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Career &Succession Planning


Page 1: Career & Succession Planning


Career &Succession Planning

Page 2: Career & Succession Planning

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

Page 3: Career & Succession Planning

TYPES of CAREERS Vertical…traditional…progression


Lateral…functional changes and lateral moves

Boundaryless…switching jobs specialisations,companies,industries,locations

Page 4: Career & Succession Planning

2 part process for career planning and developmentCareer planning is employee centered

involving -self-assessment, -counselling, -choices such as job, role, organisationCareer management is organisation

centered using all functions of HR to align interests and skills of employees with needs of organisation.

Page 5: Career & Succession Planning

Employee and HRM responsibilityEmployee…needs to be proactive(wwwwh)informed,taking opportunities,developing skills (employability )HRM …needs to be


Page 6: Career & Succession Planning

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

Page 7: Career & Succession Planning

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

Page 8: Career & Succession Planning

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

Page 9: Career & Succession Planning

Career process Issues Plateauing Meltdown Dual Careers Work-life balance

Page 10: Career & Succession Planning

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


Page 11: Career & Succession Planning

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).

Page 12: Career & Succession Planning

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


Page 13: Career & Succession Planning

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).

Page 14: Career & Succession Planning

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

Page 15: Career & Succession Planning

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

Page 16: Career & Succession Planning

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

Page 17: Career & Succession Planning

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

Page 18: Career & Succession Planning

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

Page 19: Career & Succession Planning

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.