Talent%20 management 2

Talent Talent ManagementManagement

Career Development & Succession Planning (CDSP)

July 11, 2007 swati Smita3

PerformanceManagement

TalentManagement

RewardsManagement

Recruitment &Selection

Career Management

Succession Planning

Senior ManagementDevelopment

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Integrated ApproachIntegrated Approach

Training&

Development


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


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


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


TalentManagement

RewardsManagement


Career Management

Succession Planning


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Talent ManagementTalent Management

Training&

Development


Early Models of CDEarly Models of CDWalker, 1973


Early Models of CDEarly Models of CD (Cont.)Reif & Newstro, 1974


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


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


Career Management


Succession Planning


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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


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


Challenges in SP


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


Top level succession planning different

Garman & Gllawe, 2004


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


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


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


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.)


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


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


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


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

Talent%20 management 2

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