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JIS COLLEGE OF ENGINEERING CMS By-KOUSHIK DUTTA Career &Succession Planning

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Career &Succession Planning

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  • 1. JIS COLLEGE OF ENGINEERING CMS By-KOUSHIKDUTTA Career &Succession Planning
  • 2. Career Planning A systemic and integrated approach to career development Career development as a HR strategy in a competitive environment Career Planning as a retention strategy Alignment of career planning with strategic objectives of the organisation
  • 3. TYPES of CAREERS Verticaltraditionalprogression upwards Lateralfunctional changes and lateral moves Boundarylessswitching jobs specialisations,companies,industries,locations
  • 4. 2 part process for career planning and development Career planning is employee centered involving -self-assessment, -counselling, -choices such as job, role, organisation Career management is organisation centered using all functions of HR to align interests and skills of employees with needs of organisation.
  • 5. Employee and HRM responsibility Employeeneeds to be proactive(wwwwh) informed, taking opportunities, developing skills (employability ) HRM needs to be informing,encouraging,supporting
  • 6. Business Strategy and Career Planning and Development As an investment with a return Organisational environment to support development Infrastructure to support training and ongoing career guidance Analysis of development needs Coaching, mentoring and leadership Monitoring process (HRIS) Clear commitment by organisation to on-going learning
  • 7. Succession planning Leadership identification Limited potential labour pool Cost and investment and potential pay-off (increasing mobility of competent executives) Gender differences in leadership aspirations
  • 8. The Development Cycle Career planning and development as cyclical and dynamic. There are five key phases: Identify competencies required Diagnose strengths and developmental needs (See selection techniques such as Assessment Centres) Deliver feedback to the individual Implement developmental plan with individual priorities Create organisational process to measure the success of the developmental plan at individual and organisational levels
  • 9. Career process Issues Plateauing Meltdown Dual Careers Work-life balance
  • 10. Career growth factors Performance expectations Exposure to senior management Qualifications Employer of choice (EOC) Nepotism Mentors International experience Language skills IT & technology skills Networking Goal setting See Stone 2006 Managing HR 1edn.for more detailed discussion
  • 11. The success profile The success profile is Behaviourally defined competencies. Competencies are Behaviours, knowledge, motivations that determine job success (CCH Master guide, 2004, p.378).
  • 12. Competencies Competencies will derive from organisational requirements and objectives and specific job analysis Competencies are always defined behaviourally are the measure of success and effective performance (above average) measured by psychometric and survey techniques
  • 13. Succession Planning and Talent Management Definition of Succession Planning as the method to determine the replacement of senior managers Usually a systematic process of identifying position replacements best suited to relatively stable work and organisational environments Often deriving from expert decision makers (qualitative judgement).
  • 14. Succession Planning (Cont) Should be an objective process but in danger of subjectivity and bias, e.g. favouritism, old- boy network, elitism and cultural orthodoxy Often best suited to large hierarchical organisations in more conventional businesses Changes coming out of technology, globalisation and competitive forces
  • 15. Talent management and human capital Changes to succession planning so that programs become Transparent and open Supported by all management Comprehensive assessment of performance, particularly with objective techniques, and Identified as a key organisational strategy
  • 16. Transformation of succession planning Changes brought about by external pressures as well as organisational streamlining, flatter structures, high expectations from talented individuals, decline in loyalty Questions: Why do you think there is a decline in loyalty in organisations today?Should you make your move or wait for the organisation to take initiative
  • 17. Research findings Taylor, 2001 survey indicated succession planning was a relatively recent activity in 75% of organisations Succession management was seen as effective where the support of senior management was strong and line management participated in identifying talented candidates Two major sources of data were recommendations and performance management data Most organisations did not use objective measures such as psychometrics or assessment centres
  • 18. Human Capital Theory and talent management Human Capital as investment and major asset to be developed internally more than recruited externally Human Capital theory emphasises: Talent (exceptional behaviour in exceptional circumstances) Intelligence and intellectual agility in problem solving Knowledge and knowledge acquisition as personal competency
  • 19. Human Capital Theory and talent management (Cont) Abilities identified on recruitment, developed continuously (HRD), specific emphasis on established ability and the capacity to develop Potential for development, interest and personal commitment to development.