The strategic imperative, value and relevance of Succession Planning as a driver of sustainable organizational development. Applying the Succession Planning process.

1. SUCCESSION PLANNING FOR
SUSTAINABLE ORGANIZATIONAL
DEVELOPMENT
CITY POWER
CHARLES COTTER
20-21 JANUARY 2014

2. TRAINING PROGRAMME OVERVIEW
– DAY 1
INTRODUCTION
DEFINING AND DIFFERENTIATING BETWEEN THE FUNDAMENTAL CONCEPTS
CONCEPTUAL MODEL/FRAMEWORK OF SUCCESSION PLANNING
LINKING SUCCESSION PLANNING WITH SUSTAINABLE ORGANIZATIONAL
DEVELOPMENT
BUILDING A STRATEGIC BUSINESS CASE FOR SUCCESSION PLANNING
THE CRITICAL SUCCESS FACTORS FOR SUCCESSION PLANNING
PREPARING THE STATE OF INSTITUTIONAL READINESS FOR SUCCESSION
PLANNING

3. DEFINING SUCCESSION PLANNING
Succession planning is the identification and development
of potential successors for key positions in an
organization, through a systematic evaluation process and
possible training or mentoring.
Succession planning and management involves an
integrated, systematic approach to identify, develop and
retain talent for key positions and areas in line with
current and projected business objectives.
Succession Planning is "a means of identifying critical
management positions, starting at the levels of project
manager and supervisor and extending up to the highest
position in the organization.”

4. OBJECTIVES OF SUCCESSION
PLANNING
Succession planning is about filling the organization's
talent pipeline and building internal bench strength.
It is about leveraging the talent that the organization
already possesses by developing it to full potential.
The focus is on developing employees so that the
organization has a pool of qualified candidates who
are ready to compete for key positions and areas
when they become vacant.

5. DIFFERENTIATING BETWEEN THE
FUNDAMENTAL CONCEPTS
REPLACEMENT PLANNING
SUCCESSION MANAGEMENT
TALENT MANAGEMENT
MENTORING
COACHING

6. INTRODUCTORY ACTIVITY – DIAGNOSIS OF STRATEGIC
RELEVANCE AND IMPORTANCE OF SUCCESSION PLANNING
SUCCESSION PLANNING IS A STRATEGIC DRIVER OF SUSTAINABLE
ORGANIZATIONAL DEVELOPMENT FOR CITY POWER?
SUCCESSION PLANNING IS AN ENABLER OF THE ACHIEVEMENT OF CITY
POWER STRATEGIC GOALS/OBJECTIVES?
SUCCESSION PLANNING IS IMPLEMENTED ON 3 LEVELS – EXECUTIVE
MANAGEMENT; SENIOR MANAGEMENT AND CRITICAL/KEY ROLES
(PROFESSIONAL AND TECHNICAL) TO DEVELOP QUALIFIED SUCCESSORS?
SUCCESSION PLANNING IS VERTICALLY ALIGNED WITH THE CITY POWER
STRATEGIC/BUSINESS PLAN?
SUCCESSION PLANNING IS HORIZONTALLY INTEGRATED WITH OTHER HRM
VALUE CHAIN PROCESSES E.G. WORKFORCE PLANNING; PMS; LEARNING
AND DEVELOPMENT ETC. ?

7. CONCEPTUAL MODEL/FRAMEWORK
FOR SUCCESSION PLANNING
STRATEGY/BUSINESS PLAN
STRATEGIC FOCUS AREAS
SUCCESSION PLAN
HRM VALUE CHAIN PROCESSES
INTERNAL BENCH STRENGTH/TALENT PIPELINE
INFLUENCE OF ENVIRONMENTAL FORCES

8. ORGANIZATIONAL SUSTAINABILITY
DEFINING ORGANIZATIONAL SUSTAINABILITY
INDICATORS OF ORGANIZATIONAL SUSTAINABILITY TRIPLE BOTTOM LINE
OTHER DRIVERS OF ORGANIZATIONAL SUSTAINABILITY
DIAGNOSIS OF CITY POWER SUSTAINABILITY
LINKING SUCCESSION PLANNING TO CITY POWER
SUSTAINABILITY

9. DEFINING ORGANIZATIONAL
SUSTAINABILITY
Sustainable organizations seek to implement sustainability strategies which
provide them with economic and cultural benefits attained through
environmental responsibility.
Through "implementing sustainability strategies, firms can integrate long-run
profitability with their efforts to protect the ecosystem, providing them with
opportunities to achieve the traditional competitive advantages and cost
leadership and market differentiation via environmental responsibility".
Sustainable business organizations participate in environmentally friendly
or green practices in order to make certain that all processes, products, and
manufacturing activities sufficiently address current environmental
concerns while still retaining a profit.
Concurrently, it is a business that “meets the needs of the present world
without compromising the ability of the future generations to meet their own
needs.”

10. TRIPLE BOTTOM LINE
ECONOMIC MEASURES
SOCIAL MEASURES
ENVIRONMENTAL MEASURES

11. OTHER DRIVERS OF SUSTAINABILITY
Leadership
Competition
Innovation
Globalization
Technology
Change Management
Good corporate governance
Legislative and Regulatory Compliance
Risk Management

12. LEARNING ACTIVITY – SYNDICATE
GROUP DISCUSSION
BY REFERRING TO THE TRIPLE BOTTOM LINE AND THE
OTHER DRIVERS OF SUSTAINABILITY, DIAGNOSE THE
CURRENT AND FUTURE DEGREE OF CITY POWER
SUSTAINABILITY
AT A STRATEGIC LEVEL, DESCRIBE HOW CITY POWER CAN
LINK SUCCESSION PLANNING TO ORGANIZATIONAL
SUSTAINABILITY

13. BUILDING A STRATEGIC BUSINESS
CASE FOR SUCCESSION PLANNING
BENEFITS
COSTS

14. BENEFITS OF SUCCESSION
PLANNING
Keeping or preserving key positions, core skills, and special business know-how
Maintaining business competiveness on key or core areas or positions
Minimizing the impact on business due to unexpected key turnover or extended
employee absences due to health or personal issues (i.e. have candidates “ready
now” to replace planned and unplanned losses on key positions)
A more efficient and effective public service with increased ability to deliver on
business goals
The development of a qualified pool of candidates ready to fill key positions or areas
Improved employee engagement through career development and resulting cost
benefit
The opportunity for corporate knowledge transfer

15. LEARNING ACTIVITY – SYNDICATE
GROUP DISCUSSION
CONDUCT
A
COST-BENEFIT
ANALYSIS
TO
DETERMINE THE STRATEGIC VALUE OF SUCCESSION
PLANNING FOR CITY POWER

16. CRITICAL SUCCESS FACTORS FOR
SUCCESSION PLANNING
“EFFECTIVE SUCCESSION MANAGEMENT IS MUCH
MORE THAN SIMPLY HAVING A SLATE OF CANDIDATES
TO REPLACE THE CEO. IT REQUIRES ENSURING THAT
THE ORGANIZATION HAS THE DEPTH AND BREADTH
OF TALENT NEEDED TO FULFILL ITS MOST CRITICAL
OBJECTIVES.”
“EFFECTIVE SUCCESSION PLANNING CANNOT SUCCEED
WITHOUT COMMITMENT FROM LEADERS AT ALL
LEVELS, STARTING AT THE TOP.”

17. CRITICAL SUCCESS FACTORS FOR
SUCCESSION PLANNING – BEST PRACTICE
PRINCIPLES
Succession planning should be a proactive process geared to meeting individual
employees’ and the organization’s needs.
It should allow staff the opportunity to gain experience and training in different
areas before they are needed in critical positions.
This may have the added benefit of keeping employees challenged and
stimulated, which may foster retention while employees wait for openings.
The commitment of employees to their own development.
The personal involvement of senior leaders, as well as their personal
accountability and responsibility for growing leaders.

18. CRITICAL SUCCESS FACTORS FOR
SUCCESSION PLANNING - BEST PRACTICE
PRINCIPLES
The succession plan must support the organization’s strategic plan and values.
It should also take the needs and interests of senior leaders into consideration.
Succession planning and management is about developing employees and
supporting them in their careers to ensure that the organization has pools of
talent for key areas. It is not about identifying heirs to specific positions.
Succession planning extends to all levels of the organization - a growing number
of organizations are finding that it should also be applied to the company’s most
strategic and critical roles, no matter where they may fall in the hierarchy.
Employees play a role in the process by identifying their career interests, having
an opportunity to be assessed for key roles and developing their learning plans.
Succession Planning should be integrated with HRM value chain functions.

19. PREPARING FOR THE SUCCESSION PLANNING
PROCESS – LAYING A FOUNDATION
ORGANIZATIONAL VARIABLES
PEOPLE
PROCESSES
SYSTEMS
ENVIRONMENT/CONTEXT

20. SUCCESSION PLANNING TOOLS
Succession planning starts when you can accurately
measure the performance of employees, assess skills
and career growth information.
Succession planning tools need to have extensive
integration and customization options to support all
of your talent management efforts.
Refer to the software criteria and requirements

21. LEARNING ACTIVITY – SYNDICATE
GROUP DISCUSSION
CRITICALLY EVALUATE THE STATE OF READINESS OF CITY POWER TO
ADOPT AND IMPLEMENT SUCCESSION PLANNING BY:
 REFERRING TO THE CRITICAL SUCCESS FACTORS
 REFERRING TO THE STEPS OF THE PREPARATORY PHASE
 REFERRING TO THE SUCCESSION PLANNING TOOLS (SOFTWARE)
 IDENTIFY GAPS AND RECOMMEND IMPROVEMENT SOLUTIONS

22. CONCLUSION – DAY 1
SUMMARY OF KEY LEARNING POINTS
QUESTIONS
PREVIEW – PROGRAMME DAY 2
THANK YOU

23. TRAINING PROGRAMME OVERVIEW
– DAY 2
THE CRITICAL AND STRATEGIC ROLE OF
EXECUTIVE/SENIOR MANAGEMENT
OUTLINE AND APPLY THE SUCCESSION
PLANNING PROCESS (ROAD-MAP)

24. THE CRITICAL AND STRATEGIC ROLE OF
EXECUTIVE/SENIOR MANAGEMENT
THE PRIMARY RESPONSIBILITY FOR SUCCESSION
PLANNING SHOULD REST WITH THE BOARD OF
DIRECTORS AND THE CEO WITH THE ASSISTANCE OF
HUMAN RESOURCES.
STRATEGIC MANAGEMENT AND DEPLOYMENT OF
SUCCESSION MANAGEMENT PRACTICES IS ONE OF THE
MOST IMPORTANT RESPONSIBILITIES OF THE BOARD
AND THE CEO IN ENSURING BOTH BUSINESS CONTINUITY
AND STEWARDSHIP OF AN ORGANIZATION FOR THE
FUTURE.

25. THE CRITICAL AND STRATEGIC ROLE OF
EXECUTIVE/SENIOR MANAGEMENT
THE ROLE OF THE BOARD
THE ROLE OF THE CEO
SENIOR MANAGEMENT
HUMAN RESOURCES MANAGEMENT (HRM)

26. ROLE CHECKLIST – ACID TEST
The Board and CEO have clear and significant roles/responsibilities
in actively managing succession as a critical business imperative.
Succession management is a significant accountability for the CEO
in managing leadership development of the most critical talent in
the organization.
The CEO holds accountable those who manage critical talent.
The organization is truly committed to proactively addressing
leadership needs and critical talent development.
Deploys the needed resources to make leading edge succession
management a reality.

27. THE SUCCESSION PLANNING
PROCESS – VARIOUS MODELS
PLAN, DO AND REVIEW MODEL
ROTHWELL MODEL
U.S. OFFICE OF PERSONNEL MANAGEMENT
MODEL
INTEGRATED MODEL
SIBSON CONSULTING MODEL

28. ROTHWELL MODEL

29. U.S. OFFICE OF PERSONNEL MANAGEMENT
MODEL - ILLUSTRATION

30. INTEGRATED HR AND BUSINESS
PLANNING

31. GENERIC SUCCESSION PLANNING
PROCESS
STEP 1: IDENTIFY CURRENT CRITICAL/KEY POSITIONS AND ANALYZE FUTURE
REQUIREMENTS AND COMPETENCIES (BUSINESS STRATEGY)
STEP 2: IDENTIFICATION AND ASSESSMENT OF SUCCESSORS – POTENTIAL AND
PERFORMANCE (9-BOX MATRIX)
STEP 3: IDENTIFY TALENT GAPS
STEP 4: DEVELOP SUCCESSION PLAN AND STRATEGIES
STEP 5: IMPLEMENT SUCCESSION PLAN AND DEVELOPMENTAL STRATEGIES
STEP 6: MONITOR AND TRACK PROGRESS
STEP 7: REVIEW AND EVALUATE THE IMPACT/EFFECTIVENESS OF SUCCESSION
PLAN

32. VIDEO CLIP
RELEVANCE: APPLICABLE TO STEPS 1-3 OF THE
GENERIC SUCCESSION PLANNING PROCESS
VIEW MINUTES 42-52” OF THE VIDEO CLIP TITLED,
“2013 SUCCESSION PLANNING FROM BACK-UP PLAN
TO FOUNDATION FOR SUCCESS” (DORIS SIMS)
DE-BRIEFING: IDENTIFY AND DISCUSS THE KEY
LEARNING POINTS

33. STEP 2: IDENTIFICATION AND
ASSESSMENT OF SUCCESSORS

34. STEP 2: ASSESSMENT TOOLS
What experience and skill factors are
essential to your future?
How will you assess the talents of potential
leaders?
How can you best assess the performance of
emerging leaders?

35. LEARNING ACTIVITY – SYNDICATE
GROUP DISCUSSION
APPLY STEPS 1-2 OF THE GENERIC
SUCCESSION PLAN PROCESS TO THE
CITY POWER WORK CONTEXT.

36. STEP 2: ASSESSING LEADERSHIP
POTENTIAL - QUOTES

37. ASSESSING LEADERSHIP POTENTIAL

38. LEARNING ACTIVITY – SYNDICATE
GROUP DISCUSSION
APPLY STEPS 3-4 OF THE GENERIC
SUCCESSION PLAN PROCESS TO THE
CITY POWER WORK CONTEXT.

39. CONCLUSION – DAY 2
SUMMARY OF KEY LEARNING POINTS
QUESTIONS
ASSESSMENT
CERTIFICATION
THANK YOU

40. CONTACT DETAILS
CHARLES COTTER
084 562 9446
charlescot@polka.co.za
Twitter: Charles_Cotter
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