Lecture presentation of Dr. David N. Almarez Koop Baitaan - Tulong Balita Online

1. Training Committee and Webinar on
Succession Planning
DR. DAVID N. ALMAREZ
Chairperson, Human
Resource Development
Committee, MSU-IITNMPC
Chairperson and Training
Director, Cooperative Union
of Iligan City
August 6, 2021
8:30-12 Noon

2. SUCCESSION PLANNING
PREPARED BY PROF. DAVID N. ALMAREZ, DM
Chairperson, Human Resource Development
Committee, MSU-IITNMPC
Chairperson and Training Director, Cooperative Union
of Iligan City

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7.  How do we ensure that 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 are available whenever
needed?
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8.  Employees will always leave…
 Institutions outlive their workers
 Others should be ready to resume the
institutional journey
 The preparation for the changing of
Succession Planning
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9.  Why Succession Planning?
 To avoid vacancies in key positions and ensure
stability of business operations.
 Provide meaningful developmental
from the coop and its people.
 To help develop diverse workforce by enabling
decision makers to look at the future
make-up of the cooperative.
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 Succession planning
a.Systematic, focused process for keeping talent
in the pipeline.
b.Process of identifying crucial job skills,
knowledge, social relationships and
organizational practices and passing them on to
to prepare the next generation of workers,
thereby ensuring the seamless movement of
talent within the organization.
c.Planning for both the foreseen and unexpected
unexpected absence of people who hold key
positions in an organization.
d.Future-focused practice of identifying the
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14.  A carefully prepared succession plan which
is periodically reviewed helps a cooperative
avoid prolonged and costly vacancies, thus
succession planning must be a priority task
that should be integrated into the strategic
plan of the cooperative.
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 Reasons for engaging in succession
planning:
a) Adapting to demographic changes and
scarcity.
b) Identifying skill gaps and training needs.
c) Retaining institutional knowledge in a
knowledge economy.
d) Boosting morale and retention by
in employees.
e) Replacing unique or highly specialized
competencies.
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 Adapting to demographic changes and talent
scarcity
 Demographic shifts inevitably create
competition for talent.
 Candidates in the labor pool may lack
experience and many core skill cal sets
required for crucial positions.
 Harvesting critical organizational
so it can be shared with subsequent
generations of workers will be crucial.
.
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 Identifying skill gaps and training needs
The process of articulating necessary skill sets and
competencies for key positions may lead to the
identification of skill gaps and training needs among
workers, thus interventions (i.e. cognitive and
training programs) can be developed to address the
gap/need.
 Retaining institutional knowledge
More employees are now hired and paid for their
rather than for their labor. The entire concept of
knowledge management focuses on identifying,
harvesting, archiving and retrieving organizational
knowledge. The sharing of knowledge can occur
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X –
experience
Y -
learning
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24. Key Terms:
 Training. The preparation of an employee
perform the tasks required for his or her
role.
 Development. The practice of equipping an
employee (or group) for future roles and
responsibilities.
 Career planning. An employee-centered
practice of identifying the interests of the
employee and assisting him/her as well as
providing personal development options
consistent with his/her talents and
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25. Key Terms:
 Career management. An organization-centered
practice of creating jobs and organizational
that promotes the achievement of business
 Replacement planning. A shorter-termed practice
of identifying replacements for personnel in key
operating functions.
 Succession planning. The future-focused practice
of identifying the knowledge, skills and abilities to
perform certain functions and then developing a
to prepare individuals to potentially perform those
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 Boosting morale and retention
An organizational investment in human
capital can boost employees’ engagement
and morale.
Herzberg’s theory of motivation posits that
by meeting the personal growth,
achievement and recognition needs of
employees their motivation is promoted.
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 Replacing highly specialized competencies
We may say that no one in the
indispensable but it is not easy to replace
leader or a personnel with highly
knowledge or competencies - it is costly
time-consuming.
Succession planning mitigates the effects
sudden or unanticipated vacancy in a
position.
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32. Factors to Consider in succession planning:
a.Organizational foundations.
b.Scope of succession planning program.
c.Implementation team.
d.A match of talents to tasks.
e.Job design and skill complements.
f. Standards and metrics.
g.Plans for successful transitions.
h.Alignment of existing practices.
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33. Organizational foundations
a. Succession planning cannot be performed in a
foundation components should be in place before it
be implemented.
b. Steps that lay the groundwork for succession
1. Design jobs with complementary or layered skill
2. Design of open organizational structure to reduce
barriers that prevent cross-functional learning.
3. Candidates who are viewed in light of potential
functions beyond the immediate vacancy. By
assimilation, new employees can learn the
organizational culture from the start.
Once these processes are secured, key positions
suited to succession planning are identified based
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34. Scope of program
a. Succession planning can either be by position or by
person.
b. A program that does both ensures the likelihood of
addressing the keeping of talent in the pipeline.
c. Sometimes talent resides in a particular individual
has numerous skill sets that are valuable in a
positions. Sometimes, certain positions serve as
"training grounds" for future roles. In either case, an
individual employee selected should be:
1. Comfortable with change.
2. Interested in learning new skills.
3. Accepting uncertainty.
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35.  Identifying positions in succession planning is more of an art
than a science being an organization-specific process.The
following should be considered:
1. Positions central to strategic goals or to competitive
advantage (with greatest effect on the client’s
behavior)
2. Positions that are organization-specific or in a highly
specialized business.
3. Positions of influence within the organization (those
that influence resource allocation or decision-making).
4. Jobs with long learning curves.
5. Positions in which experiential learning is the main
knowledge acquisition method.
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36.  Implementation team
a. Some areas of expertise and commitment will
the success rate of the program—such as in HR,
organizational development, BOD and other leaders.
b. Knowledge of job design concepts, effective
performance management practices, training and
development initiatives, and adult learner and
mentoring programs gives the program coordinators
good foundation for a well-rounded program.
c. Having a receptive organizational culture (silo-free,
accepting change, learning-organization mentality
focus on performance management) is essential to
achieving program objectives.
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37. Matching talent to tasks
a. Job development requires incumbent employees be
suited for a series of positions; matching individual
talents with required tasks.
b. A job analysis that reveals the knowledge, skills and
abilities required for each role allows
practical succession steps.
c. Identifying skill complements allows for easier
transitions between roles, creates options for
reinforces desired performance of those skills and
supports development-centered staff training.
d. Succession planning differs from career pathing; it
equips incumbents with wide range of skills in
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38.  Job design
a.Planning the stages of a succession plan
understanding of job design concepts.
b.Understanding specific position attributes
the program coordinator to perceive the
relationship between the incumbent's success
one job and the potential for success in the next
job, as well as the individual's appropriateness
role based on personal preferences.
c.Specialization and task variety, task identity,
significance, autonomy, span of control,
independence and interdependence, and job
are all salient position attributes to consider.
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39.  Standards and metrics
a. Establishing standards and metrics (what
success looks like and how it will be
critical for determining whether a succession
planning program has been effective.
b. Deciding in advance what constitutes a
successful program may include finding
methods to gauge employee satisfaction with
personal development, management
satisfaction with employee performance and
readiness, the extent of goals achieved, and
time to full-function attainment.
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40. Planning
a.The in-advance nature of succession
planning significantly enhances the
transition for all parties. The employee,
leader and team have the opportunity to
interact and develop a work style.
b.There is also an overarching culture of
employee development as an investment
the interest of the organization as a
as well as a practice of ongoing
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41. Alignment
a. Succession planning cannot be
as a stand-alone process. The principles
support succession planning must also
influence the selection process and
performance management.
b. Identifying roles eligible for succession
planning requires forethought during the
selection phase to ensure that the right
person, with development potential, is
chosen.
c. Future-focused performance management
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42. Equal employment opportunity
Succession planning involves preparing employees
possible future roles; it is not pre-selection. If the
succession planning program is rooted in diversity
equal employment opportunity, the ultimate
of employees to fill new roles will reflect that focus.
During the succession planning process, choose
positions generally filled from within, work to
number of potential feeder roles and incumbents,
ensure everyone knows that succession planning is
intended to match the organization's needs with the
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43. Weakness in performance management
If the organization has not had a consistent
practice of giving honest performance
not only is that an obstacle for succession
planning, it is a bad business practice that
immediate correction. Educate managers
the legal and ethical reasons for giving honest
feedback. Employees deserve to know when
their behavior or performance is meeting
expectations. They also deserve the chance
improve their behavior or performance when
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44. Weakness in performance management (cont.)
. There are four essential factors in an effective
performance management program:
 A feedback process that is continuous and timely
throughout the review period, so employees know
they are doing and what is expected.
 A dialogue that includes performance feedback
measured against clear and specific goals and
expectations established at the outset of the
performance management cycle.
 A documented process for acknowledging the
outcomes of the performance review process
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45. Manager resistance
To some extent, a succession planning process
asking managers to prepare to let go of their best
performers. Approach that challenge by:
 Fostering a sense that keeping talent within the
organization, wherever it may migrate, is the goal.
 Holding managers accountable for developing their
subordinates and recognizing those who excel in
area.
 Educating managers that employees will recognize
managers-of-choice those who invest in their
subordinates' development and that they will likely
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46. Prepare leaders to participate
Cultivating high-level commitment and support will
have a positive influence on the succession
program. Succession planning involves not merely
making time to provide learning opportunities for
employees; it also involves leading the culture
lowering barriers and creating a learning
Align the program with business objectives
When selecting job functions for the program and
methods for the transfer of learning, be sure to
them with business operations, practices and
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47. Incorporate in performance management
Employee interest in succession planning,
to be a part of it and efforts toward achieving goals
associated with it should be part of performance
management. Incorporating relevant goals in
development plans is relatively easy.
Promote a long-term view
Succession planning is a 12- to 36-month process.
Encourage team members and leaders to think
term and big-picture during the program
Reinforce the concept of preparation, not pre-
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48. Plan for knowledge transfer
Succession planning includes identifying
and competencies next-generation
will need to function well in key positions.
Developing systems to identify and transfer
that knowledge and shorten learning
should be a primary objective. Partner with
trainer to determine the best way to
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49. Look at succession planning in layers
Layering competencies achieves many of the
same benefits as developing skill
succession planning paths. Even if certain
not well suited for formal succession planning,
incumbents may be candidates for acquiring
layers of related skills. Consider including
a sort of "a la carte" learning along with the
succession planning participants.
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50. Job development is not limited to
promotion
Succession planning might include job
expansion in addition to job progression.
if traditional step-by-step succession
does not work for certain functions, consider
individual skill development opportunities
as enrichment, enlargement and cross-
as sources for enhancing employee skill
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51.  A key position is a position that is critical to
the viability and continuity of a cooperative
.
 Identifying key positions takes a holistic
approach and needs the input of key
stakeholders regarding the critical KSAOs
(knowledge, skills, ability, outcomes),
current and future competency gpd and
environmental scanning to identify
opportunities and obstacles.
Key Position
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52. Succession Plan also includes knowledge transfer of
processes and strategies that allow an organization
to:
1) Document key data and policies for critical
processes
2) Exchange key process data and information
from one individual or group to another
3) Define how vital and important information
be retained within the organization despite
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53. Conte
xt
 Cooperative – Ensure a sufficient supply of
talent for key roles and tasks.
 Employee – Provide clear opportunity to
grow, learn, evolve, advance.
 Customer/Member-owner–Results.
Employees and service that are reliable,
knowledgeable, and meet their expectations.
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54. Employee and Leadership
Development
Recruits and retains a workforce that is
competent, motivated, adaptive, and safe-
working.
Establishes a participatory, collaborative
organization dedicated to continual learning
and improvement.
Ensures employee institutional knowledge is
retained and improved upon over time.
Provides a focus on and emphasizes
opportunities for professional and leadership
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55. Employee and Leadership
Development
1. Employee retention and
satisfaction
2. Management of core
competencies
3. Workforce succession
preparedness
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56. Basic
Components
1. Institutionalize the process and capture
stakeholder support
2. Conduct assessments of organizational
needs
3. Develop the succession planning model
4. Implement succession planning strategies
5. Continuously measure, evaluate, and
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57. Common Pitfalls:
1) Keeping it a secret
2) Underestimating talent within
3) Narrow minded thinking – too old/young,
different
4) Focusing exclusively on hard skills
5) Not offering training/development
6) Expecting employees to self-identify – help
see what they can be.
7) Not holding managers accountable for
planning.
8) Considering only upward succession. Lateral?
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58. Succession Planning Framework
Define
scope and
establish
accountabili
ties
Identify
critical
positions
Identify
candidates
and
competency
gaps
Provide
leadership
Trg/Exp/
Coaching
Review
process and
evaluate the
effectiveness
•Gain
commitment
from senior
management
for the
process
•Define scope
of succession
planning (in
terms of
levels for
which
applicable)
•List high
performing high
potential
Candidates
• 3/3 Matrix
•Assess
candidates
against
competencies
for target jobs
and identify
competency
gaps
•Develop training
and development
programs for
individuals which
include
–Job rotation
–Job
enrichment
–Special
Projects
–Shadow
Running
–Development
programs
•Establish a
review schedule
for the
succession plan
•Develop metrics
for evaluating
effectiveness of
the process
•Identify key
jobs: Business
Critical
Positions
• The above to
be aligned
with
retirement,
business
growth, Career
Plans,
attrition,
scarce skill
Initiate Develop Evaluate
Identify
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