1. Career Development & Succession Planning (CDSP)
Talent Management
Career Development & Succession Planning (CDSP)

3. Integrated Approach BUSINESS STRATEGY RESULTS BUSINESS Recruitment &
Selection
Career
Management
Performance
Management
BUSINESS
STRATEGY
RESULTS
BUSINESS
Rewards
Management
Talent
Management
Training
&
Development
Senior
Management
Development
Succession
Planning
July 11, 2007
swati Smita

4. Aim
Foster a process of building leadership capability across the lines of business / support functions
The emphasis is on developing a broad spectrum of talent within the management ranks so that the availability of internal talent will not be a constraint to the organization's strategic direction
Identify the key leadership success factors
July 11, 2007
swati Smita

5. Outcomes Retention and development of high potential employees
Builds internal staff capabilities (bench strength) for the emerging organizational demands
Maps various succession options
Facilitates developmental moves across the organization
Establishes a professionally managed organization with the systems in place to ensure that it will have effective leaders going forward
July 11, 2007
swati Smita

6. Contemporary Issues: Changing Nature of Work & Organization
Demographics (net-generation, diversity)
Globalization
Technology
Redefined concept of ‘Loyalty’
Challenges in differentiating high performers from poor performers
Wanted Rapid career progression
July 11, 2007
swati Smita

7. Talent Management BUSINESS STRATEGY RESULTS BUSINESS Recruitment &
Selection
Career
Management
Performance
Management
BUSINESS
STRATEGY
RESULTS
BUSINESS
Rewards
Management
Talent
Management
Training
&
Development
Senior
Management
Development
Succession
Planning

8. Early Models of CD
Walker, 1973
July 11, 2007
swati Smita

9. Early Models of CD (Cont.)
Reif & Newstro, 1974
July 11, 2007
swati Smita

10. Career Active System Triad (CAST) Baruch (2004)
Level
Individual
Organization
Values
Aspirations
Philosophy / Strategy
Approaches
Attitudes
Policies
Behaviors
Actions
Practices
CAST integrates individual and organizational focus to career development – it is an active system
CAST is set at the three level of analysis –
Values - The basic underlying level – the principle, ,orals, culture – forms the roots from which the other levels emerge.
Approaches and assumptions – translates those values into the third level,
Behavior - Action and practice.
Serve as the framework for the discussion and for providing the balanced view point
July 11, 2007
swati Smita

11. Elements of Career Management
Individual (Self) Assessment of Abilities, Interests, career need and goals
Organizational Assessment of employee abilities and potential
Communication of information concerning career opportunities with the organization
Career Counseling to set realistic goals and plan for their attainment
self-exploration and analysis – self assessment (e.g. workshops, tailor made work books by IBM, Xerox, GM & GE) – we can also develop same at our end
Accurate assessment – AC, biographical information, PMS and current job history
Informal or formal?
Informal – employee learn about career development opportunities from their supervisors within the context of developmental performance appraisal and interviews.
Formal – traditional/behavioral career paths identified and communicated through work-books etc
Possible career directions, possible career advancements, specific job vacancies
Developmental performance appraisal interviews, identify gaps and developmental opportunities
July 11, 2007
swati Smita

12. Talent Management BUSINESS STRATEGY RESULTS BUSINESS Recruitment &
Selection
Career
Management
Performance
Management
BUSINESS
STRATEGY
RESULTS
BUSINESS
Rewards
Management
Talent
Management
Training
&
Development
Senior
Management
Development
Succession
Planning

13. Succession Planning -Definition
Strategic, systematic and deliberate effort to develop competencies in potential leaders through proposed learning experiences such as targeted rotations and educational training in order to fill high-level positions without favoritism (Mathew Tropiano, 2004)
Deliberate and systematic effort by an organization to ensure leadership continuity in key positions and encourage individual advancement (St-Onge, Mercer)
A structured process involving the identification and preparation of potential successors to assume a new roles
Structured – process having some reliable structure and/or custom and not ‘just-in-time’ identification of successor
Identification & preparation -
July 11, 2007
swati Smita

14. WHAT IS SP? Why SP? Constant change planning
An organizational journey, not a project
Ensuring continuity of leadership
Identifying gaps in existing talent pool
Identifying and nurturing future leaders
Why SP?
Organization supersede Individuals
– visionaries are those who groom their young ones to take the lead position and to take the cause of organization forward
July 11, 2007
swati Smita

15. Succession Planning Model
Results
Talent Driven culture
Accelerated Development
Vision for future advancement
Education and Training
Self Development
Accountability
Measurability
Competency driven Strategically Targeted Rotational Assignments
Future Competencies Needed Aligned with Strategic Plan
CEO/ Leadership Commitment & Involvement
Succession Planning Model
Ref: Troopiano, 2004
July 11, 2007
swati Smita

16. Challenges in SP
July 11, 2007
swati Smita

17. Source: Aberdeen Group, September 2006
Benefits of SP
Source: Aberdeen Group, September 2006
Tells about
the extent to which leadership job openings can be filled from the internal pool
the av. no. of qualified candidates for each leadership position
the number of positions with two or more ‘ready now’ candidates
the attrition rate from the succession pool
July 11, 2007
swati Smita

18. Link to strategy as more aspirational than actualized – even in best practice companies
Garman & Gllawe, 2004
July 11, 2007
swati Smita

19. Top level succession planning different
July 11, 2007
swati Smita
Garman & Gllawe, 2004

20. Remember
Succession plan may be expected practice – its absence is more a curse than its presence a blessing
Succession program should limit their focus to linch-pin positions – those considered most critical to the organization’s need.
July 11, 2007
swati Smita

21. BEST PRACTICES in CDSP: CASE STUDIES

22. Case 1: Petrofac Learning and Development Team in Aberdeen
Investor in People (IiP) company
Competent Person Profile (CPP)
This framework of competence allows all staff with potential to be measured against the higher level positions in the organization
a development plan designed and implemented and thus contribute to the Succession Plan for the company as a whole. 
Petrofac award-winning and industry-accredited competence assurance scheme called the Competent Person Profile (CPP)
July 11, 2007
swati Smita
June 1,

23. Case 2: Novartis-China
Four core Principles towards identifying and developing talents
Grow leaders from within Novartis
Fill 70% of the position with internal associates
Each associate has a developmental plan
Each associate has minimum two career and development discussions per year
Engage:
1. Develop talent through traditional, but world class, training and on-the-job learning. E.g. BiMBA development program (Beijing International MBA program and is a Sino-US educational join venture at Peking University), leadership training through two axis – from global to local through localised corporate programmes and though global Novartis corporate learning programmes
July 11, 2007
swati Smita

24. + = X Leadership Job A Pipeline of Experiences Leaders to Talent
Grow the
Business
Leadership
Talent
Job
Experiences
Continuous
Learning + = X
Processes and Tools
Leadership standards/values and behaviors
Functional Competency Models
Executive Interview guides
Manager’s Toolkit for Assessing and Developing Potential
Processes and Tools
Organization and talent Review Process (OTR)
Talent Management System (TMS)
Talking Talent
Career Maps
Performance Management System
Processes and Tools
Learning Programs
Accelerated Developmental Programs
Mentoring
360o Feedback
Development Planner
LD at Novartis (Cont.)
July 11, 2007
swati Smita

25. LD at Novartis-China (Cont.)
Engaging Internal Talent
Provide Training
Deploy talent in new, exciting and ‘stretch’ assignments and provide clearly defined career paths
Connecting employees so that they can learn from their experienced peers and other professionals
Engage:
Develop talent through traditional, but world class, training and on-the-job learning. E.g. BiMBA development program (Beijing International MBA program and is a Sino-US educational join venture at Peking University), leadership training through two axis – from global to local through localized corporate programs and though global Novartis corporate learning programs
Manager’s Toolkit for Assessing and Developing Potential, Organization and Talent Review (OTR), includes “Talent Management System” and “Talking Talent”. 5 main mechanism to enhance continuous learning -- learning programs, accelerated development programs, mentoring, 360o feedback and development planner.
July 11, 2007
swati Smita

26. Case 3: Research on Best Practices
Best Practice Partners – 5 companies
Dell Computers
Dow Chemical Company
Eli Lilly and Company
Pan Canadian Petroleum
Sonoco Global Products
Ref:
Fulmer (2002) Choose Tomorrow’s Leaders Today: Succession planning grooms firms for success
July 11, 2007
swati Smita

27. Best Practices: What they did right
Effective succession management is a journey – not a destination
Deployed a Succession Management Process
succession management is continuous annual process
Business units responsible for ‘deliverables’
HR typically responsible for the tools and processes
Technology to facilitate the process (short, simple and flexible)
Identified the Talent Pool
cyclic continuous identification process
used core set of leadership and succession management competencies
Talent assessment – semi transparent process
Engaged the Talent Pool
IDPs for each employee
developmental Activities – special assignments, action learning, web-based development activities
Monitoring & Assessing
method of assessment to monitor the succession planning process
July 11, 2007
swati Smita

28. Recommendations from their exp.
Keep the process simple
Engage technology to support the process
Align succession management within overall business strategy
Secure senior level support for the process
The last two suggest that there is ‘virtuous cycle’ when the succession system supports corporate strategy in a tangible way
July 11, 2007
swati Smita