Download - Succession Planning Final
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GROUP NO.2
KINJAL PARIKH
PRIYADARSHINI SHRIYAN
AMBER UPADHYAY SOUMYA RAJAN
AMIT SINGH
PARITOSH SHAH
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SUCCESSION
PLANNING
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A Typical Scenario
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What is Succession Planning?
Succession planning is the
preparation, execution and
ongoing management of a
companys critical future
people needs.
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Need for Succession Planning
A succession plan can help
companies find and develop
talentedleaders within theirorganizations to drive
competitive strategy,
reinforce values and
successfully secure thefuture of organizations.
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Need for Succession Planning
Input
Team Building
Retaining leadership talent
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Types of Succession Planning
Short-term planning or emergencyreplacements
Long-term planning or managing talent
Combination of above plans
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Types of Succession Planning
Level 1 replacement planning for the CEO
Level 2 replacement planning for the CEOand middle management
Level 3 creating a talent pool that is notlinked to position
Level 4 the focus of the program isexpanded beyond the organization
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So what do we
do in successionplanning?
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Business &
Leadership strategy
Plan &
Prepare
Identify Leadership
Characteristics
Assess
Bench StrengthDevelop Talent
1 2 3
4 5
Identify Talent
6
Succession Planning Model
Evaluate & Improve
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Step 2: Plan & Prepare
Create Succession PlanningTeam
Establish Program
Objectives
Set up Measures of Success
Create Program Design
Develop ImplementationPlan
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Step 3:Identify Leadership Characteristics
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Step 4: Assess Bench Strength
Identify a pool of
high-potential
talent.
C
C
D B
B
B/A A
B/A
BPotential
Performance
HiPo
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Step 5: Identify Talent
Accelerate individuals development to give them
cross-functional experience and an understanding of
the organization from a broader perspective.
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Step 6: Develop Talent
Pool should receive structureddevelopment activities
Targeted to close individual gaps
Develop for job levels, notspecific jobs
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SonocoPeopleSoft, HRCharter, Lotus Notes, n ExecuTRACK
Performance/Promotability matrix is 80-90% accurate
PanCanadian
Bright lights and critical skills
General Electric
Nine-box matrix
Learning agility
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STRATEGY
Written
Backward progression
Backfill
Signs of success
Promoted again within 3-years Vacancy < 30 days
Signs of failure
Higher droppings
Finalists that leave in frustration
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SUCCESSION PLANNING AT
WIPRO
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TALENT REVIEW AND
PLANNING
(T.R.P)
Wipro conducts quarterly talent engagement and
development reviews (T.E.D). Action plan of each business unit is reviewed
and a talent pool of suitable identified
candidates is prepared.
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PERFORMANCE BASED
SUCCESSION PLANNING Positions for which planning is being done.
Current and past performance levels of
employees. Performance rating.
Competency mapping.
How have the selected employees improvedsince their last review.
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The growth potential and attitude of employees.
Ability to meet the changing and increased level
of standards and measurements set by themanagement.
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TALENT SUMMARY BY INDIVIDUAL
Participants
Integration
andBalance
Manage-
ment
ofBudget
Market
Knowledge
Technology
and
Business
Methods
Strategy
and
Planning
Participant 1
Participant 2
Participant 3
Participant 4
Participant 5
Participant 6
Participant 7
Participant 8
Participant 9
Participant 10
Participant 11
Participant 12
Participant 13
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Cross
Boundary
Perspective
Drivefor
Results
Adaptability
Organization
Alignment
Communi
action
and
Influence
Develops
Selfand
Others
Functional Competencies Leadership Competencies
- Exceeds Standards - At Standard - Needs Development
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TALENT SUMMARY BY COMPETENCY
26
Technolo
gy
&Business
Methods
Strategy
andPlannin
g
Communicatio
n
andInfluence
Drivefor
Results
Developin
g
Self&Others
Organizationa
Alignment
Cross-
Boundary
Perspective
Adaptability
Integration
andBalance
Market
Knowledge
Managementof
Budget
- Exceeds Standards -At Standard - Needs Development
Functional competencies Leadership competencies
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Spirit of Wipro
INTENSITY TO WIN.
ACT WITH SENSITIVITY.
UNYIELDING INTEGRITY.
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Thank You