Dear Friends,
Can anyone help me in succession planning. How to do the succession planning and what are the steps and procedures to be carried out for this.
If possible, plz send it to my mail id
Thanx & Regards,
Premalatha
From India, Madras
Can anyone help me in succession planning. How to do the succession planning and what are the steps and procedures to be carried out for this.
If possible, plz send it to my mail id
Thanx & Regards,
Premalatha
From India, Madras
Dear Friend,
Although I am unable to give the exact information you require, Kindly click on the following link, it will give you some required information,
https://www.citehr.com/search_new.ph...ning&submit=Go
Pls let me know was this information useful,,
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Still if you are unable to get the answer, then post it,,,
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Regards
M. Peer Mohamed Sardhar
93831 93832
From India, Coimbatore
733Although I am unable to give the exact information you require, Kindly click on the following link, it will give you some required information,
https://www.citehr.com/search_new.ph...ning&submit=Go
Pls let me know was this information useful,,
If not let me try out more & give information,,,,
An Instant & Easy way to get information is use Quick Search in the site,,
Type the keyword, for which you have a query, the answers will be displayed.
Still if you are unable to get the answer, then post it,,,
Please never loose patience once you have posted it,, give members time to reply,,,,
In CiteHR you will get A to Z information on HR…..
Regards
M. Peer Mohamed Sardhar
93831 93832
From India, Coimbatore
Hi
I am attaching a small write-up on the succession planning methods in organizations.
regards
Anuradha
SUCCESSION PLANNING
In most organizations, succession related decisions involve selection of people at the following three levels:
o At the board level, which involves selection through various channels including the top most members of organization, stakeholders, etc
o At the senior management level (below the board level), which involves external recruitment or selection/promotion from within.
o At the senior/mid level, which involves external recruitment or selection/promotion from within
Effective succession at all the three levels requires adequate preparation and investment in bringing the capabilities of potential candidates to a level that truly qualifies them for advancement to senior positions. Organizations have used a wide array of systems in decision processes involving managerial succession. The criteria for succession in government and public sector organizations in the early years emphasized seniority.
The gradual professionalization of management practices, and more important, the competitive pressures have, over time, led to significant changes in the criteria for succession in today’s organization. The government system too has not remained immuned to change. The succession related decision processes in organizations today can be summarized into the following three broad approaches:
o In the first approach succession is made substantially on the basis of the individual’s current performance.
o In the second approach succession is made on the basis of an individual’s predicted future performance (potential).
o In the third approach succession decisions are based on a mix of individual’s current performance and future potential.
Organizations with strong business and professional orientation have gradually moved away from seniority driven criteria and emphasize future potential as a key parameter in succession related decision processes. This shift has however not been easy and has in several cases been thwarted by cultural baggage and internal resistance. Successful organizations have achieved this shift through thoughtful change management initiatives.
The three approaches mentioned above represent three levels of sophistication in succession planning practices. Each poses a challenge in design and implementation.
The first approach based on current performance poses the following challenges
o The degree of rigour and reliability in the methods applied for assessing an individual’s current performance. Key issues include role clarity, performance contracting and goal setting, appropriateness of critical attributes/competencies, appraiser skills, normalizations of ratings, etc.
The second approach based on predicted future performance (Potential) poses the following challenges:
o The widely accepted practice for assessing future potential is the assessment centre method. Assessment centre is a highly complex and sophisticated tool which requires high degree of reliability in the design and assessor credibility. Moreover its acceptability as an objective and unbiased tool is still a major issue in several organizations. In other words, this method has not fully gained psychological and cultural legitimacy in PSUs.
The third approach, which is a mix of current performance and future predicted performance (Potential), is much more flexible and enables the organization to balance the old with the new. This approach is far more pragmatic and realistic since it doesn’t put absolute and exclusive premium on future potential as the sole basis for succession. It emphasizes current performance in equal measure.
Succession planning is a critical management activity to ensure balance between manpower supply and demand. For organizations which rely entirely on internal manpower supply, succession planning is even more critical and strategic. Since they don’t have the flexibility of mid career recruitment, these organizations have to ensure that they have adequate manpower both in numbers and quality available for internal succession. In such organizations career planning and development occupies a central role in the overall HRD context. There are several examples of elaborate career planning systems operating in organizations which emphasize:
o Planned induction and development practices.
o Career paths for horizontal and vertical movement.
o Specialist and managerial career ladders.
o Inter-location transfers tied to an individual’s growth.
o Staple training inputs tied to an individual’s movement along his career path.
As organizations become more competitive and are increasingly under pressure to perform or perish it is expected that the criteria for succession related decisions will increasingly tend to emphasize performance and potential than other factors. This would however require engineering a shift in the organization’s culture through change management.
The chief executive’s leadership role in succession planning to key positions is critical. He not only has to invest time and effort in grooming potential successors but also demonstrate confidence and conviction in picking and choosing the best without fear of antagonizing others or undermining teamwork.
From India, Delhi
I am attaching a small write-up on the succession planning methods in organizations.
regards
Anuradha
SUCCESSION PLANNING
In most organizations, succession related decisions involve selection of people at the following three levels:
o At the board level, which involves selection through various channels including the top most members of organization, stakeholders, etc
o At the senior management level (below the board level), which involves external recruitment or selection/promotion from within.
o At the senior/mid level, which involves external recruitment or selection/promotion from within
Effective succession at all the three levels requires adequate preparation and investment in bringing the capabilities of potential candidates to a level that truly qualifies them for advancement to senior positions. Organizations have used a wide array of systems in decision processes involving managerial succession. The criteria for succession in government and public sector organizations in the early years emphasized seniority.
The gradual professionalization of management practices, and more important, the competitive pressures have, over time, led to significant changes in the criteria for succession in today’s organization. The government system too has not remained immuned to change. The succession related decision processes in organizations today can be summarized into the following three broad approaches:
o In the first approach succession is made substantially on the basis of the individual’s current performance.
o In the second approach succession is made on the basis of an individual’s predicted future performance (potential).
o In the third approach succession decisions are based on a mix of individual’s current performance and future potential.
Organizations with strong business and professional orientation have gradually moved away from seniority driven criteria and emphasize future potential as a key parameter in succession related decision processes. This shift has however not been easy and has in several cases been thwarted by cultural baggage and internal resistance. Successful organizations have achieved this shift through thoughtful change management initiatives.
The three approaches mentioned above represent three levels of sophistication in succession planning practices. Each poses a challenge in design and implementation.
The first approach based on current performance poses the following challenges
o The degree of rigour and reliability in the methods applied for assessing an individual’s current performance. Key issues include role clarity, performance contracting and goal setting, appropriateness of critical attributes/competencies, appraiser skills, normalizations of ratings, etc.
The second approach based on predicted future performance (Potential) poses the following challenges:
o The widely accepted practice for assessing future potential is the assessment centre method. Assessment centre is a highly complex and sophisticated tool which requires high degree of reliability in the design and assessor credibility. Moreover its acceptability as an objective and unbiased tool is still a major issue in several organizations. In other words, this method has not fully gained psychological and cultural legitimacy in PSUs.
The third approach, which is a mix of current performance and future predicted performance (Potential), is much more flexible and enables the organization to balance the old with the new. This approach is far more pragmatic and realistic since it doesn’t put absolute and exclusive premium on future potential as the sole basis for succession. It emphasizes current performance in equal measure.
Succession planning is a critical management activity to ensure balance between manpower supply and demand. For organizations which rely entirely on internal manpower supply, succession planning is even more critical and strategic. Since they don’t have the flexibility of mid career recruitment, these organizations have to ensure that they have adequate manpower both in numbers and quality available for internal succession. In such organizations career planning and development occupies a central role in the overall HRD context. There are several examples of elaborate career planning systems operating in organizations which emphasize:
o Planned induction and development practices.
o Career paths for horizontal and vertical movement.
o Specialist and managerial career ladders.
o Inter-location transfers tied to an individual’s growth.
o Staple training inputs tied to an individual’s movement along his career path.
As organizations become more competitive and are increasingly under pressure to perform or perish it is expected that the criteria for succession related decisions will increasingly tend to emphasize performance and potential than other factors. This would however require engineering a shift in the organization’s culture through change management.
The chief executive’s leadership role in succession planning to key positions is critical. He not only has to invest time and effort in grooming potential successors but also demonstrate confidence and conviction in picking and choosing the best without fear of antagonizing others or undermining teamwork.
From India, Delhi
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Succession planning.pdf
SUCCESSION PLANNING.ppt