Hello All,
I would like to initiate a healthy discussion on the topic of Succession Planning. Firstly, I will share the objective of starting this discussion. I work for a Manpower consulting organization at a mid-level in the UAE. Here, the composition of the team is different compared to India. It is a medium-sized organization with the potential to expand its business to a larger scale.
At this point, I am interested in understanding how we can implement the concept of succession planning to tap into the high potential of internal resources to fill key business leadership positions within the company.
With that in mind, please share the initial steps I should take to make people feel valued in this process (increasing the acceptance factor for execution) and to begin identifying and training them.
Many Thanks,
Vidyalakshmi KV
From India, Madras
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I would like to initiate a healthy discussion on the topic of Succession Planning. Firstly, I will share the objective of starting this discussion. I work for a Manpower consulting organization at a mid-level in the UAE. Here, the composition of the team is different compared to India. It is a medium-sized organization with the potential to expand its business to a larger scale.
At this point, I am interested in understanding how we can implement the concept of succession planning to tap into the high potential of internal resources to fill key business leadership positions within the company.
With that in mind, please share the initial steps I should take to make people feel valued in this process (increasing the acceptance factor for execution) and to begin identifying and training them.
Many Thanks,
Vidyalakshmi KV
From India, Madras
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Dear Vidyalakshmi,
You have provided details of your requirement. Good. Nevertheless, to give a proper reply, we need even more details.
The nature of your business is "Manpower consulting." Does this mean that you are involved in recruitment only, or is there something else you do as well?
The heading and the first sentence of your post mention "Succession Planning." Whom will these staff succeed? When will they succeed? What designation will they hold in the future? What is their current designation?
The second paragraph of your post talks about your company growing. Does this indicate that you aim to train your mid-level managers for higher positions? If so, you may not need succession planning per se, but rather grooming leaders internally.
The third paragraph of your post states, "I strongly believe the internal resources have high potential to fill key business leadership positions in the company." These are your perceptions. What about their views? Do they see themselves as capable of holding higher positions? Do they have the zeal to grow or lead? Have you mapped their present and future competencies? If so, how did you do that?
Lastly, is this your own initiative, or do you have buy-in from your management?
I can assist you with this. However, will your management be willing to hire a consultant from outside? Please check and contact me.
Thanks,
Dinesh V Divekar
"Beware of false knowledge; it is more dangerous than ignorance."
From India, Bangalore
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8225You have provided details of your requirement. Good. Nevertheless, to give a proper reply, we need even more details.
The nature of your business is "Manpower consulting." Does this mean that you are involved in recruitment only, or is there something else you do as well?
The heading and the first sentence of your post mention "Succession Planning." Whom will these staff succeed? When will they succeed? What designation will they hold in the future? What is their current designation?
The second paragraph of your post talks about your company growing. Does this indicate that you aim to train your mid-level managers for higher positions? If so, you may not need succession planning per se, but rather grooming leaders internally.
The third paragraph of your post states, "I strongly believe the internal resources have high potential to fill key business leadership positions in the company." These are your perceptions. What about their views? Do they see themselves as capable of holding higher positions? Do they have the zeal to grow or lead? Have you mapped their present and future competencies? If so, how did you do that?
Lastly, is this your own initiative, or do you have buy-in from your management?
I can assist you with this. However, will your management be willing to hire a consultant from outside? Please check and contact me.
Thanks,
Dinesh V Divekar
"Beware of false knowledge; it is more dangerous than ignorance."
From India, Bangalore
Acknowledge(0)Amend(0)
Dear Vidya,
Since you are in the UAE, you are surely aware of the fact that Succession Planning may not be as structured a process as compared to other mature markets that consider such initiatives as a protocol.
To identify a succession plan, you need to look at the various grade levels in the organization. Once you have a clear map of the various grade levels, link them to the individual performance outcomes on a bi-annual basis. It is important to view marginal differences in performance between employees to chalk out the parameters of a succession plan.
Once the process is finalized and approved by the business stakeholders, identify the various competencies required to make the next cut. These competencies have to identify the skills, knowledge, and behavior required by the role at the next level. Link these competencies to the annual performance.
The most important aspect since it is the UAE; you need to have buy-in from your management on clear guidelines of cases based on VAASTA.
My latest video on Managing talent posted on my website may be able to give you room for more thought. Videos
Regards,
The Training Specialist
From India, Mumbai
Acknowledge(0)Amend(0)
Since you are in the UAE, you are surely aware of the fact that Succession Planning may not be as structured a process as compared to other mature markets that consider such initiatives as a protocol.
To identify a succession plan, you need to look at the various grade levels in the organization. Once you have a clear map of the various grade levels, link them to the individual performance outcomes on a bi-annual basis. It is important to view marginal differences in performance between employees to chalk out the parameters of a succession plan.
Once the process is finalized and approved by the business stakeholders, identify the various competencies required to make the next cut. These competencies have to identify the skills, knowledge, and behavior required by the role at the next level. Link these competencies to the annual performance.
The most important aspect since it is the UAE; you need to have buy-in from your management on clear guidelines of cases based on VAASTA.
My latest video on Managing talent posted on my website may be able to give you room for more thought. Videos
Regards,
The Training Specialist
From India, Mumbai
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E-book on Seven steps on Effective workforce planning.pdf