Succession Planning and
Talent Management
Otto Tawanda Chisiri

Succession Planning
Career Development &
Succession Planning (CDSP)

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Aim
Foster a process of building
leadership capability across the
lines of business / support
functions
The emphasis is on developing
a broad spectrum of talent
within the management ranks
so that the availability of
internal talent will not be a
constraint to the organization's
strategic direction
Identify the key leadership
success factors

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Outcomes
Retention and development of high potential employees
Builds internal staff capabilities (bench strength) for the emerging
organizational demands
Maps various succession options
Facilitates developmental moves across the organization
Establishes a professionally managed organization with the
systems in place to ensure that it will have effective leaders going
forward

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Contemporary Issues: Changing Nature of
Work & Organization
Demographics (net-generation, diversity)
Globalization
Technology
Redefined concept of ‘Loyalty’
Challenges in differentiating high performers from poor performers
Wanted Rapid career progression

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Elements of Career Management
Individual (Self) Assessment of
Abilities, Interests, career need
and goals
Organizational Assessment of
employee abilities and potential
Communication of information
concerning career opportunities
with the organization
Career Counseling to set realistic
goals and plan for their
attainment

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Succession Planning -Definition
Strategic, systematic and deliberate effort to develop
competencies in potential leaders through proposed
learning experiences such as targeted rotations and
educational training in order to fill high-level positions
without favoritism (Mathew Tropiano, 2004)
• Deliberate and systematic effort by an organization to ensure
leadership continuity in key positions and encourage individual
advancement (St-Onge, Mercer)
• A structured process involving the identification and preparation
of potential successors to assume a new roles

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WHAT IS SP?
Constant change planning
An organizational journey, not a project
Ensuring continuity of leadership
Identifying gaps in existing talent pool
Identifying and nurturing future leaders
Why SP?
Organization supersede Individuals
– visionaries are those who groom their young ones to take the lead position and to take the cause of organization forward

July 11, 2007 swati Smita9
Ref: Troopiano, 2004
CEO/ Leadership Commitment &
Involvement
Education
and
Training
Self Development
Competency driven
Strategically Targeted
Rotational Assignments
Future Competencies Needed
Aligned with Strategic Plan
Results
1. Talent Driven
culture
2. Accelerated
Development
3. Vision for future
advancement
Accountability
Measurability
Succession Planning Model

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Challenges in SP

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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

TALENT MANAGEMENT

What is Talent Management?
The purpose of TM is to ensure that the right supply
of talented workforce is ready to realize the strategic
goals of the organization both today and in the future
• Organization’s efforts to attract, select, develop, and retain key
talented employees in key strategic positions.
• Talent management includes a series of integrated systems of
• recruiting,
• performance management,
• maximizing employee potential, managing their strengths and
developing
• retaining people with desired skills and aptitude
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Talent Management
TM introduced by Mc Kinsey consultants, late 1990’s
TM is identified as the critical success factor in corporate world
TM focuses on
• differentiated performance: A, B, C players influencing company performance and success
• identifying key positions in the organization
!!! Surveys show that firms recognize the importance of talent management
but they lack the competence required to manage it effectively
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What is Talent?
According to McKinsey; talent is the
sum of
• a person’s abilities,
• his or her intrinsic gifts,
• skills, knowledge, experience ,
• intelligence,
• judgment, attitude, character, drive,
• his or her ability to learn and grow.
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Who are Talented People?
They regularly
demonstrate
exceptional ability and
achievement over a
range of activities
They have
transferable high
competence
They are high impact
people who can deal
with complexity
(Robertson, Abbey
2003)
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Why Organizations Need Talent Development?
To compete effectively in a complex and dynamic environment
to achieve sustainable growth
To develop leaders for tomorrow from within an organization
To maximize employee performance as a unique source of
competitive advantage
To empower employees:
• Cut down on high turnover rates
• Reduce the cost of constantly hiring new people to train
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Talent Management Model
There are different approaches to
talent management in organizations
• TM creed (culture, values, expectations) with
• TM strategy and
• TM system. (Lance and Dorothy Berger, 2011)
A successful TM model has to link
• the desired culture and
• the business excellence
The values, expectations and
elements of
should be embedded in HR systems
as selection criteria, competency
definitions, performance and
promotion criteria and development
processes.
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The Talent Creed
“A TM creed is the
set of core
principles, values
and mutual
expectations that
guide the behavior
of an institution
and its people”
It describes in
general terms
what types of
people are
expected to work
in the organization
and what type of a
culture is desired
to achieve success
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The Talent Strategy
Describes what type of people the organization will invest
in and how it will be done
Besides the specific elements of their creed, the talent
strategy of all high performing organizations should have
these directives:
• Identify key positions in the organization (not more than 20, 30 %)
• Assess your employees and identify the high performers (classify
according to their current and future potential)
• Retain key position backups
• Make appropriate investments (select, train, develop, reward)
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Assessing the Employees
Superkeepers- greatly
exceed expectations (3-5%)
Keepers – exceed
expectations (20 %)
Solid citizens- meet
expectations (75 %)
Misfits- below expectations
(2-3 %)
(Berger and Berger, 2011)
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Allocating Investments in People
Superkeepers- receive
about 5 % of all the
resouces; need very high
recognition, compensate
much more than the pay
market, promote very
rapidly
Keepers –receive about
25 % of all the
resources, need high
recognition, compensate
more than the pay
market, promote rapidly
Solid citizens- receive
about 68 % of all the
resources, need
recognition, compensate
at the market level or
just above
Misfits- receive about 2
% of all the resources
for some, compensate at
below market average
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Talent Management System
Implementation program of the talent strategy which
has a set of processes and procedures
• (1) assessment tools
• (2) multi-rater assessment
• (3) diagnostic tools
• (4) monitoring processes
If the management is not willing to use
assessment in their organizations they can’t
do talent management
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Assessment Tools for TM
The five assessment tools should be
linked to ensure that each assessment is
consistent with the four other evaluations
• Competency Assessment
• Performance Appraisal
• Potential Forecast
• Succession Planning
• Career Planning
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Multi-Rater Assessment
Employee. The
owner of the
career plan that is
aligned with the
succession plan
Boss. The primary
assessor
Boss’s boss. The
key link in the
vertical succession
and career plan
Boss’s peer group.
Source of potential
new assignments
in the same or
other function
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Diagnostic Tools
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SuperkeeperTM reservoir.
•SuperkeepersTM are employees whose performance greatly exceeds expectations, who
inspire others to greatly exceed expectations, and who embody institutional competencies.
Keeper Key position backups.
•The “insurance policies” that ensure organization continuity. Every key position should have
at least one backup at the “Keeper” (exceed job expectations) level.
Surpluses.
•Positions with more than one replacement for an incumbent. While ostensibly a positive
result of the talent management process, it can be a potential source of turnover and morale
problems if the replacements are blocked by a non-promotable incumbent and/or there is no
realistic way most of the promotable replacements can advance.
(Lance and Dorothy Berger, 2011)

Diagnostic Tools
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Voids.
• Positions without a qualified backup. Determine whether it will transfer someone
from the surplus pool, develop alternative candidates, or recruit externally.
Blockages.
• Non-promotable incumbents standing in the path of one or more high-potential or
promotable employees.
Problem employees.
• Those not meeting job expectations (measured achievement or competency
proficiency). Give opportunity to improve, receive remedial action, or be
terminated. The time frame should be no longer than six months.
(Lance and Dorothy Berger, 2011)

What is competency?
Competencies are the core elements of
talent management practices
• They are the demonstrable and measurable
knowledge, skills, behaviors, personal
characteristics that are associated with or
predictive of excellent job performance.
• Examples
• Adaptability, teamwork, decision making,
customer orientation, leadership, innovation etc.
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Competencies and Definitions
Action Orientation
• Targets and achieve results,overcomes obstacles, accepts responsibility, creates a results-oriented
environment.....
Interpersonal Skill
• Effectively and productively engages with others and establishes trust, credibility, and confidence
with them
Creativity/Innovation
• Generates novel ideas and develops or improves existing and new systems that challenge the
status quo, takes risks, and encourage innovation
Teamwork
• Knows when and how to attract, develop, reward, be part of, and utilize teams to optimize results.
Acts to build trust, inspire enthusiasm, encourage others, and help resolve conflicts and develop
consensus in supporting higperformance teams
(Berger and Berger, 2011)
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Why Competencies?
The challenge is to identify which competencies the organization expects
to see in their people
The starting point of the model is the creed (values, principles,
expectations) and the business strategies
Through a competency model the organization sends a consistent message
to the workforce about “what it takes” to be successful in the job
Helps employees understand what helps drive successful performance
The Competency Model approach focuses on the “How” of the job.
Competency model is behavioral rather than functional, focuses on the
people rather than jobs
Competency models are outcome driven rather than activities (Job
descriptions focus on activities, competencies focus on outcomes)
Integrates HR strategy with business strategy –both focus on outcomes

Why Competencies?
The competency model serves as the
foundation upon which all workforce
processes are built.
• Competencies promote alignment of talent
management systems by creating a common
language that enables these systems to talk
with each other! That is, results of one TM
system is used as the input data for the
following TM system.
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The Competency Model
The Competency Model identifies usually
three groups of competencies:
• Core competencies for the entire organization to
shape the organizational capabilities and culture
required to achieve the strategic goals(5 or 6)
• Leadership competencies for the management teams
of various levels for selection, career planning and
development
• Functional (technical)competencies (specific for each
job family)
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Developing a Competency Model
• Use commonly available “ready to use” models
with small adjustments for your organization
• Develop own competency model with help of
consultants
• Behavioral Benchmarking compare superior
performers with other best people in the
organization and in other benchmark companies
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Developing Organization’s Own Competency
Model
• Overview of current tasks and responsibilities
• Come to agreement about what successful “outcome driven”
performance looks like
• Review of competency library and selection of “must haves” for
the position
• Rank top competencies as demonstrated by exemplary
(superior) performers
• Identify of those competencies that align with the vision,
mission and strategic plan of the organization
• Verify the competencies with a larger sample of the
organization
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Choosing Competencies
Before choosing competencies in an
organization following requirements must
have been completed:
• Establishment of vision, mission, values
• Strategic business goals
• Identification of the tasks, responsibilities and
outcomes expected from each position
• Identification of the superior (exemplary) performers
• Satisfactory competency library
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Talent Management
TALENT=COMPETENCE+COMMITMENT+CONTRIBUTION
• Being competent is not only enough to be a talent
• The competent person should be committed to the causes and goals of the
organization
• And should be able and willing to contribute to the success of the organization
• So, developing your talent is not enough, the organizations need to take all the
measures to motivate, reward their talent pool to gain their commitment and
contribution.
• Retention is also essential to gaurantee future alignment of the talent with the
right key positions
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Talent Management Model
Expectations for the future. Businesses should identify
• Job roles
• Spesific objectives
• Competencies
Capabilities to meet the expectations
Work environment
• Managerial support
• Rewards and recognition
• Removing barriers
Feedback systems needed to
• Focus
• To keep on track
• Develop
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Talent Management Process
Organization
Analysis
-Job descriptions
-Job spesifications
Assessing the Emloyees
A B C D
Potential
Candidates
Performance
Evaluation
Buss. Results
Personal
Development
Activities
Career
Committees
Potancial Candidates
and
Succession Lists
Approval
of the
Lists
Analysis
Assessment
Development
Talent
Development
Programs
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Structure of a Talent Management Program
• Building Block 1: Identification and assessment of
competencies
• Building Block 2: Performance appraisals
• Building Block 3: Succession and career planning
• Development of talent (coaching, mentoring, training)
• Linking compensation with the program (reward and motivate)
• Targeting culture as an important driver of TM programs
• Secure senior executives’ commitment to make the talent
management model work
• Evaluate the results of talent management system on a regular
basis
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Integrated Functions of TM
• Performance appraisals, assessments of
potential, competency evaluations, career
planning, and replacement planning (the
core elements of talent management)
should be linked to each other.
• Stand alone functions are destined to end
with failure
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HR and TM
HUMAN RESOURCES
MANAGEMENT
TALENT MANAGEMENT
 Broad Scope (entire
employees)
 Emphasize egalitarianism
 Focus on administrative
functions
 Transactional
 Focus on systems with silo
approach
 Focus on segmentation (key
group of core employees
and key positions)
 Focus on potential people
 Focus on the attraction,
development and retention
of talent
 Focus on integratation of
HR systems
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Classwork and/or Homework
•Prepare a list of 5 competencies
for your own position. Explain
why you choose these
competencies and what do they
include behaviorally?
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TATENDA
THANK YOU
&
CONCLUSION
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