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Career Development & Succession Planning
- 1. Talent Management Career Development & Succession Planning (CDSP) http://www.themanagementskills.com/
- 3. Integrated Approach Performance Management Succession Planning Senior Management Development BUSINESS STRATEGY BUSINESS RESULTS Training & Development Talent Management Rewards Management Recruitment & Selection Career Management
- 10. Talent Management Performance Management Succession Planning Senior Management Development BUSINESS STRATEGY BUSINESS RESULTS Training & Development Talent Management Rewards Management Recruitment & Selection Career Management
- 11. Early Models of CD Walker, 1973
- 12. Early Models of CD (Cont.) Reif & Newstro, 1974
- 13. Career Active System Triad (CAST) Baruch (2004) Serve as the framework for the discussion and for providing the balanced view point Level Individual Organization Values Aspirations Philosophy / Strategy Approaches Attitudes Policies Behaviors Actions Practices
- 15. Talent Management Performance Management Succession Planning Senior Management Development BUSINESS STRATEGY BUSINESS RESULTS Training & Development Talent Management Rewards Management Recruitment & Selection Career Management
- 19. Challenges in SP
- 20. Benefits of SP Source: Aberdeen Group, September 2006 Tells about the extent to which leadership job openings can be filled from the internal pool the av. no. of qualified candidates for each leadership position the number of positions with two or more ‘ready now’ candidates the attrition rate from the succession pool
- 21. Garman & Gllawe, 2004
- 22. Top level succession planning different Garman & Gllawe, 2004
Notes de l'éditeur
- The protean person’s own personal career choices and search for self-fulfillment are the unifying or integrative elements in his/her life. The criterion of success is internal (psychological success), not external.
- CAST integrates individual and organizational focus to career development – it is an active system CAST is set at the three level of analysis – Values - The basic underlying level – the principle, ,orals, culture – forms the roots from which the other levels emerge. Approaches and assumptions – translates those values into the third level, Behavior - Action and practice.
- self-exploration and analysis – self assessment (e.g. workshops, tailor made work books by IBM, Xerox, GM & GE) – we can also develop same at our end Accurate assessment – AC, biographical information, PMS and current job history Informal or formal? Informal – employee learn about career development opportunities from their supervisors within the context of developmental performance appraisal and interviews. Formal – traditional/ behavioral career paths identified and communicated through work-books etc Possible career directions, possible career advancements, specific job vacancies Developmental performance appraisal interviews, identify gaps and developmental opportunities
- Structured – process having some reliable structure and/or custom and not ‘just-in-time’ identification of successor Identification & preparation -
- Link to strategy as more aspirational than actualized – even in best practice companies