Download - Talent Review and Engagement
Thoughts onPerformance and
SuccessionPlanning
PowerPoint slides created by Dr Mario [email protected]
Important questions
Who will rise in the organisation? Where will the managers of the
future come from? What kind of people will they be? What will their values be? What kind of education and
training should be used?
Two career development myths
Perform well in your current job and the company will take care of your future
Development of subordinates is one of a manager’s prime responsibilities
You have an effective Succession Planning
system if: You can fill positions without delay
and without going outside You can fill positions with
confidence Your choices prove to be quite
successful Talented individuals don’t quit very
often
Management succession levels
80% from within Not longer than 5 to 7 years in key
position 1 ready-now back-ups for every key
position 2 pipeline (25 -35 years) for every
key position Development appraisal annually
Accomplishments
1. List your accomplishments 2. Reasons for success 3. Unusual difficulties you had to
overcome 4. Things that you have learned 5. What did you particularly like 6. Negatives 7. What results have not come up to your
expectations and the reasons for this
Individual competencies and performance should be plotted in a matrix to provide crucial unbiased inputs to organization planning and individual development decisions.
ORGANISATION PLANNING MATRIX
Not plotted, new injob or justpromoted
Targeted development to build high flyer
performance
3B
Plan multiple fastmoves, ensure
compensation issufficient
3A
Monitor closely,perform or moveout of this block
2C
Valuable to company,possible upwardmovement. Build
skills by managingown development
2B
High performingcandidates, plan
specific developmentactions
2A
Take immediateaction to move out of
this block
1C
Keep in place, butdon’t let them clog
the system
1B
Valuable to companyand personalized
interventions. Carefulto keep in specific
jobs
1A
3
2
1
Po
ten
tial
/Rea
din
ess
for
pro
mot
ion
C Low (1-3) B Medium (4-5) A High (6-7)
PERFORMANCE
NP
The 7 po in t sca le as per the perfo rm ance m anagem ent sys tem w ill se rve as basis fo r the perfo rm ance de fin ition
Levels of P erfo rm anceLevels of P erfo rm ance
LEVEL C
Perfo rm ance Level C 1, C 2 & C 3
LEVEL B
Perfo rm ance Level B 4 & B 5
LEVEL A
Perfo rm ance Level A6 & A7
Level C 1 : Unaccep table
O bv ious that perform ance is well belowrequired standards.
Level B 4 : Com peten t Level A 6 : High ly com m endable
A num ber of corrective attem pts and trainingm ade by m anagers to im prove perform ancewith no positive results.
R esults achiev ed exceed m ost of the agreedobjectives and standards.
D iscip linary action should be considered.
O n standard perform ance. H as achiev ed all agreed objectives and
standards of the job consistently . M eets expectations in all critica l perform ance
areas.Level C 2 : N eeds substan tial im provem ent Level A 7 : E xcep tio nal
Few areas of com petence in perform ance(productiv ity is below the m inim um requiredstandard as per contract).
R esults achiev ed far exceed all expectationsfor the job.
P erform ance im provem ent program andadditional tra ining required.
Level B 5 : Com m endable
R esults exceed som e of the agreed objectivesand standards.
Level C 3 : D eveloping
P artially m eets objectives and standards. S till developing in areas where perform ance
has not reached desired standards. D ev elopm ent and training p lans required.
potentia l/read iness has been defined in te rm s o f leve ls
Levels O f Potentia l/R eadiness For P rom otionLevels O f Potentia l/R eadiness For P rom otion
L E V E L 1 L E V E L 2 L E V E L 3
P o te n t ia l / re a d in e s s ra t in g :
1 . In d iv id u a l is a lre a d y in a p o s i t io n th a tis h ig h e r th a n h is o r h e rp o te n t ia l / re a d in e s s .
2 . In d iv id u a l h a s re a c h e d h is /h e ro p t im a l p o te n t ia l / re a d in e s s a n dw o u ld b e s t b e u t i l iz e d o n c u r re n th ie ra rc h ic a l le v e l .
P o te n t ia l / re a d in e s s ra t in g :
1 . In d iv id u a l h a s p o te n t ia l / re a d in e s s to b ep ro m o te d o n e m a n a g e m e n t o rs p e c ia l is t le v e l w i th in o n e y e a r o rlo n g e r .
2 . In d iv id u a l h a s h ig h p o te n t ia l / re a d in e s sa n d c a n b e p ro m o te d to h ig h e rs p e c ia l is t o r m a n a g e r ia l p o s i t io n w i th ino n e y e a r o r lo n g e r , b u t d e f in ited e v e lo p m e n t m u s t ta k e p la c e .
P o te n t ia l / re a d in e s s ra t in g :
1 . In d iv id u a l h a s h ig hp o te n t ia l / re a d in e s s a n d c a n b ep ro m o te d to h ig h e r s p e c ia l is t o rm a n a g e r ia l p o s i t io n w ith in 1 2m o n th s .
2 . In d iv id u a l is re a d y fo r im m e d ia tep ro m o tio n .
D E F IN IT IO N P O T E N T IA L /R E A D IN E S S F O R P R O M O T IO N
P o te n t ia l / re a d in e s s s u g g e s ts a la te n t a b i l i t y /c a p a b i l i ty to p e r fo rm e f fe c t iv e ly , a t le a s t o n th e n e x t h ig h e r o rg a n iz a t io n a l le v e l , in th e fu tu re .
3 K e y a re a s m u s t b e c o n s id e re d w h e n ju d g in g p o te n t ia l / re a d in e s s fo r p ro m o t io n to th e n e x t h ie ra rc h ic a l le v e l: c o g n it iv e th in k in g , te m p e r a m e n t a n d p r a c t ic a lity .
C o g n it iv e th in k in g is th e c a p a c i ty to s o lv e p ro b le m s , th in k c re a t iv e ly a n d s t ra te g ic a l ly , a n d to e x e rc is e ju d g e m e n t in m a k in g d e c is io n s . T h is im p l ie s h a v in g b u s in e s sin s ig h t , v is io n a n d b e in g c u s to m e r o r ie n ta te d .
T e m p e r a m e n t in c lu d e s th e d r iv e to a c h ie v e re s u lts , th e re s i l ie n c e to o v e rc o m e o b s ta c le s a n d th e e m p a th y to b e a b le to w o rk w ith a n d th ro u g h p e o p le .
P r a c t ic a l i ty is th e c a p a c i ty to p la n c o m p le x ta s k s a n d p ro je c ts a n d im p le m e n t th e m u s in g a v a i la b le re s o u rc e s . T h is a ls o im p l ie s in f lu e n c in g o th e rs a n d m a k in g im p a c t .