1. Assurance and Advisory Business Services
November 24, 2018
HUMAN CAPITAL
Succession Management : The Challenges and Opportunities Barttanu Kumar Das Sr. VP and Head-HR Blue Dart Express
November 24, 2018

2. Assurance and Advisory Business Services
November 24, 2018
The Agenda
Need for Succession Management
The Enablers
Framework : Succession, Assessment & Development
Development Initiatives & Programmes
Critical Success factors
November 24, 2018

3. LEADERSHIP PIPELINE : THE CHALLENGES
Assurance and Advisory Business Services
November 24, 2018
LEADERSHIP PIPELINE : THE CHALLENGES
Entry of Young Talents from Management Schools
Increasing demand for talent due to economic growth
Leadership Pipeline Development- Internal
War For Talent
Mobility Of Talents
November 24, 2018

4. BEST COMPANIES DEVELOP LEADERS FROM WITHIN (McKINSEY STUDY )
Assurance and Advisory Business Services
November 24, 2018
BEST COMPANIES DEVELOP LEADERS FROM WITHIN (McKINSEY STUDY )
November 24, 2018

5. Succession Planning … The Basics
Assurance and Advisory Business Services
November 24, 2018
Succession Planning … The Basics
Talent Development Philosophy of the Organization : Long-Term Approach as part of Talent Mgt
Top Management Commitment : Time, Coaching, Review , Opportunities, Exposure
Internal Vs External
Leadership Assessment and Development Framework/Architecture
Ownership at all Leadership Levels
November 24, 2018

6. Developing Successors – The Enablers…
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November 24, 2018
Developing Successors – The Enablers…
A deep conviction: leadership strength is critical to the organization
Culture of growing People from within
Career Management/Planning Process
Individual Career Aspirations process
Consistency and Uniformity
Making People Known and comfortable
November 24, 2018

7. Developing Successors – The Enablers…
Assurance and Advisory Business Services
November 24, 2018
Developing Successors – The Enablers…
Mechanism of catching them young and giving responsibilities/challenges and testing in various situations
Continuous Feedback/ Coaching and Mentoring
Leaders develop leaders
Competitive Compensation and Rewards
Learning and Development opportunities – Best in Class
November 24, 2018

8. TIME AND ENERGY INVESTMENT BY CEO TO THE PROCESS
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November 24, 2018
Devoted between 30-40% of his time in first two years on job to leadership issues, and a good 20% later
“That’s a huge amount of time for a CEO to devote to any single task but I’m convinced it accounts in large part for Allied Signal’s success”
Larry Bossidy
30-40% of his time on people issues
Personally reviewed top 400 people; involved in selection and compensation for 125 in detail,
Jack Welch
40% of his time on people issues
2 months each year spent on reviewing top 550 managers
“There’s nothing I do that’s more important. I spent 80 hours preparing for the people reviews – its more important than our budgeting reviews”
Wayne Calloway
November 24, 2018

9. Assurance and Advisory Business Services
November 24, 2018
Succession Planning Framework
Initiate
Identify
Develop
Evaluate
Define scope and establish accountabilities
Identify critical positions
Identify candidates and competency gaps
Provide leadership Trg/Exp/ Coaching
Review process and evaluate the effectiveness
Gain commitment from senior management for the process
Define scope of succession planning (in terms of levels for which applicable)
Establish accountabilities
Identify key jobs: Business Critical Positions
The above to be aligned with retirement, business growth, Career Plans, attrition, scarce skill sets and future risks of loosing etc
List high performing high potential candidates
3/3 Matrix
Assess candidates against competencies for target jobs and identify competency gaps
Develop training and development programs for individuals which include
Job rotation
Job enrichment
Special Projects
Shadow Running
Development programs
Establish a review schedule for the succession plan
Develop metrics for evaluating effectiveness of the process
November 24, 2018

10. Leadership Assessment and Development Framework
Competency Model/
Framework
Review and Feedback
System
Assessment / Evaluation
Robust Performance Mgt System
- Assessment and Development Center
Leadership Profiling
360-degree Feedback
Leadership Programmes
Planned input at all important career change
Coaching & Mentoring
Projects
November 24, 2018

11. A Development Framework….
Leadership competency framework a
Assessment and development center/ 360-Degree Feedback
Leadership Profiling through Leadership Assessment Tools
Conduct of assessment and development centre/ 360-degree
Administration of The Tool
Assessment of Leadership Potential and Identification of gaps and development needs
Preparation of individual Reports and recommended interventions/Positions
Follow-up on development initiative
November 24, 2018

12. Some Development Initiatives
Assurance and Advisory Business Services
November 24, 2018
Some Development Initiatives
On-the-job training
Regular review of high potential Talent
Stretch Assignments
Mentoring
In-house Development Programs
External Training programs
Talent Development Initiatives
Exposure to senior managers
Coaching
Job Shadowing
External Certifications
On-line learning programs
Rotational assignments
November 24, 2018

13. Planned Leadership Programmes
Assurance and Advisory Business Services
November 24, 2018
Planned Leadership Programmes
LDP-1
LDP-2
LDP-4
LDP-3
First Time Leaders
Business Leaders
Profit Centre/Functional Heads
Leaders of Leaders
First
level
management
positions
Preparation for general
management
positions
Preparation
for senior
leadership
positions
Preparation
for
company key
positions
Management of
others
Leadership Qualities
Business
Leadership
Strategy for Growth & Transformation
Local
G-Local
G-Local
Global
November 24, 2018

14. LEADERS DEVELOP FUTURE LEADERS
Assurance and Advisory Business Services
November 24, 2018
LEADERS DEVELOP FUTURE LEADERS
It is not enough to have leaders. Leaders need to develop leaders under them. Winning organizations have leaders at every level
Top Management spends quality time with Top performers – To be led by CEO of the Orgn
Needs to be part of KRA/Individual Goals
Developing others – a part of Orgn Culture
Continuous feedback to all leaders in terms of their ‘Leadership and Supervisory Style’
November 24, 2018

15. DEVELOPMENT PLAN: RESPONSIBILITY CENTER
- Identify areas
of development
- Individual to work
alone
- Identify initiatives
for the individual &
the Organization
Provide all support
Organize intervention
for the individual
- Review after one year
- Identify the
Organisational
gaps
- Organize
level intervention
Individual Plans :
Responsibility of
Individual
Individual Plans :
Responsibility of
Individual & Orgn.
Organizational level plan :
Responsibility of
Orgn.
November 24, 2018

16. Assurance and Advisory Business Services
November 24, 2018
“ At the end of the day
you bet on People not on Strategies”
Larry Bossidy
CEO-Allied Signals
November 24, 2018

17. Assurance and Advisory Business Services
November 24, 2018
Q & A
November 24, 2018