I’m working in the Leading human Resource software company, want to know entire detail about succession planning.Can anybody guide me with sample example.
From India, Pondicherry
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From India, Pondicherry
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Dear Deepika,
Succession planning is quite comprehensive and can last for a couple of years. It is essential to groom employees so that they can effectively execute future roles. To achieve this, it is important to identify their future competencies and begin grooming them in those areas. Succession planning can help reduce employee attrition to some extent.
However, high employee attrition can disrupt the success of succession planning. What is the point of having a succession plan if employees do not stay with the company? Therefore, it is crucial to first take steps to control attrition rates.
I am prepared to provide training and consulting services on succession planning. Please note that my services are paid. Kindly discuss with your management to confirm their willingness to utilize my services.
If you are interested in learning more about my training activities, you can access my previous post by clicking [here](https://www.citehr.com/294566-freelance-trainers-required.html#post1330568).
Thank you,
Dinesh V Divekar
From India, Bangalore
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8029Succession planning is quite comprehensive and can last for a couple of years. It is essential to groom employees so that they can effectively execute future roles. To achieve this, it is important to identify their future competencies and begin grooming them in those areas. Succession planning can help reduce employee attrition to some extent.
However, high employee attrition can disrupt the success of succession planning. What is the point of having a succession plan if employees do not stay with the company? Therefore, it is crucial to first take steps to control attrition rates.
I am prepared to provide training and consulting services on succession planning. Please note that my services are paid. Kindly discuss with your management to confirm their willingness to utilize my services.
If you are interested in learning more about my training activities, you can access my previous post by clicking [here](https://www.citehr.com/294566-freelance-trainers-required.html#post1330568).
Thank you,
Dinesh V Divekar
From India, Bangalore
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Dear Deepika,
Map the age profile of employees. This will indicate the number of employees above 50 years of age. The positions held by these people will require your immediate attention because if the age of superannuation is 58 years, then you have just 8 years to identify and train a person to perform his function/role. However, it also depends on the job he is performing, whether it is a crucial role or not. For example, if the employee holds senior positions in Marketing, Operations, Finance, HR, etc.
Identify potential employees within the organization, minimum 3 employees, and inform them about your succession planning ideas for the position wherein the employee has crossed 50 years. Groom them, inform the person for whom you are planning for succession that he needs to impart the knowledge in a phased manner (Starting from routine jobs to the more complex ones handled by him including the critical aspects) acquired by him over the years to ensure a smooth transition.
Assess the progress made on a quarterly basis. Obtain feedback from the person for whom you are planning for succession. Over a period of 2 years, you will have an idea as to who can be considered for the position amongst the three persons identified by you. Impart more rigorous training (complex and confidential tasks). Make him the deputy to the position you are planning for succession after 4 years. By the time the employee departs at 58 years, you will have a fully trained person. In the event the person whom you have identified for succession leaves during the 8-year period, you always have 2 backups identified by you.
Sometimes you may not be able to identify people within the organization for succession planning. In such a case, you may have to hire one and train him, but retaining him will be very important. You may come across instances wherein the employee for whom you are planning for succession will not share all the knowledge gained by him owing to the fear of losing power. You need to monitor such signs and take corrective actions.
Please also note when companies recruit employees from the campus, the age profile of candidates will be the same. Touch wood if all these candidates stay on in the organization, many vacancies will fall during a particular year. This phenomenon will be prone amongst employees in the workmen category. Critical skills gained by them during the long periods of service will be lost in the year they leave. So plan for multiskill training wherein the workmen acquire different skills and do not stick to one department or work centre.
To ensure all this, you need to have a clear career plan made available to employees to know what are the requisites for each level and how they can progress and elevate themselves in the organization.
I have shared some of my views as the subject for discussion is very elaborate.
Feel free to contact me at kannanmv@vsnl.net.
M.V. KANNAN
From India, Madras
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Map the age profile of employees. This will indicate the number of employees above 50 years of age. The positions held by these people will require your immediate attention because if the age of superannuation is 58 years, then you have just 8 years to identify and train a person to perform his function/role. However, it also depends on the job he is performing, whether it is a crucial role or not. For example, if the employee holds senior positions in Marketing, Operations, Finance, HR, etc.
Identify potential employees within the organization, minimum 3 employees, and inform them about your succession planning ideas for the position wherein the employee has crossed 50 years. Groom them, inform the person for whom you are planning for succession that he needs to impart the knowledge in a phased manner (Starting from routine jobs to the more complex ones handled by him including the critical aspects) acquired by him over the years to ensure a smooth transition.
Assess the progress made on a quarterly basis. Obtain feedback from the person for whom you are planning for succession. Over a period of 2 years, you will have an idea as to who can be considered for the position amongst the three persons identified by you. Impart more rigorous training (complex and confidential tasks). Make him the deputy to the position you are planning for succession after 4 years. By the time the employee departs at 58 years, you will have a fully trained person. In the event the person whom you have identified for succession leaves during the 8-year period, you always have 2 backups identified by you.
Sometimes you may not be able to identify people within the organization for succession planning. In such a case, you may have to hire one and train him, but retaining him will be very important. You may come across instances wherein the employee for whom you are planning for succession will not share all the knowledge gained by him owing to the fear of losing power. You need to monitor such signs and take corrective actions.
Please also note when companies recruit employees from the campus, the age profile of candidates will be the same. Touch wood if all these candidates stay on in the organization, many vacancies will fall during a particular year. This phenomenon will be prone amongst employees in the workmen category. Critical skills gained by them during the long periods of service will be lost in the year they leave. So plan for multiskill training wherein the workmen acquire different skills and do not stick to one department or work centre.
To ensure all this, you need to have a clear career plan made available to employees to know what are the requisites for each level and how they can progress and elevate themselves in the organization.
I have shared some of my views as the subject for discussion is very elaborate.
Feel free to contact me at kannanmv@vsnl.net.
M.V. KANNAN
From India, Madras
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