SIJI R.A.

ANIKET GHOSH CHOWDHURY

Discontinuity in effective leadership
Critical plans needing immediate
action gets postponed
Unpreparedness of the temporary
successor may affect future success
of the business
Grooming to develop critical skills
takes time



Good succession planning is not just
looking at who is next in line for a
slot, but looking at people early in
their careers and determining what
kind of training they need to
become leaders.

The ongoing process of systematically
identifying, assessing and developing
organizational leadership to enhance
performance.
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.

Succession planning encourages hiring from
within and creates a healthy environment
where employees have careers and not
merely jobs.
It involves Talent acquisition and retention,
Workforce Planning, Performance and
Potential reviews, Strong HRIS process,
Leadership Development ,Engaging Key
Employees and develop a strong talent
Pipeline
Both are complementary and
interdependent
Succession Planning is needed for key
positions at higher levels, while career
planning covers executives at all levels
Career planning, by its very nature,
includes succession planning

Focus is on the development of talent for the longer term.
Plans include developing talent for key positions/areas.
Plans are linked to building competencies and skills for
current and future organizational needs.
A systematic process is used to assess candidates based on
feedback from multiple perspectives and sources of
information.
Processes are put in place to integrate succession planning
with other Human Resources activities.
Plan looks three to five years in the future.
Plan involves actions that take many months to complete.

Ensure the continuity of leadership in critical
positions
Retain and develop intellectual capital to
support future growth
Encourage and motivate high potential
employees to aspire for advancement

There are several factors typically found in successful succession
planning initiatives. For example:
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 is used in 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.


Succession Planning by position-
management driven- People ready short
term/medium term and log term
Creating succession planning pools
Top-down/ bottom-up succession planning

This step involves:

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.


This step involves:

Identifying core competencies and technical
competency requirements
Determining current supply and anticipated
demand
Determining talents needed for the long term
Developing a business plan based on long-
term talent needs, not on position
replacement.


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.

This step involves:

Identifying recruitment strategies:

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.


This step involves:

Implementing recruitment strategies (e.g.,
recruitment and relocation bonuses)
Implementing retention strategies (e.g.,
retention bonuses, quality of work life programs)
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 retention
Workforce planning



Implementing strategies for maintaining
senior level commitment

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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Identifying development
needs of the workforce
Assisting in identifying
needed future job skills
Noting employees who
might fill future positions
Communicating the succession
planning process to employees
Tracing and regularly updating
succession plan efforts
Succession
Planning
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Supply of employees to fill future key openings
Providing career paths and plans for employees,
increasing employee retention and performance
motivation
Continually reviewing human capital needs as
organizational changes occur
Enhancing organizational brand and reputation
as a good place to work




THANK YOU