1

Group Members:

Shruti Marfatia

Rochelle Fernendes

Dhairyasheel Powar

Manu George

Ritesh Gulrajani

Succession planning is a process of

determining critical roles within the company,identifying and assessing possible successors and providing them with the appropriate skills and experience for present and future opportunities.

2

3

Succession Planning

Recruitment and staffing Training and development Performance and compensation

management Talent management

4

Succession planning must be an integrated HR process.

Identify what skills the company will require in the future.

Identify critical positions in the company. Identify high performers to step into those

positions.

5

Analyse the workforce for eligible retirements.

A systematic approach for identifying, nominating and selecting potential successors must be established.

Succession planning must include a system for providing feedback and encouragement to successors.

6

Engages senior management in a disciplined review of organizational talent.

Guides development activities of staff. Brings HR systems into alignment. Assures continuity of key positions / Avoids transition

problems. Assures new managers are prepared for their jobs. Focus on Organizational Effectiveness. Less time and expense to source talent to fill. The individuals identified in the plan will eventually be

responsible to tackle future challenges.

7

The organization is prepared to deal with sudden losses of key people.

Less turnover. It will help the company to create future potential

leaders. Succession planning helps company "build bench

strength." It helps company to decide where people belong on

the bus. To retain superior employees because they appreciate

the time, attention, and development that company is investing in them.

8

9

Succession Planning vs. Replacement Planning

Replacement planning: is about immediate needs, a point in time assessment of the availability of key back-ups who can step in and contribute quickly

Succession planning: is concerned with longer range needs and the development of talent to meet those needs.

10

11

Step 10Evaluate Results

Step 9

Establish Individual and Organisational Accountability

Step1

Clarify CEO’s Expectations

Step 2Establish Competency Models

Step 3Conduct Multi Rater, Full Circle Assessment

Step 4Establish Performance Management System

Step 8Establish a Talent Inventory

Step 5Establish Potential Assessment

Step 7Implement Individual Development Plans

Step 6Establish a means of ongoing Individual Development Planning

A Step by Step Model to establish and maintain a

Succession Planning Program

Succession Planning Software (EmpXtrack)

Allows identification of key positions in the organization and their mapping to required skills, competencies, job descriptions, qualifications and experience profiles. Facilitates identification of employees who meet the requirements for these key positions. Sophisticated search mechanisms are available for this.

12

13

14

15

16

17

18

Attempt Succession Planning Without Other Strategic Plans

Procrastinate No goals Sell to an Insider Ignore Training Keep Succession Plans a Secret Develop a Succession Plan Once

19

20

CASE STUDIES:

1.General Electric Inc.

2.TATA Group

Succession Planning at General Electric Inc.

GE adopted succession planning right from the mid-1900s.

At GE, succession planning was not confined to only the top management, but was applied across all tiers of management

Annual Human Resource Reviews (popularly called Session C) had been at the heart of succession planning at GE.

The succession planning by Welch for his post had started way back in 1994.

McNerney and Nardelli were taken on as the CEOs of 3M and Home Depot.

TATA GROUP Which has an employee strength of about 2,80,000 Succession planning at different levels within

various group companies . Tata group will now follow a four-box rating

approach. This approach comprises sharp distinctions such as,

‘not met objectives’, ‘met objectives’, ‘significant over performance’ and ‘outstanding’.

It will be an ongoing process.

Success will sustain and grow only when it is passed on into safe hands, and this is where the seed of succession planning takes its roots.

24

www.empxtrack.com www.successionwizard.com www.bizmonthly.com/12_1997/hepple.html www.icmrindia.org http://humanresources.about.com/od/glossarys/g/

successionplan.htm www.successionplanning101.com http://www.halogensoftware.com/files/PDF/whitepapers/

Ten_KeySteps_in_SuccessionPlanning.pdf

25

26