3.abdullah - 89
TRANSCRIPT
-
8/9/2019 3.Abdullah - 89
1/21
Succession Planning NSM 2003
The Practical Approach towardsThe Practical Approach towards
Succession PlanningSuccession Planning
Abdullah LinAbdullah Lin
Finisar Malaysia Sdn BhdFinisar Malaysia Sdn Bhd
-
8/9/2019 3.Abdullah - 89
2/21
Succession Planning NSM 2003Succession Planning NSM 2003
Quotable QuoteQuotable Quote
"From now on, choosing my successor is the most important"From now on, choosing my successor is the most important
decision I'll make. It occupies a considerable amount ofdecision I'll make. It occupies a considerable amount of
thought almost every day."thought almost every day."
-- Jack Welch, CEO, GEJack Welch, CEO, GE
( Quote from 1991 speech( Quote from 1991 speech----9 years before his anticipated9 years before his anticipated
retirement)retirement)
-
8/9/2019 3.Abdullah - 89
3/21
Succession Planning NSM 2003Succession Planning NSM 2003
What is Succession Planning?
The process of developing the right peopleThe process of developing the right people
to fill the leadership positions for futureto fill the leadership positions for futurestrategic tasks.strategic tasks.
-
8/9/2019 3.Abdullah - 89
4/21
Succession Planning NSM 2003Succession Planning NSM 2003
1.1. Abruptly, where a major player leaves and his or herAbruptly, where a major player leaves and his or her
position has to be filled.position has to be filled.
2.2. Prudently, an employee is targeted for anotherPrudently, an employee is targeted for another
position and is groomed to take over.position and is groomed to take over.
3.3. Successfully, there exists an ongoing function inSuccessfully, there exists an ongoing function inwhich an organization consistently prepares for itswhich an organization consistently prepares for its
future needs while producing to meet todays plan.future needs while producing to meet todays plan.
Forms of Succession PlanningForms of Succession Planning
-
8/9/2019 3.Abdullah - 89
5/21
Succession Planning NSM 2003Succession Planning NSM 2003
The ObjectiveThe Objective
To establish a dynamic, onTo establish a dynamic, on--going process ofgoing process of
identifying, assessing and developing potentialidentifying, assessing and developing potential
successors into the key positions identified bysuccessors into the key positions identified bymanagement team.management team.
-
8/9/2019 3.Abdullah - 89
6/21
Succession Planning NSM 2003Succession Planning NSM 2003
Succession Planning FlowSuccession Planning Flow
Key Position
Identification and Buy-off
Competency Model
Design
Potential Successors
Identification and Buy-off
Potential Successor
Gap Analysis
Potential Successor
Development
On-going Changes
Technology Development
On-going Changes
Resignation/Low Performance
-
8/9/2019 3.Abdullah - 89
7/21
Succession Planning NSM 2003Succession Planning NSM 2003
Overview with Management TeamOverview with Management Team
Overview with individual DivisionsOverview with individual Divisions
Compilation of Key PositionsCompilation of Key Positions
Approval of key positions by Mgmt TeamApproval of key positions by Mgmt Team
Detailed discussion with IncumbentsDetailed discussion with Incumbents
Development Plans for SuccessorsDevelopment Plans for Successors
Project PhasesProject Phases
-
8/9/2019 3.Abdullah - 89
8/21
Succession Planning NSM 2003Succession Planning NSM 2003
MajorMajor impactimpact on the organization in his or heron the organization in his or her
absenceabsence toto contributecontribute
Impact on company revenueImpact on company revenue
Availability of replacement in worldwideAvailability of replacement in worldwide
marketmarket
Contribution to core businessContribution to core business
What is Key Position?What is Key Position?
-
8/9/2019 3.Abdullah - 89
9/21
Succession Planning NSM 2003Succession Planning NSM 2003
Mandatory Key PositionsMandatory Key Positions
Expat PositionsExpat Positions
Selective Positions by Management TeamSelective Positions by Management Team
Technical Ladder ParticipantsTechnical Ladder Participants
Module ManagersModule Managers
Others (as identified by Heads of Division)Others (as identified by Heads of Division)
Types of Key PositionsTypes of Key Positions
-
8/9/2019 3.Abdullah - 89
10/21
Succession Planning NSM 2003Succession Planning NSM 2003
The understudy of the approved expat positionsThe understudy of the approved expat positions
MUST be a MalaysianMUST be a Malaysian
Specify duration of grooming to take placeSpecify duration of grooming to take place
Show a training planShow a training plan
Mandatory: Expat PositionsMandatory: Expat Positions
-
8/9/2019 3.Abdullah - 89
11/21
Succession Planning NSM 2003Succession Planning NSM 2003
To buy off Succession Planning processTo buy off Succession Planning process
To buy off key position listTo buy off key position list
To buy off name list of potential successorsTo buy off name list of potential successors
To provide full support in the successfulTo provide full support in the successful
implementation of programimplementation of program
Management ResponsibilitiesManagement Responsibilities
-
8/9/2019 3.Abdullah - 89
12/21
Succession Planning NSM 2003Succession Planning NSM 2003
Provide two (2) names of potential successorsProvide two (2) names of potential successors
Discuss with HR on job competenciesDiscuss with HR on job competencies
Gauge current level of successor competenciesGauge current level of successor competencies
Identify competency gaps of successorsIdentify competency gaps of successors
HR gets endorsement from Heads of DivisionHR gets endorsement from Heads of Division
Incumbent ResponsibilitiesIncumbent Responsibilities
-
8/9/2019 3.Abdullah - 89
13/21
Succession Planning NSM 2003Succession Planning NSM 2003
To keep up high performanceTo keep up high performance
To learn and achieve the required competencies
To learn and achieve the required competencies
To improve their communication skillsTo improve their communication skills
To provide confidence to managementTo provide confidence to management
Successor ResponsibilitiesSuccessor Responsibilities
-
8/9/2019 3.Abdullah - 89
14/21
Succession Planning NSM 2003Succession Planning NSM 2003
Immediate backImmediate back--up of Incumbentup of Incumbent
Potentials outside the functional areaPotentials outside the functional area
Promising candidates at lower levels in thePromising candidates at lower levels in the
organizationorganization
Potential Successor CriteriaPotential Successor Criteria
-
8/9/2019 3.Abdullah - 89
15/21
Succession Planning NSM 2003Succession Planning NSM 2003
Use Annual Performance Appraisal FormUse Annual Performance Appraisal Form
Key Result Areas (KRAs) MUST includeKey Result Areas (KRAs) MUST include
competency development to succeed thecompetency development to succeed the
Incumbent PositionIncumbent Position
NOTE: We will focus for development on theNOTE: We will focus for development on the
people, not the positions.people, not the positions.
Successor ReadinessSuccessor Readiness
-
8/9/2019 3.Abdullah - 89
16/21
Succession Planning NSM 2003Succession Planning NSM 2003
Progress Status Expat to MalaysianExpat to Malaysian
Approximately 30 % metApproximately 30 % met
Malaysian to MalaysianMalaysian to Malaysian
Approximately 60% metApproximately 60% met
-
8/9/2019 3.Abdullah - 89
17/21
Succession Planning NSM 2003Succession Planning NSM 2003
There are situations whereby there are noThere are situations whereby there are no
available potential successors resulting in longeravailable potential successors resulting in longer
inin--house development or external hire:house development or external hire:
Fast Track Programs e.g. YMGP, MA, PostGradFast Track Programs e.g. YMGP, MA, PostGrad
InternshipInternship
External hire (must be Malaysian)External hire (must be Malaysian)
Blank Spots for SuccessorBlank Spots for Successor
-
8/9/2019 3.Abdullah - 89
18/21
Succession Planning NSM 2003Succession Planning NSM 2003
Issues Understanding the competenciesUnderstanding the competencies
Selecting the right competenciesSelecting the right competencies
Scope of planScope of plan
Communication of planCommunication of plan
Unclear with program objectiveUnclear with program objective
Job PriorityJob Priority
ResignationResignation -- incumbent or successorincumbent or successor
Time LagTime Lag -- sourcing and fillingsourcing and filling
-
8/9/2019 3.Abdullah - 89
19/21
Succession Planning NSM 2003Succession Planning NSM 2003
Recommendations
Avoid assumptionAvoid assumption
Regular followRegular follow--up, at least once a quarterup, at least once a quarter
Minimise changes (Competencies,KRA, etc)Minimise changes (Competencies,KRA, etc) OnOn--going Management Reviewgoing Management Review
Identify both Visible and Invisible workersIdentify both Visible and Invisible workers
Consider both upward and lateral
Consider both upward and lateralsuccessionsuccession
Minimize pinchingMinimize pinching
-
8/9/2019 3.Abdullah - 89
20/21
Succession Planning NSM 2003Succession Planning NSM 2003
Accurate understanding of workforceAccurate understanding of workforce
Value the talents within the organizationValue the talents within the organization
OpenOpen--minded and objective Incumbentsminded and objective Incumbents
Balanced focus on technical and soft skillsBalanced focus on technical and soft skills
OnOn--going progress monitoringgoing progress monitoring
ConclusionConclusion
-
8/9/2019 3.Abdullah - 89
21/21
Succession Planning NSM 2003
Q & AQ & AAbdullah bin LinAbdullah bin Lin
Human Capital Development ManagerHuman Capital Development Manager
Finisar Malaysia Sdn Bhd.Finisar Malaysia Sdn Bhd.
[email protected]@finisar.com
Tel: 05Tel: 05--29080062908006
www.finisar.comwww.finisar.com