hi I am looking for some ideas on sucession planning & its implementation.Can anybody help me with this Regards Ashit
From India, Mumbai
From India, Mumbai
Hi Ashit,
Our economy is one dominated by specialization. The more we depend on the expertise and knowledge of key players in our organizations, the more important it is to forecast changes. Whether these are owners and senior managers, or technical, business development, human resource and even scientific positions, if the position is both critical to the core function of the business and difficult to replace, it should be included in the company's succession planning.
We the HR professionals, often feel like as if we are pulling up the next chance card when we are hit with vacancies due to expansion, resignation, termination, retirement, contract completion, advancement, medical leave, mergers and acquisitions, and a host of other reasons.
A fundamental truth about the high performing organization is that high performers come for the culture...but stay for the manager. Top performers demand systems, work assignments and managers who focus on, encourage, support, and reward high performance.
For leadership/executive planning and development to be successful, it must:
• Link planning and development to business drivers
• Establish accountability for behavior change
• Encourage decision making that leads to value creation
• Provide for coaching with specific goals and action plans
• Shape behavior through effective reward and recognition
• Promote High Performing team behavior
To improve your effectiveness at succession planning and administration. Management Resource Planning formalizes, strengthens, and lends priority to the planning of succession and development alternatives for current and future executives of a company. This review process is the primary vehicle for the planning of executive and leadership continuity and development.
The key issues to be addressed are:
PRESENT STATE - What is the present state of leadership in the organization? Is there adequate coverage for each of the key positions?
FUTURE STATE - How will the organization change and what are the implications for future positions? What skill gaps exist that will impact the future state of the business?
RETENTION ISSUES - What retention issues does the business face? How is the organization dealing with them?
DIVERSITY - What processes are being used to develop them?
ACTION PLAN - What specific results will the organization try to achieve during the coming year to improve the strength of the management resource talent pool?
The Key Processes to done are:
• Review business strategy and implications for position requirements and potential additions, vacancies, etc.
• Review key position requirements
• Develop employee profiles
• Plan for Succession
Scientific Methods:-
There are two methods :-
A. The Markov Matrix is a mathematical chain probability analysis (also called a vacancy chain or transition matrix) which has a wide range of applications.
In HR, a Markov Matrix factors a company's specific history of attrition, length of service, waiting times for advancement, rates of internal promotion and other factors which assist in forecasting vacancies and analyzing the probability of various strategies associated with filling these positions.
B. Succession Wizard software
Often Succession Planning is reactive, ad-hoc and unstructured. But to the extent I am aware of it is all about Leadership, Performance Feedback, Culture and Strategy interwoven to evolve an Integrated approach. I have used Dr Stephen C Scoonover's approach (www.schoonover.com) and Hagburg's approach (www.hcgnet.com) and had used them very successfully in one of my US employer site for their clients.
However I can tell you that there are no shortcuts here and it is a long winding path uphill and steep.
Here are some of the Succession Planning tools sites:
ETWeb Succession Planning
Web-based Software for Talent Management from ExecuTrack
www.executrack.com
Management Audit
Evaluate management capability for selection, development, promotion
www.corporate-insights.org
Succession Planning Tool
Free Download - Org Chart Software. Try it Free
www.orgplus.com
Conclusion:-
Whether simplified or sophisticated tools are used, the most important first step is to make sure the HR Director (or equivalent position) is in the information loop as soon as possible. As vacancies become known or as they are anticipated, internal candidates will need to be evaluated for possible advancement. The HR Director can maintain the necessary level of confidentiality while exploring candidate possibilities in an objective and discreet manner.
Development of position descriptions for key personnel is an important task in the planning process, and although most companies have job descriptions for staff, they frequently lack documentation on top-level and specialist professionals. Even small family businesses will benefit by having these emergency game plans in place.
Proponents of 360º Performance Reviews, with bottom-up or peer level feedback, will find this process provides information which can be used to assess leadership and management potential of individuals being considered for advancement.
Should an internal candidate be selected, this will likely cause a domino-effect leading to further position vacancies and these are also embraced in the planning process. Replacement charts are helpful to gain an overview of filled and vacant positions, reporting streams, and possible advancement scenarios. This can be done with creative use of basic and inexpensive charting software (often preloaded in most computers).
Companies which encourage staff and managers to keep resumes updated, and which have a process in place for collecting information, will not be caught off-guard when assessment of internal candidates becomes time critical.
All employees who wish to be considered for advancement should be counseled on the importance of keeping fresh information on file regarding job-specific training, relevant education, work or community achievements, assessment results, languages, special areas of expertise, and anything else that would improve the company's ability to build upon the strength of its workforce.
If no internal candidate is acceptable, a search strategy will need to be determined. The higher the level of position and the more confidential the search, the longer the lead time. Outsourcing should be considered, particularly if activity is highly confidential.
Cheerio
Rajat
From India, Pune
101Our economy is one dominated by specialization. The more we depend on the expertise and knowledge of key players in our organizations, the more important it is to forecast changes. Whether these are owners and senior managers, or technical, business development, human resource and even scientific positions, if the position is both critical to the core function of the business and difficult to replace, it should be included in the company's succession planning.
We the HR professionals, often feel like as if we are pulling up the next chance card when we are hit with vacancies due to expansion, resignation, termination, retirement, contract completion, advancement, medical leave, mergers and acquisitions, and a host of other reasons.
A fundamental truth about the high performing organization is that high performers come for the culture...but stay for the manager. Top performers demand systems, work assignments and managers who focus on, encourage, support, and reward high performance.
For leadership/executive planning and development to be successful, it must:
• Link planning and development to business drivers
• Establish accountability for behavior change
• Encourage decision making that leads to value creation
• Provide for coaching with specific goals and action plans
• Shape behavior through effective reward and recognition
• Promote High Performing team behavior
To improve your effectiveness at succession planning and administration. Management Resource Planning formalizes, strengthens, and lends priority to the planning of succession and development alternatives for current and future executives of a company. This review process is the primary vehicle for the planning of executive and leadership continuity and development.
The key issues to be addressed are:
PRESENT STATE - What is the present state of leadership in the organization? Is there adequate coverage for each of the key positions?
FUTURE STATE - How will the organization change and what are the implications for future positions? What skill gaps exist that will impact the future state of the business?
RETENTION ISSUES - What retention issues does the business face? How is the organization dealing with them?
DIVERSITY - What processes are being used to develop them?
ACTION PLAN - What specific results will the organization try to achieve during the coming year to improve the strength of the management resource talent pool?
The Key Processes to done are:
• Review business strategy and implications for position requirements and potential additions, vacancies, etc.
• Review key position requirements
• Develop employee profiles
• Plan for Succession
Scientific Methods:-
There are two methods :-
A. The Markov Matrix is a mathematical chain probability analysis (also called a vacancy chain or transition matrix) which has a wide range of applications.
In HR, a Markov Matrix factors a company's specific history of attrition, length of service, waiting times for advancement, rates of internal promotion and other factors which assist in forecasting vacancies and analyzing the probability of various strategies associated with filling these positions.
B. Succession Wizard software
Often Succession Planning is reactive, ad-hoc and unstructured. But to the extent I am aware of it is all about Leadership, Performance Feedback, Culture and Strategy interwoven to evolve an Integrated approach. I have used Dr Stephen C Scoonover's approach (www.schoonover.com) and Hagburg's approach (www.hcgnet.com) and had used them very successfully in one of my US employer site for their clients.
However I can tell you that there are no shortcuts here and it is a long winding path uphill and steep.
Here are some of the Succession Planning tools sites:
ETWeb Succession Planning
Web-based Software for Talent Management from ExecuTrack
www.executrack.com
Management Audit
Evaluate management capability for selection, development, promotion
www.corporate-insights.org
Succession Planning Tool
Free Download - Org Chart Software. Try it Free
www.orgplus.com
Conclusion:-
Whether simplified or sophisticated tools are used, the most important first step is to make sure the HR Director (or equivalent position) is in the information loop as soon as possible. As vacancies become known or as they are anticipated, internal candidates will need to be evaluated for possible advancement. The HR Director can maintain the necessary level of confidentiality while exploring candidate possibilities in an objective and discreet manner.
Development of position descriptions for key personnel is an important task in the planning process, and although most companies have job descriptions for staff, they frequently lack documentation on top-level and specialist professionals. Even small family businesses will benefit by having these emergency game plans in place.
Proponents of 360º Performance Reviews, with bottom-up or peer level feedback, will find this process provides information which can be used to assess leadership and management potential of individuals being considered for advancement.
Should an internal candidate be selected, this will likely cause a domino-effect leading to further position vacancies and these are also embraced in the planning process. Replacement charts are helpful to gain an overview of filled and vacant positions, reporting streams, and possible advancement scenarios. This can be done with creative use of basic and inexpensive charting software (often preloaded in most computers).
Companies which encourage staff and managers to keep resumes updated, and which have a process in place for collecting information, will not be caught off-guard when assessment of internal candidates becomes time critical.
All employees who wish to be considered for advancement should be counseled on the importance of keeping fresh information on file regarding job-specific training, relevant education, work or community achievements, assessment results, languages, special areas of expertise, and anything else that would improve the company's ability to build upon the strength of its workforce.
If no internal candidate is acceptable, a search strategy will need to be determined. The higher the level of position and the more confidential the search, the longer the lead time. Outsourcing should be considered, particularly if activity is highly confidential.
Cheerio
Rajat
From India, Pune
i am a student of MBA. i am interested in knowing what succession planning actually means. i did read what was posted but foung them to be tools of succession planning.
pls tell me the meaning of succession planning
From India, Mumbai
pls tell me the meaning of succession planning
From India, Mumbai
hi,
In simple words.....
Succession Planning means Training / preparing of a successor to a post... generally higher posts such as CEO when retirement / resignation schedule is known...
and most of the details of succession planning are covered by Rajat's reply
Ajmal Mirza
From India, Ahmadabad
In simple words.....
Succession Planning means Training / preparing of a successor to a post... generally higher posts such as CEO when retirement / resignation schedule is known...
and most of the details of succession planning are covered by Rajat's reply
Ajmal Mirza
From India, Ahmadabad
Thanks Mr Rajat for ur valuable tip. I checked OrgPlus, a software used for Organisational Charting, apart from this I could create various reports for Manpower Planning, Budgeting and Sucession Planning.
Very powerful tool with loads of application.
I think for further information you can contact at
http://www.enzigma.com.
Cheers,
PPC
Very powerful tool with loads of application.
I think for further information you can contact at
http://www.enzigma.com.
Cheers,
PPC
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