level executives. A good

succession plan can go further, however, and force you to examineall levels of employees. The people who do the day-to-day work

are the ones keeping the business going. Neglecting to add them to

the succession planning mix could have dire consequences. As you

develop your plan, incorporate all layers of management and their

direct reports.

Succession planning strengthens departmental relationships.When regular communication occurs between departments you are

more likely to experience synergy, which breeds a culture of

strength. Make sure that you link your succession planning

activities with human resources. After all, HR is about people. By

including HR in succession planning, you can incorporate elementslike the employee-evaluation process, which can help when

deciding whether to fill vacancies with internal candidates.


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Succession planning keeps the mood buoyant. Changeamajor component of a succession planis exciting and can bring

a company unforeseen rewards. Still, change can be a source of

tremendous stress, especially when people's livelihoods are at

stake. As you put your succession plan together, consider its

positive effects on the business. Planning for the future is exciting

and, if done correctly, can inspire your workers to stay involved

and maintain company loyalty. It's true that a plan is often put into

place to avert catastrophe, but it's also a company's way ofembracing the futurea business strategy that is essential for

survival.

SUCCESSION PLANNING PROCESS OF MICROBRAIN:

Succession planning recognizes that some jobs are the lifeblood of the

organization and too critical to be left vacant or filled by any but the best

qualified persons. Effectively done, succession planning is critical to

mission success and creates an effective process for recognizing,

developing, and retaining top leadership talent.

Success factors

There are several factors typically found in successful succession

planning initiatives. For example:


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Senior leaders are personally involved.

Senior leaders hold themselves accountable for growing leaders.

Employees are committed to their own self-development.

Success is based on a business case for long-term needs.

Succession is linked to strategic planning and investment in the future.

Workforce data and analysis inform the process.

Leadership competencies are identified and used for selection and

development.

A pool of talent is identified and developed early for long-term needs.Development is based on challenging and varied job-based experiences.

Senior leaders form a partnership with human resources.

Succession planning addresses challenges such as diversity, recruitment,

and retention.Effective succession planning:

The following information includes:

A graphic representation of a six-step process for effective succession

planning

A table with descriptions of each step in this process.

Step 1: Link Strategic and Workforce Planning Decisions

This step involves:

Identifying the long-term vision and directionAnalyzing future requirements for products and services

Using data already collected

Connecting succession planning to the values of the organization


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Connecting succession planning to the needs and interests of senior

leaders.

Step 2: Analyze Gaps

This step involves:

Identifying core competencies and technical competency requirements

Determining current supply and anticipated demand

Determining talents needed for the long term

Identifying real continuity issues

Developing a business plan based on long-term talent needs, not onposition replacement.


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Step 3: Identify Talent Pools

This step involves:

Using pools of candidates vs. development of positions

Identifying talent with critical competencies from multiple levelsearly

in careers and often

Assessing competency and skill levels of current workforce, using

assessment instrument(s)

Using 360 feedback for development purposes

Analyzing external sources of talent


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Step 4: Develop Succession Strategies

This step involves:

Identifying recruitment strategies:

- Recruitment and relocation bonuses

- Special programs

Identifying retention strategies:

- Retention bonuses

- Quality of work life programs Identifying development/learning strategies:

- Planned job assignments

- Formal development

- Coaching and mentoring

- Assessment and feedback

- Action learning projects

- Communities of practice

- Shadowing.

Step 5: Implement Succession Strategies

This step involves:

Implementing recruitment strategies (e.g., recruitment and relocationbonuses)

Implementing retention strategies (e.g., retention bonuses, quality of

work life programs)


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Implementing development/learning strategies (e.g., planned job

assignments, formal development, Communities of Practice)

Communication planning

Determining and applying measures of success

Linking succession planning to HR processes

Performance management

Compensation

Recognition

Recruitment and retentionWorkforce planning

Implementing strategies for maintaining senior level commitment.

Step 6: Monitor and Evaluate

This step involves:

Tracking selections from talent pools

Listening to leader feedback on success of internal talent and internal

hires

Analyzing satisfaction surveys from customers, employees, and

stakeholders

Assessing response to changing requirements and needs.


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LEADERSHIP COMPETENCIES FOR SUCCESSION

PLANNING

COMMUNICATION [VERBAL & WRITTEN]:

Communicates effectively with others in an open, timely and sensitive

manner.

Typical Behaviours:

Demonstrates effective communication: listens generously, seeksto understand, provides feedback and communicates in a positive

manner, and ensures others understand messages

Establishes trust and credibility in working relationships throughopen, honest, consistent and frequent dialogue.

Organizes, interprets and disseminates all information to internaland external audiences including complex work and advice clearly,

concisely and plainly.

Consults with everyone affected, listens to all views and considersthem fairly.

DISCRETION (JUDGMENT):

Demonstrates good judgment

Typical Behaviours:

Shows consistency balanced with fairness


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Ensures decisions are consistent with the directional focus of theUniversity

Uses conflict resolution skills effectively Considers all sides of an issue and balances all interests, including

future impacts

LEADERSHIP OF THE DEPARTMENT/UNIT IN MICROBRAIN

Sets and communicates direction to further the Strategic University

Plan, supports the department or unit and provides appropriate

opportunities for individual development.

Typical Behaviours:

Establishes scope for decisions by individuals and balances thiswith need to make independent decisions.

Administers and supports staff development in a proactive,equitable and consistent manner.

Provides recognition to support teamwork and individualcontribution

Communicates on behalf of the department/unit when required

Ensures the development and application of performance measuresand targets to assess results

Provides opportunities and promotes an environment thatencourages continuous development


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Supports [coaches/mentors] others to take responsibility forachieving the highest possible levels of performance

Builds effective communication links with other departments andeffectively facilitates resolution of issues/needs, which cross-

departmental lines.

Pushes decision making down to the appropriate level and providesnecessary guidance and support to other decision makers.

ORGANIZATIONAL COMMITMENT

Demonstrates identification with, support and commitment tothe organization

Demonstrates identification with, support and commitment tothe organization

TEAM PLAYER

Works in all types of committees and groups, supports the

committee or group and contributes to its effectiveness.

Typical behaviours:


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Respects and anticipates the needs, feelings, and opinions of others Encourages discussion of issues and concerns Creates a sense of community; facilitates communication within

the group

Recognizes the value of teamworkVISION:

Views current events and future possibilities from multiple

perspectives, develops future oriented scenarios and communicates

these effectively to others in the organization.

Typical behaviours:

Suggests and embraces new methods and ideas that enhance theachievement of Athabasca Universitys vision.

Clearly understands and communicates the vision as it applies tothe department or unit.

Keeps in mind the organization context and direction, looksbeyond the immediate environment for opportunities for

improvements and enhancements.

Continually scans current and future environment and identifiesthemes and emerging issues.


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ANALYTICAL/SYSTEMIC THINKING

Takes a logical approach to planning and problem solving and

establishes priorities. Analyzes issues and problems systematically and

thoroughly. Focuses on critical details while maintaining a broad

perspective.

Typical behaviours:

Grasps complexities and critical details quickly and accurately Develops well-defined, step-by-step approaches to analyze and

solve complex problems.

Identifies relevant alternative and evaluates the potentialconsequences of each before taking action

Makes an effort to solve common problems by drawing fromprevious experience or similar circumstances.

Assembles and integrates information from a variety of sources topresent what is relevant to a given issue or situation.

ACCURACY AND THOROUGHNESS

Makes sure that work is done correctly, completely, and with high

quality in a timely manner.

Typical behaviours:


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Verifies assumptions and information by checking with crediblesources, experts or first hand experience.

Carefully reviews own work for accuracy and completeness Carefully reviews other peoples work for accuracy and

thoroughness.

Identifies and addresses all details that are needed to ensuresmooth functioning

Follows up to make sure that tasks have been completed and othershave met commitments.

SERVICE ORIENTATION

Anticipates and responds to the needs of internal and external

customers. Develops and maintains strong relationships with

internal and external customers.

Typical behaviours:

Responds promptly to customer needs or requests of others Expends significant time and effort to meet important

commitments made to internal or external customers

Offers unsolicited help to those in need.

Takes advantage of opportunities to present examples andscenarios illustrating importance of client service


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Presents examples and/or suggestions on how to improve servicesto customers

Presents arguments and/or suggestions that convince clients thattheir interests are being well served.

CONFIDENCE

Demonstrates a genuine belief in the likelihood of personal success

and communicates a positive self-esteem to others.

Typical behaviours

Creates a feeling of confidence in the department or units ability toprovide timely and quality service.

Shows strong assertiveness skills when dealing with customers andpeers.

Demonstrates a genuine belief in the likelihood of personalsuccess.

PERSERVERANCEContinues steadfastly toward results/objectives until the desired

result is achieved or is no longer reasonably attainable.


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ADVANTAGES OF SUCCESSION PLANNING OF

MICROBRAIN

Succession planning is an essential part of doing business, no matter

how certain your future appears. It's not easy to put off planning when

everything seems to be going so well. Here are some reasons why it can't

and shouldn'twait:

You can't plan for disaster. Succession planning benefits the business now.Succession planning gives your colleagues a voice.A succession plan can help sustain income and support expenses.Succession planning gives you a big picture.Succession planning strengthens departmental relationships.Succession planning keeps the mood buoyant.

Besides the obvious benefit of not leaving your company in the lurch of

proper Succession Planning will help your company in other ways, too.

Heres a rundown of the benefits. Remember, not all benefits will apply,

depending on your specific situation. Succession Planning can:

Reduce taxes, in some situations with family-owned businesses.For example, if a company gets new ownership after an owner's

death, lack of planning can result in steep estate taxes. Other tax

issues, such as transferring ownership to a child, might apply.


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Ensure continuity. Customers, clients, vendors, and employees allwant and need to know that a business will continue to function as

they know it, even when theres a leadership change. Choosing and

grooming a successor who fits your mold will help this happen.

Provide training plan for possible successors. If you identify whoyou might choose as a successor early, youll know that that person

needs more training and one-on-one time with your current leader

to gain as much knowledge for the position while its still possible.

Help you plan for the future direction of the company.


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MISTAKES TO BE AVOIDED IN SUCCESSION PLANNING OF

MICROBRAIN:

Many mistakes are commonly made in establishing succession planning

programs. They are worth enumerating. It is also worthwhile to describe

some ways to avoid these common mistakes.

Assuming that Success at One Level Will Guarantee Success atHigher Levels:

An individuals success at one level is no guarantee of success at

higher levels of responsibility. The reason is simple: the

competencies required for success at each level are different.

Hence, it is important to separate thinking about how well

someone does his or her current job and how well he or she might

do a job at a higher responsibility level.

Assuming that Bosses Are Always the Best Judges of Who IsPromotable:

A second mistake is to assume that, for purposes of succession

planning, bosses are always the best judges of who is promotable.

That is not always true. Bosses are self-interested players in the

succession game. They have a stake in what happens to people.

Indeed, some bosses do not want to see their best people promoted

for fear of an inability to replace them. Some bosses grade people


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by their own standards - with the result that some individuals who

are quite unlike the boss are not considered for promotion. While

the support of a boss is useful in developing individuals, more

objective assessments, such as multi-rater assessment are excellent

in aiding the managers assessment.

Assuming that Promotions Are Rewards:Some employees have an entitlement mentality in which they feel

that long service with an organization should always be rewarded

with promotions. But business decisions must be based on who

will do the best job, not who is owed a promotion because of

greatest seniority. Workers must continually be reminded that

doing jobs at each level requires different competencies, and the

best way for them to compete is to prepare for future challenges

rather than expect promotions for past performance at a different

level of responsibility.

Trying to Do Too Much Too Fast:The strong results-orientation of many organizations today

emphasizes quick results. Senior leaders expect to see all thecomponents of a comprehensive succession system in place

immediately. That is not always realistic. It is advisable to think of

implementing systematic succession in a phased way - either from


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the top down or else starting in specific divisions or locations with

greatest need.

Giving No Thought to What to Call It:A fifth mistake is to devote no time to considering what to call the

succession program. As any marketer knows, product names do

matter. It is not necessary to call a spade a spade. Many

organizations choose alternative namessuch as leadership

development program, human capital management program, or

even talent program.

Assuming that Everyone Wants a Promotion:A sixth mistake is to assume that everyone wants a promotion.

That is not always true today. In many downsized organizations,

workers have seen what pressures their bosses have to deal with.

Some say leave me out of that. Hence, it is unwise to assume

that everyone wants a promotionor even to assume that money

will convince everyone. It will not. Check first. Find out what

people want to do. For that reason, many organizations launch both

a top-down succession planning program and a bottom-up careerplanning program to galvanize development

Lack of understanding how it works and how it benefits theorganization.


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Lack of a formal written plan for the person or position(s).Lack of availability of human and financial resources; lack of

budgetary commitment.

Superficial approach; lack of real understanding of the procedures,processes and requirements of each area the individual is exposed

to during the process.

The requirements of the Managers/Executives are not fulfilled inproviding dedicated instructions, guidance regarding skills,

knowledge and abilities needed for the candidates to be successful.

Failure to identify key employees who may have concerns withyour succession plan.

Failure to plan for disability.A rigid, inflexible plan NOT tailored to the needs and abilities of

the personnel involved.

Too long a wait for real movement/promotion, disillusionment,may result in some people leaving due to apparent inertia in the

system.

Selection of unqualified or unmotivated people for inclusion in theSuccession Plan. Quality of the individuals selected is paramount

to the success of the process.Complex program, requiring considerable paper work, follow-up,

reporting


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Conclusion

Good succession plans do not happen in a vacuum; they are unlikely to

be established and properly maintained unless certain prerequisites exist.

Boards must begin their evaluation by looking at these requirements

Introducing talent management can be a difficult job when faced with

stretched resources and an array of approaches. In the report Talent

Management: Understanding the dimensions, the CIPD found that 75%

of respondents were doing some form of talent management. There was,

however, evidence of different strategic levels of engagement in the

talent management process shown in the model below.To inform your

decision-making about which is the approach most suitable for your

organisation.

While companies are increasingly open when it comes to most HR

policies and processes, in almost half of the organizations surveyed there

is limited transparency when it comes to succession planning.

The metrics a company could establish for Succession Development

might include goals like the percent of executive level vacancies that are

actually filled with an internal promotion vs. an external hire, or the

percent of promotions that actually come from the high-potential pool.Too often, we find companies measure only the percent of managers thathad completed succession plans in place.

We sometimes find companies adding excessively complex assessment

criteria to the succession planning process in an effort to improve the

quality of the assessment. Some of these criteria are challenging even for

behavioral scientists to assess, much less the average line manager.

Since the planning process is only a precursor to focus the development,

it doesn't need to be perfect. More sophisticated assessments can be built

into the development process and administered by a competent coach.


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