Talent Management Career Development & Succession Planning (CDSP)
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Transcript of Talent Management Career Development & Succession Planning (CDSP)
Talent Talent ManagementManagement
Career Development & Succession Planning (CDSP)
July 11, 2007 swati Smita3
PerformanceManagement
TalentManagement
RewardsManagement
Recruitment &Selection
Career Management
Succession Planning
Senior ManagementDevelopment
BU
SIN
ES
SS
TR
AT
EG
Y
BU
SIN
ES
SR
ES
UL
TS
Integrated ApproachIntegrated Approach
Training&
Development
July 11, 2007 swati Smita4
Aim
• Foster a process of building leadership capability across the lines of business / support functions
• The emphasis is on developing a broad spectrum of talent within the management ranks so that the availability of internal talent will not be a constraint to the organization's strategic direction
• Identify the key leadership success factors
July 11, 2007 swati Smita5
Outcomes
• Retention and development of high potential employees
• Builds internal staff capabilities (bench strength) for the emerging organizational demands
• Maps various succession options
• Facilitates developmental moves across the organization
• Establishes a professionally managed organization with the systems in place to ensure that it will have effective leaders going forward
July 11, 2007 swati Smita6
Contemporary Issues: Changing Nature of Work & Organization
• Demographics (net-generation, diversity)
• Globalization• Technology• Redefined concept of ‘Loyalty’• Challenges in differentiating high
performers from poor performers • Wanted Rapid career progression
PerformanceManagement
TalentManagement
RewardsManagement
Recruitment &Selection
Career Management
Succession Planning
Senior ManagementDevelopment
BU
SIN
ES
SS
TR
AT
EG
Y
BU
SIN
ES
SR
ES
UL
TS
Talent ManagementTalent Management
Training&
Development
July 11, 2007 swati Smita8
Early Models of CDEarly Models of CDWalker, 1973
July 11, 2007 swati Smita9
Early Models of CDEarly Models of CD (Cont.)Reif & Newstro, 1974
July 11, 2007 swati Smita10
Career Active System Triad (CAST)Career Active System Triad (CAST)
Baruch (2004)
Level Individual Organization
Values Aspirations Philosophy / Strategy
Approaches Attitudes Policies
Behaviors Actions Practices
Serve as the framework for the discussion and for providing the balanced view point
July 11, 2007 swati Smita11
Elements of Career Elements of Career ManagementManagement
1. Individual (Self) Assessment of Abilities, Interests, career need and goals
2.Organizational Assessment of employee abilities and potential
3.Communication of information concerning career opportunities with the organization
4.Career Counseling to set realistic goals and plan for their attainment
Talent ManagementTalent Management
TalentManagement
RewardsManagement
Recruitment &Selection
Career Management
PerformanceManagement
Succession Planning
Senior ManagementDevelopment
BU
SIN
ES
SS
TR
AT
EG
Y
BU
SIN
ES
SR
ES
UL
TS
Training&
Development
July 11, 2007 swati Smita13
Succession Planning -Succession Planning -DefinitionDefinition
Strategic, systematic and deliberate effort to develop competencies in potential leaders through proposed learning experiences such as targeted rotations and educational training in order to fill high-level positions without favoritism (Mathew Tropiano, 2004)
Deliberate and systematic effort by an organization to ensure leadership continuity in key positions and encourage individual advancement (St-Onge, Mercer) A structured process involving the identification and preparation of potential successors to assume a new roles
July 11, 2007 swati Smita14
WHAT IS SP?WHAT IS SP?•Constant change planning•An organizational journey, not a project•Ensuring continuity of leadership•Identifying gaps in existing talent pool•Identifying and nurturing future leaders
Why SP?Why SP?Organization supersede Individuals – visionaries are those who groom their young ones to take the lead position and to take the cause of organization forward
July 11, 2007 swati Smita15Ref: Troopiano, 2004
CEO/ Leadership Commitment & Involvement
Education and
Training
Self Development
Competency driven Strategically
Targeted Rotational Assignments
Future Competencies Needed Aligned with Strategic Plan
Results1. Talent Driven
culture2. Accelerated
Development3. Vision for
future advancement
AccountabilityMeasurabilit
y
Succession Planning Model
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Challenges in SP
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Benefits of SPBenefits of SP
Source: Aberdeen Group, September 2006
Tells aboutTells about
the extent to which leadership job openings can be filled from the internal pool
the av. no. of qualified candidates for each leadership position
the number of positions with two or more ‘ready now’ candidates
the attrition rate from the succession pool
July 11, 2007 swati Smita18Garman & Gllawe, 2004
July 11, 2007 swati Smita19
Top level succession planning different
Garman & Gllawe, 2004
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RememberRemember
Succession plan may be expected practice – its absence is more a curse than its presence a blessing
Succession program should limit their focus to linch-pin positions – those considered most critical to the organization’s need.
BEST PRACTICES in CDSP: CASE STUDIES
July 11, 2007 swati Smita22
Case 1: Petrofac
Competent Person Profile (CPP)This framework of competence allows all staff with potential to be measured against the higher level positions in the organizationa development plan designed and implemented and thus contribute to the Succession Plan for the company as a whole.
June 1, 2007 http://www.petrofac.com/careers/training/
Learning and Development Team in Aberdeen
Investor in People (IiP) company
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Case 2: Novartis-China
Four core Principles towards identifying and developing talents
1. Grow leaders from within Novartis2. Fill 70% of the position with internal associates3. Each associate has a developmental plan4. Each associate has minimum two career and
development discussions per year
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Leadership
Talent
JobExperiences
Continuous
Learning
Processes and Tools
•Leadership standards/values and behaviors
•Functional Competency Models
• Executive Interview guides
•Manager’s Toolkit for Assessing and Developing Potential
Processes and Tools
•Organization and talent Review Process (OTR)
•Talent Management System (TMS)
• Talking Talent•Career Maps•Performance
Management System
Processes and Tools
• Learning Programs
• Accelerated Developmental Programs
• Mentoring• 360o Feedback• Development
Planner
X + = A Pipeline of Leaders to Grow the Business
LD at Novartis (Cont.)
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LD at Novartis-China (Cont.)
Engaging Internal Talent1. Provide Training2. Deploy talent in new, exciting and ‘stretch’
assignments and provide clearly defined career paths
3. Connecting employees so that they can learn from their experienced peers and other professionals
July 11, 2007 swati Smita26
Case 3: Research on Best Practices
Best Practice Partners – 5 companiesDell ComputersDow Chemical CompanyEli Lilly and CompanyPan Canadian PetroleumSonoco Global Products
Ref: Fulmer (2002) Choose Tomorrow’s Leaders Today: Succession planning grooms firms for success
July 11, 2007 swati Smita27
Best Practices: What they did rightEffective succession management is a journey – not a
destination
Deployed a Succession Management Processsuccession management is continuous annual processBusiness units responsible for ‘deliverables’HR typically responsible for the tools and processesTechnology to facilitate the process (short, simple and flexible)
Identified the Talent Poolcyclic continuous identification processused core set of leadership and succession management competenciesTalent assessment – semi transparent process
Engaged the Talent PoolIDPs for each employeedevelopmental Activities – special assignments, action learning, web-based development activities
Monitoring & Assessingmethod of assessment to monitor the succession planning process
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Recommendations from their exp.• Keep the process simple• Engage technology to support the process• Align succession management within overall business
strategy• Secure senior level support for the process
The last two suggest that there is ‘virtuous cycle’ when the succession system supports corporate strategy in a tangible way