Talent Management
Career Development & Succession Planning (CDSP)
Integrated Approach
Recruitment & Selection
BUSINESS STRATEGY
Career Management
Performance Management Training & Development
BUSINESS RESULTS
Rewards Management
Talent Management
Succession Planning
Senior Management Development
July 11, 2007
swati Smita
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 Smita
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 Smita
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
6 July 11, 2007 swati Smita
Talent Management
Recruitment & Selection
BUSINESS STRATEGY
Career Management
Performance Management Training & Development
BUSINESS RESULTS
Rewards Management
Talent Management
Succession Planning
Senior Management Development
Early Models of CD
Walker, 1973
July 11, 2007
swati Smita
Early Models of CD (Cont.)
Reif & Newstro, 1974
July 11, 2007
swati Smita
Career Active System Triad (CAST) Baruch (2004)
Level Values Approaches Behaviors Individual Aspirations Attitudes Actions Organization Philosophy / Strategy Policies Practices
Serve as the framework for the discussion and for providing the 10 July 11, 2007 swati balanced view pointSmita
Elements of Career Management
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
11 July 11, 2007 swati Smita
Talent Management
Recruitment & Selection
BUSINESS STRATEGY
Career Management
Performance Management Training & Development
BUSINESS RESULTS
Rewards Management
Talent Management
Succession Planning
Senior Management Development
Succession Planning -Definition
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
13 July 11, 2007 swati Smita
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?
Organization supersede Individuals visionaries are those who groom their young ones to take the lead position and to take the cause of organization forward
14
July 11, 2007
swati Smita
Education and Training Measurability Self Development Competency driven Strategically Targeted Rotational Assignments Future Competencies Needed Aligned with Strategic Plan
Results 1. Talent Driven culture 2. Accelerated Development 3. Vision for future advancement
Accountability
CEO/ Leadership Commitment & Involvement
Succession Planning Model
15
Ref: Troopiano, 2004
July 11, 2007
swati Smita
Challenges in SP
16
July 11, 2007
swati Smita
Benefits of SP
Source: Aberdeen Group, September 2006
Tells 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
17 July 11, 2007 swati Smita
18
Garman & Gllawe, 2004
July 11, 2007
swati Smita
Top level succession planning different
19
Garman & Gllawe, 2004
July 11, 2007
swati Smita
Remember
Succession plan may be expected practice its absence is more a curse than its presence a blessing Succession program should limit their focus to linchpin positions those considered most critical to the organizations need.
20
July 11, 2007
swati Smita
BEST PRACTICES in CDSP: CASE STUDIES
Case 1: Petrofac
Learning and Development Team in Aberdeen Investor in People (IiP) company
Competent Person Profile (CPP) This framework of competence allows all staff with potential to be measured against the higher level positions in the organization a development plan designed and implemented and thus contribute to the Succession Plan for the company as a whole.
22 July 11, 2007 swati Smita
June 1, 2007 http://www.petrofac.com/careers/training/
Case 2: Novartis-China
Four core Principles towards identifying and developing talents 1. Grow leaders from within Novartis 2. Fill 70% of the position with internal associates 3. Each associate has a developmental plan 4. Each associate has minimum two career and development discussions per year
23
July 11, 2007
swati Smita
Leadershi p Talent
Job Experiences
Continuou s Learning
A Pipeline of Leaders to Grow the Business
Processes and Tools Leadership standards/values and behaviors Functional Competency Models Executive Interview guides Managers 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
LD at Novartis (Cont.)
24 July 11, 2007 swati Smita
LD at Novartis-China (Cont.)
Engaging Internal Talent 1. Provide Training 2. 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
25
July 11, 2007
swati Smita
Case 3: Research on Best Practices
Best Practice Partners 5 companies Dell Computers Dow Chemical Company Eli Lilly and Company Pan Canadian Petroleum Sonoco Global Products Ref: Fulmer (2002) Choose Tomorrows Leaders Today: Succession planning grooms firms for success
26
July 11, 2007
swati Smita
Best Practices: What they did right
Effective succession management is a journey not a destination
Deployed a Succession Management Process succession management is continuous annual process Business units responsible for deliverables HR typically responsible for the tools and processes Technology to facilitate the process (short, simple and flexible) Identified the Talent Pool cyclic continuous identification process used core set of leadership and succession management competencies Talent assessment semi transparent process Engaged the Talent Pool IDPs for each employee developmental Activities special assignments, action learning, web-based development activities Monitoring & Assessing 27 July 11, 2007 swati Smita method 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
28
July 11, 2007
swati Smita
