AN OBJECTIVE SUCCESSION PLANNING PROCESS

Paul Walsh

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Today’s Presenter

Paul Walsh is a professional Human Resources Trainer, Consultant and practitioner with over 20 years’ experience in the GCC, MENA and Asia. He currently mixes his consultancy work withlectures at Further and Higher Education Colleges and Universities in the UK.Well known in the Gulf region; his unique experience in Human Resources, Finance and Operations ensures he brings real practical examples and a wealth of experience to his HR courses on talent management, recruitment, competencies, training and development, performance management, HR budgeting and manpower planning.He has also undertaken consultancy work in Qatar, Pakistan, Malaysia, Hong Kong, UAE, Oman, Bahrain and Egypt. He has worked with clients in the oil & gas, banking, telecommunications, retail, construction and automotive sectors.Paul now runs his own consultancy, specialising in HR, Finance and Leadership. He also spends time teaching adults with learning difficulties, basic business and retail skills. Paul has a Postgraduate Diploma in Business Administration from Lancaster University, a Postgraduate Certificate inEducation and Training from the University of Huddersfield as well as a Certificate in Teaching English to Speakers of other Languages from Trinity College, London.

SUCCESSION PLANNING

• Identifying future potential leaders to fill key positions.

• A process by which one or more successors are identified for key posts (or groups of similar key posts), and career moves and/or development activities are planned for these successors.

SUCCESSION PLANNING

• Succession planning is a systematic approach to:

• Building a leadership pipeline/talent pool to ensure leadership continuity

• Developing potential successors in ways that best fit their strengths

• Identifying the best candidates for categories of positions

• Concentrating resources on the talent development process yielding a greater return on investment.

SUCCESSION PLANNING

• Succession planning recognizes that some jobs are the lifeblood of the organization and too critical to be left vacant or filled by any but the best qualified persons.

• Effectively done, succession planning is critical to mission success and creates an effective process for recognizing, developing, and retaining top leadership talent.

HR MODELTalent Management

Total RewardEmployee Development

A clear process for identifying and bringing on high performing talent

and high potential staff and ensuring effective resource planning

Providing a planned programme of professional

development and

skill enhancement for key employee groups

An integrated, aligned reward strategy

which both differentiates and segments whilst taking

account of employee choices

Performance Management

The core business process for communicating performance

expectations and assessing individual contributions

Resourcing

Structured recruitment processes and competency-based interviewing

techniques to ensure the right staff are selected

The Result: The company has: 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

TALENT MANAGEMENT

• 61% of organisations have a Talent Management Department/Section

• 20% have a definition of Talent!

DEFINITION OF TALENT• Before talent can be identified it is important for an organisation to define what they

mean by talent. This definition is specific to the organisation and it’s requirements.

• Should talent management be concerned only with high-potential employees –or others capable of being promoted through the organisation? Or should it support all individuals within an organisation, at whatever level and whatever their potential?”

• Once the definition of “talent” has been defined and agreed it is then a matter of identifying where the talent sits in the organisation. This can be ascertained in a variety of ways.

• When seeking to identify talent within the organisation an awareness of the different ways an individual may display talent and their potential to improve their performance.

• CIPD

AN EXAMPLE• … While accepting that all our employees are talented, the company

recognises that some employees demonstrate outstanding potential that, if identified and developed, will add value and support business continuity.

• These employees demonstrate:

• Sustained High Performance (4+)

• Are recognised by colleagues, customers, and management as future leaders in their field.

• Consistently demonstrate our Values

• Innovation and improvement in their Business area

• Consistently make a measurable positive impact on business performance

• Sustain above job needs Leadership Competencies

FIRST ASSESSMENT

• Interviews with top 2 levels of organisation.

• Their view on:

• Need

• Position Criticality

• Position Vulnerability

• First draft on possible successors and time lines

SUCCESSION MATRIX1.

9.

C

R

I

T

I

C

A

L

I

T

Y

VULNERABILITY

High

Med

HighLow

Regional Manager - Dhofar

Bruce Willis

Commercial Management Organisation

Chief Commercial Officer

Al Pacino

Marketing Director

Robert De Niro (acting)

Head of Corporate Affairs

Tom Cruise

Head of Branding & Communications

VACANT

Head of Proposition Management

Robert De Niro

Head of Product Management

Julia Roberts

Sales Director

Sylvester Stallone

Head of Sales Support & Logistics

Sandra Bullock

Head of Indirect Sales

Johnny Depp

Head of Stores

Ed Asner (acting)

Customer Service Director

Wayne Rooney

Head of Customer ServiceSupport

Helen Mirren

Head of CS Operations

Arnold Swarzennegger

Head of Contact Center

J Santana

Business Segment Director

Omar Shariff

Head of Business, Elite Club& Tech Customer Service

VACANT

Head of Direct Sales

David Beckham

Head of Marketing –Business

VACANT

Regional Manager - Dhofar

Bruce Willis

Commercial Management OrganisationChief Commercial Officer

Al Pacino

Marketing Director

Robert De Niro (acting)

Head of Corporate Affairs

Tom Cruise

Head of Branding & Communications

VACANT

Head of Proposition Management

Robert De Niro

Head of Product Management

Julia Roberts

Sales Director

Sylvester Stallone

Head of Sales Support & Logistics

Sandra Bullock

Head of Indirect Sales

Johnny Depp

Head of Stores

Ed Asner (acting)

Customer Service Director

Wayne Rooney

Head of Customer ServiceSupport

Helen Mirren

Head of CS Operations

Arnold Swarzennegger

Head of Contact Center

J Santana

Business Segment Director

Omar Shariff

Head of Business, Elite Club& Tech Customer Service

VACANT

Head of Direct Sales

David Beckham

Head of Marketing –Business

VACANT

Successor Ready now

Successor Ready 12 – 36 months

No Internal Successor

Validating Eligibility of Possible Successors

• Criteria must validate eligibility of Possible Successor.

• Your Succession plan will fail if there is the slightest touch of “Wasta”

• Criteria to be transparent

• There must be an element of external assessment

• The more the better!!

Succession Plan ProcessFrom Nomination to Placement

Successor

Nominated

by Line Director

Line Director supplies

Succession position

and readiness

(0 – 4 Years)

Nomination received

By Head of

People Development

Candidates sent for

External

Assessment*

Career

Development

Plan

Succession

Pool & Succession

Development

Line Director uses

Nomination Form

checking elegibility

criteria.

Elegibility checked

including

English Ability

ReadyNot Ready Yet

Annual

Candidate Review

by HR and Line

Ready Pool &

Selection Process

When Position is

vacant

Take up Position

ILM, Fast Track,

Coaching,

Acting, Mentoring and

assignments

ReadyNot Ready Yet

Competencies,

Leadership and

English where required

Normal Selection

Procedures apply

There is no

guarantee of position

Candidates failing to

Make required

improvement

To be removed from

Succession Pool

*Initially all Local Grade 2 – 5 will be

externally assessed to identify High

Potential Locals not identified by Line.