|
 Succession
planning is challenging in today environment with the constant
turnover therefore plans need to be flexible and scalable. There is
a need for companies to consider increasing the diversity
of the talent pool to ensure the talents of women and ethnic
minorities are properly developed.
The most common model is centralized succession planning
which covers most senior jobs (the top two or
three tiers).
Succession plans cover both short- and longer-term successors for
key positions, and a roadmap for development timelines. A number of jobs that
are of similar type and similar skills, successors are chosen
and identified as the ‘talent pool’.
Succession planning should be flexible and adapt to changing needs
of the organization as summarized below:
-
Emphasis on
using succession planning as a process for pro-actively
developing ‘talent’.
-
Planning for
‘pools’ of jobs, not just for individual posts.
-
Acceptance
for a diverse management team, with functional strength and general management skills.
-
Consideration
of current and future skills.
-
Objective
information on performance, skills and potential of individuals.
-
A collective
management process for identifying successors.
-
A database
for candidate searches during reorganizations and job openings.
-
Analysis of
skill gaps revealed by the planning process.
-
Line
ownership, executive team, with facilitation and support from
HR.
Succession
planning cannot stand alone it has to be aligned
with the strategy and have a direct influence on job filling
and or development. Usually senior line managers, middle management,
Human Resources and a committee of peers form a committee to
generate cross-functional opinions. This committee ensures the
succession decisions are based on objective evidence.
The HR function has a critical role including process, design and
facilitation; challenging judgments and plans; mentoring in the
planning; career counseling and information support. Talent
databases are valuable HR tool to develop an internal shortlist by
assisting in identifying individual development plans for those
identified as part of the ‘talent pool’. This information supports
searching for internal candidates when vacancies arise. Performance
appraisals can also be used as part of the skill criteria needed for
a job. It is also important these cover job
specific and functional skills as well as generic leadership and
managerial
competencies.
|
 |
