1. 1 /22 SUCCESSION PLANNING MODEL Agenda 1. What is Succession Planning? 2.Succession & Development Planning Process. 3.Succession Plan Updates 4.Succession Planning Metrics 5.Conclusion

2. 2 /22 1. What is Succession Planning? Succession Planning is the Process of identifying and developing suitable Team Members who are able to replace Key Positions as and when required. In nutshell Strategic Planning will help :- 1.To prepare Team Members for leadership roles and make them ready for new roles as & when need arises. 2.To plan Career Path for talented Team Members. 3.Risk Management.

3. 3 /22 Succession & Development Planning Process

4. 4 /22 Identification of key Positions Succession & Development Planning Evaluation of Potential Replacement Inventory Competency Mapping Individual Development Plan

5. 5 /22 Identification of key Positions Succession & Development Planning Evaluation of Potential Replacement Inventory Competency Mapping Individual Development Plan

6. 6 /22 Definition of key position: A key position is one that exerts critical influence on the organization's activities-strategically, operationally or both. Key Position Criteria 1.Critical Task 2.Specialized Competency 3.Organizational Structure 4.Work Load Identification of Key Positions If answer of any criteria is Yes then it is Critical Position

7. 7 /22 1 2 3 4 Key Positions Identification of Key Positions Identify Key Position

8. 8 /22 Identification of key Positions Succession & Development Planning Evaluation of Potential Replacement Inventory Competency Mapping Individual Development Plan

9. 9 /22 Identification of key Positions Succession & Development Planning Evaluation of Potential Replacement Inventory Competency Mapping Individual Development Plan

10. 10 /22 Evaluation of Potential Prepare High Potential Selection Grid 31 4 2 High Potential Promotion due as per Career Plan Well Placed Last Evaluation Score MEEEFEE Promotion Potential

11. 11 /22 Identification of key Positions Succession & Development Planning Evaluation of Potential Replacement Inventory Competency Mapping Individual Development Plan

12. 12 /22 Identification of key Positions Succession & Development Planning Evaluation of Potential Replacement Inventory Competency Mapping Individual Development Plan

13. 13 /22 Replacement Inventory Key Position- 1 Key Position- 2 Key Position- 3 Key Position- 4 Readiness Scale Successor –1 Successor –1 Ready Now Successor –2 Successor –2 Successor –1 Ready within one year Successor –3 Successor –1 Ready within 2-3 years Prepare Replacement Inventory Priority Position Deptt :

14. 14 /22 Identification of key Positions Succession & Development Planning Evaluation of Potential Replacement Inventory Competency Mapping Individual Development Plan

15. 15 /22 Identification of key Positions Succession & Development Planning Evaluation of Potential Replacement Inventory Competency Mapping Individual Development Plan

16. 16 /22 Competency Profile 0 1 2 3 4 5 6 7 8 123456789101112131415161718192021 Mr. X(Successor) Competency Mapping Training Need Priority Gaps TM s Strengths Position Requirement Competency Mapping

17. 17 /22 Identification of key Positions Succession & Development Planning Evaluation of Potential Replacement Inventory Competency Mapping Individual Development Plan

18. 18 /22 Identification of key Positions Succession & Development Planning Evaluation of Potential Replacement Inventory Competency Mapping Individual Development Plan

19. 19 /22 Individual Development Plan Individual Development Plan (IDP) NamePosition Date Department Supervisor Goals to be achieved Competencies to be learned or acquired Actions to be taken Resources that are needed (money, time, etc.) Time Frame Start Complete Short-range Critical within present position (1 year) Mid-range Important for growth within present or future position (2 years) Long-range Helpful for achieving career goals (3 years) Long-range Helpful for achieving career goals (3 years) Actions will be in the form of Classroom Trg. Management Development Prg. Job Rotation Shadow Projects.

20. 20 /22 Plan Updates Resignations Promotions, & Transfers Changed Interests, Strengths or Development Needs Reorganizations Update Replacement Inventory

21. 21 /22 Succession Plan Metrics Metric –1 Percent of positions with ready replacements Example : Key Positions Identified : 25, Ready Replacements : 10 % of positions with Ready Replacements : 40% Metric-2 Priority positions with limited or no successors Metric –3Percent of positions covered by succession plan process Metric –3 Percent of positions covered by succession plan process Example : Total Positions : 50, Key Positions covered by Succession Plan : 25 % of positions covered by Succession Plan : 50% Metric –4 Number of positions filled internally vs. externally Good (Year wise Trend)

22. 22 /22 Conclusion : To accelerate the development and improve the retention of talented people. This argument is particularly relevant to the development and retention of talented women, a group often neglected in organizations; To identify ongoing needs for replacement and design appropriate training and employee development programs; To increase the pool of talented employees to fill key positions; To add value to the organization's strategic plan and contribute to ongoing business strategies; To ensure individuals receive appropriate developmental opportunities and are successful in their career goals; To ensure that the organization has full access to the intellectual capital of their employees; To improve employee morale and commitment to the organization; and To encourage the development and advancement of the diverse group of employees. This systematic process will enable organization to identify talented employees and provide education to develop them for future higher level and broader responsibilities.