designing succession systems for new competitive realities
TRANSCRIPT
PRESENTERSPRESENTERS ANUM ALVIANUM ALVISADIA MALIK AWAANSADIA MALIK AWAANAYESHA SALEEMAYESHA SALEEM
Welcome To Welcome To Our PresentationsOur PresentationsOn On Strategic Human Resources Strategic Human Resources ManagementManagement Topic: DESIGNING SUCCESSION Topic: DESIGNING SUCCESSION SYSTEMS FOR NEW SYSTEMS FOR NEW COMPETITIVE REALITIESCOMPETITIVE REALITIES
What is Succession Planning ?What is Succession Planning ? Succession planning involves Succession planning involves identifying key management identifying key management positions that the organization positions that the organization cannot afford to have vacant. cannot afford to have vacant.
To designing succession systems for a new competitive realities, we must have needed following task
Driving the changes New succession Planning Paradigm Design the shift Design Issues to be addressed Analyzing Succession Models Analyzing Phase Determine how it will work
Driving the changesDriving the changesSuccessions That provide leadership Successions That provide leadership
continuity in place in many organizations.continuity in place in many organizations.
Installed when organizations were more stable , Installed when organizations were more stable , competitive forces were much less global and competitive forces were much less global and turbulent job security and career predictability were turbulent job security and career predictability were higher individual development.higher individual development.
ReengineeringReengineeringIncreasing global outsourcingIncreasing global outsourcingNewer computing technologyNewer computing technology Rising diversity issuesRising diversity issues
New succession Planning Paradigm.New succession Planning Paradigm.
BUSINESS BUSINESS
From •Organizational pyramids with multiple layers.•Desire for “seasoned” leaders.
•Stability.
To•Flatter organization structures.
•Want the “Seasoning” developed sooner in careers.•Flexibility with faster market responsiveness.
New succession Planning New succession Planning Paradigm.Paradigm.Succession System.Succession System.
From • Groom a backup for each
position• Specially disciplines in
candidates • Business unit autonomy
• Company direct and controls career.
• “Promises”• Promote from within when
fully qualified
To• Develop pools of broadly
qualified candidates; have positions pools.
• More broadly disciplined candidates.
• More centralization and integration of systems and information.
• Individual sets career direction.
• No ”Promises” • Promote when about 70%
qualified hire less experienced talent at entry level
Design the shift#1Design the shift#1 Core Capabilities/ Competencies. Core Capabilities/ Competencies.
Identifying the core capabilities of businessReplacement charting
Design the shift#2Design the shift#2Candidate choiceCandidate choice Employees to take more responsibility for their
own individual career development
Design the shift#3Design the shift#3Competency-Focused DevelopmentCompetency-Focused Development
•More focus on learning competencies•stress upon learner opportunities•more feedback rich development assessmentIndustry knowledge
Design the shift#4Design the shift#4More CommunicationMore Communication
Entire process more openNo silent “tap on the shoulder”Secrecy leads to paranoia
Design the shift#5Design the shift#5 Continuous ReviewContinuous Review •more continuous process•On quarterly basis
Design Issues to be addressedDesign Issues to be addressed• applicable on entire organization•Must meet other HR needs and functions •Owned by senior management •Contribute to success•Prepare employees/ leaders
Moving from concept to realityMoving from concept to realitySuccession Planning at Succession Planning at ComEdComEd
revenue electric companyNew vision“to become leading national
energy service provider”
Goals for Redesigning Goals for Redesigning Succession SystemSuccession SystemProvide minimum two to three candidates
that are “ready now”Written development planExternal recruitment or internal
accelerated development and mentoring increase employment of minority and female
Competency assessments360 degree feedback assessmentReview effectiveness of succession
planning
Analyzing Succession ModelsAnalyzing Succession ModelsStrategic ModelStrategic Model
* * Strategic GoalsStrategic Goals* * Competency Competency * * Corporate Values Corporate Values * * Career Development PhilosophyCareer Development Philosophy
Analyzing PhaseAnalyzing PhasePHASE # 1PHASE # 1Business Unit Alignment ReviewBusiness Unit Alignment Review
- Key business & leadership Issues (1-3 years)
- Agreement on Critical Competency Model Priorities
PHASE # 2PHASE # 2 IdentificationsIdentifications
Critical PositionsCritical Positions- Position pools- Position pools- Unique positions - Unique positions - Positions targeted for external - Positions targeted for external
selection selection Threshold candidate criteria Threshold candidate criteria Candidates Candidates
- Pools - Pools - Unique candidates - Unique candidates - Diversity - Diversity
PHASE # 3PHASE # 3Development Development
- Development Assessment - Individual Development plans and Follow up
Actions - Development Reviews
PHASE # 4PHASE # 4SelectionSelection
-Job-Specific Requirements - Competency–Based selection Matching- Multi-Selector/ Team interview Process
Determine how the process work Affected by these near-future issues and challenges If any changes/ Shifts in competency priority are required Performances rating past three years They must be continue maintain their
performance Candidate eligible for the positions Leadership position is in one of four profile Effectiveness assessment test Interview for the positions
Benefits of the Succession Benefits of the Succession planningplanning
Available to candidates Selections criteria are easy
Individuals development More feedback are employee
Learning from This ProcessLearning from This Process
Progress is not possible without active involvementHaving a vision or modelCandidates believe this process demonstrate the value of integritySystem must linked directly to
corporate vision and strategy
Any QuestionAny Question
Thanks all of youThanks all of you