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Part 1 Succession Planning.pptx

  1. 1. : Preparing Cooperative Leaders for Tomorrow January 25-26, 2023
  2. 2. Succession Planning Process
  3. 3. Consider the scriptural picture of Joshua succeeding the revered Moses or Elisha who followed the mighty Elijah. These examples show that “spiritual leaders are always investing in the next generation of leaders” (Blackaby & Blackaby, 2001, p. 278) Joshua succeeds Moses Elijah anoints Elisha to succeed him
  4. 4. In 1916 Fayol published the book Administration, in which he developed 14 principles related to administration. In the book Henri states that the management of an organization has a responsibility to ensure the long-term stability of the workforce and if that stability is threatened, then important positions in the organization will be filled by unprepared workers. Henri Fayol (1841-1925), French pioneer of management history, was among the first to recognize and document the universal organizational need for succession planning. Furthermore, Fayol (1918) states that the strength of an organization depends on its employees and that when workers become more skilled and ready, the organization will reap the benefits. Henry Fayol 1841-1925
  5. 5. • Next, the most popular scholar in the field of succession planning was Rothwell (2015). He states that organizations that do not have formal succession planning face issues such as important positions are not filled in the required time, key vacancies take place, key positions are filled with leaders outside the organization, there is always a turnaround for key positions, no there is the provision of a replacement for potential leaders, a lack of skills among the successors in the organization and no retention of talent in the organization. According to Rothwell these problems are problems faced by organizations due to the absence of a succession planning.
  6. 6. Key position with key competencies
  7. 7. • Concepts • Definitions • Generation Gaps • Benefits • Calibrate & Assess • Talent Review • Performance • Potential • Behaviors • Obstacles • Action Planning Prepare for future role • Framework • Align V-M- G-V • Process Succession Plan • Develop /Support Talent Pool Conclusions
  8. 8. Learning Goals • To know how to keep your best and brightest stars thru development and succession planning • To integrate succession planning seamlessly with other areas of talent management • To develop leaders for tomorrow beyond yesterday and today • To challenge leaders to examine their overall succession planning
  9. 9. What looks like the ideal picture . . . Attrition is the departure of employees from the organization for any reason (voluntary or involuntary), including resignation, termination, death or retirement.
  10. 10. Why Succession Planning?  To avoid vacancies in key positions and ensure the stability of business operations.  Provide meaningful developmental opportunities from the organization and its people.  To help develop diverse workforce by enabling decision makers to look at the future manpower make-up of the organization.
  11. 11. Anyone experiencing pain in succession planning? Succession planning is a systematic process towards the preparation of future leaders and individual career development (Rothwell, 2005). The number 1 challenge of the 75% Swiss companies (Small-Large) is their human resource capital in the next 3-5 years. A need to develop a pipeline of leaders at all levels. Leadership skills gap? NOT ENOUGH
  12. 12. NOT ONLY UPGRADING BUT CLOSELY Align with business strategy and future requirements Leadership and learning agility Adaptive capacity Modify structure and roles
  13. 13. Why do succession planning? Succession planning is a need of all enterprises: conglomerates, large, medium, and small companies, non-profits, and government regular posts. One, is to ensure that mission critical positions continue to meet service and business goal
  14. 14. 96 All Others Global Top Performing Companies
  15. 15. Ineffective Leaders? No Leadership skills?
  16. 16. 22
  17. 17. 23 Baby boomers mass exodus in the workplace 10T turning 65 each day 75M eligible for retirement 45 M ready to enter workforce Getting talents from other countries due to skill shortages , a global epidemic
  18. 18. • Based on the 2020 Census of Population and Housing (2020 CPH), the Philippines had a total population of 109,035,343 persons. On the other hand, persons aged 15 to 64 years (working-age or economically-active population) totaled to 69.40 million (63.9%) while those in age groups 65 years and over (old dependents) comprised the remaining 5.86 million (5.4%). • Aging workforce, young workforce, revisit your people strategy. 5.86 M Philippines
  19. 19. • In reality that many executives today belong to the “baby boomer” era and will not live forever. Meantime, right sizing or downsizing in the past decade has left a lean middle management that may result in fewer candidates. The mentors and coaches are few. The benefits of succession planning are clear. But the senior executives have to make time for it or it vanishes in the whirlwind of day-to-day execution.
  20. 20. A Workforce Exit Strategy is necessary
  21. 21. Demographic shifts. How to attract the right people? If you recruit the wrong people, you will feel miserable, stressful, unhappy and they limit organizational growth
  22. 22. Common characteristics of Generation Z 1. Expects to work with modern technology 2. Prefers in-person interactions 3. Entrepreneurial 4. Less tolerant of authoritarian environments 5. Embraces change 6. Values flexibility 7. Competitive
  23. 23. Employees will always leave . . . Institutions outlive their workers Others should be ready to resume the institutional journey To seek greener pasture To advance career The preparation for the changing of guards is Succession Planning
  24. 24. 32 Succession planning is the identification and development of potential successor for key positions in an organization, though systematic evaluation process and possible training and 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 organizational objectives. Defining Succession Planning
  25. 25. • Understanding the organization’s long-term goals and objectives. • To improve ability to respond to changing environmental demands, support implementation of organization plan; ensures the stability and continuity of the business at all levels • To identify replacement needs due to unexpected events that cause vacancies in key positions - death, illness, resignation – as well as expected events – retirements, promotions Objectives of Succession Planning
  26. 26. Objectives Cont. • Identifies pool of talent able or being prepared for succession to all levels of leadership by providing opportunities for high potential workers, increasing pool of promotable employees and provide meaningful them developmental opportunities • To guide individuals in their career path, encourage the advancement of diverse groups and improve employee morale
  27. 27. o How do we ensure that the right people with the right skills, in the right place, at the right time, at the right cost and performing at the right level are available whenever needed? o Looking at your people strategies 3-5 years o Lets review. Fresh eyes, new mindset. What strategy to support Bring observations to the table Maintaining a healthy succession pipelines
  28. 28. Responsorial Psalm The right people, with the right knowledge, attitudes, skills, at the right time, right place and the right cost.
  29. 29.  Succession pipelines are ideally applied to all of the organization layers
  30. 30. Succession plans are as different from each other as the organizations for which they are developed.
  31. 31. a. Succession planning cannot be performed in a vacuum; foundation components should be in placed before it can be implemented. b. Steps that lay the groundwork for succession planning: o Design jobs with complementary or layered skill sets. o Design of open organizational structure to reduce the barriers that prevent cross-functional learning. o Candidates who are viewed in light of potential functions beyond the immediate vacancy. By assimilation, new employees can learn the organizational culture from the start. Organizational Foundations Once these processes are secured, key positions best suited to succession planning are identified based on strategic objectives
  32. 32. a. Succession planning is the lifeblood and critical to organization’s success b. The in-advance nature of succession planning significantly enhances the transition for all parties. The employee, new leader and team have the opportunity to interact and develop a work style. c. There is also an overarching culture of employee development as an investment in the interest of the organization as a whole, as well as a practice of ongoing transitions and shared expertise. 40 Planning
  33. 33. Preparation • Succession planning is a 12- to 36-month process. Encourage team members and leaders to think long- term and big-picture during the program development. Reinforce the concept of preparation, not pre-selection
  34. 34. Succession Planning Framework Define scope and establish accountabili ties Identify critical positions Identify candidates and competency gaps Provide leadership Trng/Exp/ Coaching Review process and evaluate the effectiveness • Gain commitment from senior management for the process • Define scope of succession planning (in terms of levels for which applicable) • Establish accountabilities • List high performing high potential Candidates • 3/3 Matrix • Assess candidates against competencies for target jobs and identify competency gaps • Develop training and development programs for individuals which include –Job rotation –Job enrichment –Special Projects –Shadow Running –Development programs • Establish a review schedule for the succession plan • Develop metrics for evaluating effectiveness of the process • Identify key jobs: Business Critical Positions • The above to be aligned with retirement, business growth, Career Plans, attrition, scarce skill sets and future risks of loosing etc. Initiate Develop Evaluate Identify
  35. 35. 43
  36. 36. Strategy needs to be clear at all parts of the organization to make decisions that are aligned and speak the same language Top down approach is better replaced with a continuous dialog to assure an understanding flavored by experience at various levels. The strategist’s job is to figure out how to deliver unique value to customers the organization chooses to serve. Porter observes that strategy is more about how – about the set of choices the organization makes that will give it the competitive advantage needed to achieve the goal. Strategy is more holistic; it’s not about any single action. Actions flow out of strategy. Typically, it is a series of action steps which are implemented by projects and programs. Strategy is about the whole organization, how it fits together
  37. 37. a. Succession planning cannot be accomplished as a stand-alone process. The principles that support succession planning must also influence the selection process and performance management. b. Identifying roles eligible for succession planning requires forethought during the selection phase to ensure that the right person, with development potential, is chosen. c. Future-focused performance management practices that highlight personal initiative, skill acquisition and development are most suitable. Alignment
  38. 38. • All the rights coming together (skills, place, time) • Looking for competency based • Looking for talent – Performance and potential • Process of benchmarking • Profiling successors, experience requirements • Use calibration tools (Peak Performance traits • Use of competency models (Skills, knowledge, behavior) • 60 degree feedback – what good looks like) assessing competencies on the next level position • Personality assessment
  39. 39. • Look at key position; Validate roles suitability top-down. • Developing a pool of talent • Promotability – well placed and acceptable • Defend recommendations- Consensus agreement Real time data for effective decision making
  40. 40. What is Peak Performance? • Exceptional performance • Put is all together – both physically and mentally • Certain level of mastery and physical conditioning • Is relative, vary from one person to other • Most likely to occur when skill level matches the demand
  41. 41. Profile of Peak Performance • High self confidence • Self regulation about performance • Feeling in control (energized and relaxed) • Total concentration • Present task focus • Present task focus • Good perfectionism ( high standards yet flexible) • Positive attitude • View difficult situations as exciting challenges • Determination and commitment
  42. 42. Development • Employee development is almost universally recognized as a strategic tool for an organization’s continuing growth, productivity and ability to retain valuable employees. • Employees have to go through a development plan which is specifically designed as per strengths and areas of improvement.
  43. 43. Develop Talents • The process of articulating necessary skill sets and competencies for key positions may lead to the identification of skill gaps and training needs among workers, thus interventions (i.e. cognitive and behavioral training programs) can be developed to address the gap/need. • Integrating with talent management. Collaborative effort • Collaborative effort of HR, CSO, Board to have ownership • Development of talents is key element for successful planning to be effective from general competency to sophisticated, intentional and formalized not only for top roles but in between roles. • Development not for development say but for retention and relationship that are long lasting.
  44. 44. Developing System • Succession planning includes identifying skills and competencies next-generation employees will need to function well in key positions. Developing systems to identify and transfer that knowledge and shorten learning curves should be a primary objective. Partner with a trainer to determine the best way to promote learning.
  45. 45. • Board sponsorship. Need leaders that are accountable. • Financial resources allocated to develop your talent pool. • Even if budget isn’t sufficient, continue work making, to do investment in people. Budget
  46. 46. Sect. 5. Optional Training for Coop Officers MEMORANDUM CIRCULAR NO. 2015 – 09 Series of 2015
  47. 47. • Review notes, recruitment documents (what went wrong/what went right) • Biodata easily accessible ( performance part organization, education trainings attended, designation received, benefits, compensation • Benchmark strengths analysis • Match profile vs the next higher position • Highest ability • Willing to be relocated • Position in the nine box. Check appropriateness of the promotion
  48. 48. Implementation team a. Some areas of expertise and commitment will improve the success rate of the program—such as in HR, organizational development, BOD and other leaders. b. Knowledge of job design concepts, effective performance management practices, training and development initiatives, and adult learner and mentoring programs gives the program coordinators a good foundation for a well- rounded program. c. Having a receptive organizational culture (silo- free, accepting change, learning-organization mentality and focus on performance management) is essential to achieving program objectives.
  49. 49. Review A carefully prepared succession plan which is periodically reviewed helps a cooperative avoid prolonged and costly vacancies, thus succession planning must be a priority task that should be integrated into the strategic plan of the cooperative.
  50. 50. It is important to identify critical employees through performance metrics and outputs Identifying key positions takes a holistic approach and needs the input of managers and executive sponsors regarding critical KSAOs, current and future competency gaps and environmental scanning to identify opportunities and obstacles. Owners and sponsors of succession planning will need to continuously and systematically assess critical positions, KSAOs and competencies needed and plans of future roles each time a new strategy or mission is created. Requires the individual input of each participant Provide opportunities and solutions that address talent gaps and create accountability for leaders to develop successors
  51. 51. Common Pitfalls: 1) Keeping it a secret 2) Underestimating talent within 3) Narrow minded thinking – too old/young, rough, different 4) Focusing exclusively on hard skills 5) Not offering training/development opportunities 6) Expecting employees to self-identify – help them see what they can be. 7) Not holding managers accountable for succession planning. 8) Considering only upward succession. Lateral? 9) One size fits all program.
  52. 52. References DR. DAVID N. ALMAREZ (2021) Succession Planning. KoopBalitaan Chairperson, Human Resource Development Committee, MSU-IITNMPC Chairperson and Training Director, Cooperative Union of Iligan City Paul Walsh Succession Planning Webinar: An Objective Succession Planning Process – YouTube Succession Planning Simplified(with template)| How to introduce Succession Planning in your company Succession Planning Simplified(with template)| How to introduce Succession Planning in your company - YouTube HCI Research: Next-Gen Now, Build Your Succession PLAN HCI Research: Next-Gen Now, Build Your Succession PLAN - TRACOM Group Tita Datu Puangco PDI (2023) https://business.inquirer.net/206419/best-practices-in-succession-planning#ixzz7rIDpV5i9
  53. 53. Cont. Ref Succession Planning Webcast | How To Do Succession Planning in 7 Steps Succession Planning Webcast | How To Do Succession Planning in 7 Steps – YouTube Free Webinar: Best Practice Succession Planning - Integrating the System with the Process Free Webinar: Best Practice Succession Planning - Integrating the System with the Process – YouTube Free Webinar: Best Practice Succession Planning - Integrating the System with the Process Free Webinar: Best Practice Succession Planning - Integrating the System with the Process – YouTube Vichetera Rajagani@ Diya and Mahaliza Mansor (2019 Review of History Succession Planning: Replacement Planning, Talent Management and Workforce Planning Review_of_History_Succession_Planning_Replacement_Planning,_Talent_Management_and_Workforce_Plannin g.pdf (hrmars.com)

Notes de l'éditeur

  • SP is a concept under HRM
  • Consider the scriptural picture of Joshua succeeding the revered Moses or Elisha who followed the mighty Elijah. These examples show that “spiritual leaders are always investing in the next generation of leaders” (Blackaby & Blackaby, 2001, p. 278)
  • Talent acquisition: Attracting people and select the right people
  • Culture of positivity, mutual respect, appreciative, cordial