Download presentation
Presentation is loading. Please wait.
Published byElvin Leslie Matthews Modified over 6 years ago
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…
Assurance and Advisory Business Services 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
Assurance and Advisory Business Services 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
Similar presentations
© 2025 SlidePlayer.com. Inc.
All rights reserved.