Succession Planning and

Talent Management

Otto Tawanda Chisiri

Succession Planning

Career Development &

Succession Planning (CDSP)
 Aim
The emphasis is on developing
a broad spectrum of talent
Foster a process of building
within the management ranks
leadership capability across the
so that the availability of
lines of business / support
internal talent will not be a
functions
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

Technology

Demographics (net-generation, diversity)

Globalization

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?
– visionaries are those who groom their young ones to take the lead position and to take the cause of organization forward

Organization supersede Individuals

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 Results
1. Talent Driven
culture
2. Accelerated
Development
Education 3. Vision for future
and advancement
Training

Self Development Accountability

Measurability
Competency driven
Strategically Targeted
Rotational Assignments

Future Competencies Needed

Aligned with Strategic Plan

CEO/ Leadership Commitment &

Involvement

9 July 11, 2007 swati Smita

Succession Planning Model Ref: Troopiano, 2004
 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

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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 They are high impact

demonstrate people who can deal
exceptional ability and with complexity
achievement over a (Robertson, Abbey
range of activities 2003)

They have
transferable high
competence

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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

A successful TM model has to link • TM strategy and
• TM system. (Lance and Dorothy Berger, 2011)

The values, expectations and • the desired culture and

elements of • the business excellence

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

It describes in
“A TM creed is the
general terms
set of core
what types of
principles, values
people are
and mutual
expected to work
expectations that
in the organization
guide the behavior
and what type of a
of an institution
culture is desired
and its people”
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
Keepers –receive about Solid citizens- receive
about 5 % of all the
25 % of all the about 68 % of all the Misfits- receive about 2
resouces; need very high
resources, need high resources, need % of all the resources
recognition, compensate
recognition, compensate recognition, compensate for some, compensate at
much more than the pay
more than the pay at the market level or below market average
market, promote very
market, promote rapidly just above
rapidly

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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 Boss’s peer group.

Boss’s boss. The
owner of the Source of potential
Boss. The primary key link in the
career plan that is new assignments
assessor vertical succession
aligned with the in the same or
and career plan
succession plan other function

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 Diagnostic Tools

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)

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 Diagnostic Tools

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)

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 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 Analysis
Performance
Potential
Evaluation Candidates
Buss. Results Assessing the Emloyees
Personal
Development A B C D
Activities

Assessment
Career Potancial Candidates
Committees and
Succession Lists

Development
Approval
of the Talent
Lists 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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 HUMAN RESOURCES TALENT MANAGEMENT
MANAGEMENT

 Broad Scope (entire  Focus on segmentation (key

employees) group of core employees


HR and TM
Emphasize egalitarianism
Focus on administrative
and key positions)
 Focus on potential people
functions  Focus on the attraction,
 Transactional development and retention
 Focus on systems with silo of talent
approach  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
CONCLUSION
&

THANK YOU

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