The topic was presented at Southern University, Bangladesh

1. Dr. Kazi Golam Faruk
LLB,MBA,PhD
Succession Planning
Filling & Developing
the Pipeline

2. INTRODUCTION
FACILITATOR
&
ATTENDEE
Filling & Developing
the Pipeline
Succession Planning

3. GOOD MORNING
s

4. ALL IDEAS AND POINTS OF VIEW HAVE VALUE
HUMOR IS WELCOME But not at the expense of
other
HONOR TIME (BT), if not……………
CELL PHONE Courtesy, if not followed…………
Group
Agreements
ANY OTHER
AGREEMENTS TO
ADD?
a. Seating arrangement,
1..2..3..4..5..6..7
b. Name group…..select
leader….write
c. Class leader selection

5. Grouping

6. CLASS LEADER
being frustrated left the class

7. How do we fill this gap?
So…what are you planning to do about it?So…what are you planning to do about it?

8. Succession
Planning

9. What is Succession Planning?
Simply stated……
Succession Planning is a process
of developing talent to meet the
needs of the organization now and
in the future

10. MayMay be defined as ……….
A purposeful and systematic effort made by an
organization to ensure:
•leadership continuity
•retain and develop knowledge and intellectual capital for
the future
•encourage individual employee growth and development
What is Succession Planning?

11. So, succession plan is …..
Have the right people in the right place at the right time
An ongoing process of identifying and developing future leaders
An opportunity to create standards for qualifications and
competencies for future leaders
Provide understanding to members of the potential leadership paths
available and development needs
Successio
n
Planning

12. So, succession plan is …..
Vital to future success of an organization
Strategic Planning for Human Capital
Investment in your future leaders
Is proactive and not reactive
Sustainability that creates motivated and capable employees
Successio
n
Planning

13. Succession vs. Replacement
 Succession planning involves planned developmental activities for a group of
employees which is not required for replacement planning
 Replacement planning involves designating successors in the event of sudden,
unexpected loss of key job incumbents
 Replacement planning is about finding backups to fill vacancies on an organization
chart. But succession planning is about grooming the talent needed for the future
 Replacement planning is typically reactive but Succession planning is proactive
 Replacement planning is compatible with and often overlaps succession planning

14. Why the Interest in
Succession Planning?
• Employer is ensured to have a sufficient supply of talent for key roles
and tasks whenever needed
• It takes less time and expense to fill vacancies because the talent has
already been identified and prepared
• The organization is prepared to deal with sudden, catastrophic losses of
key people
• Employee becomes loyal by getting clear opportunity to grow
• Customer get the desirable results through reliable and knowledgeable
employees
Importance of SP

15. Where
Succession Planning is required?
Critical Position – A critical position in the organization that is
imperative to run the business. Key strategic importance to
have back fill.
Critical Person – A critical person in the organization which would
result in a significant adverse impact on the business if the person
leaves.

16. Sample Organogram
W
here
S
uccession
P
lanning
is
required?

17. EXERCISE

18. What are the core values for the
success of succession planning ?
 Transparency: the process is transparent and well communicated
to all employees
 Assessment: candidates are assessed objectively, without personal
favoritism
 Fairness: employees who express an interest in career advancement
have a reasonable opportunity to be considered for future positions;
and appointments are based on merit

19. Who is responsible for succession
planning & Management?

20. • The Board should ensure that an effective succession planning and
management program exists, and is actually working effectively
• The CEO is personally responsible for ensuring that an effective succession
planning and management program exists and works effectively
• Senior managers are like the co-pilots of the airplane. Each is responsible for
establishing talent development objectives for his or her own division or
department and then meeting those objectives
• The HR department provides support for the effort by arranging for the policies,
procedures, technology, and other support to help ensure that the “plane flies in
the right direction”
Who is responsible for succession
planning & Management?

21. • Department managers are responsible for attracting, identifying, developing
and retaining talent for their respective departments. They should realize
that they are responsible—and accountable—for both “making the
numbers” and “grooming talent to meet the organization’s future
requirements”
• Individuals are responsible for knowing what they want out of life, their
careers and the organization. They are also responsible for developing
themselves for the future
Who is responsible for succession
planning & Management?

22. HOW TO START S. PLAN PROCESS?
 Review strategic plans
 Review key positions
 Ensure everyone has an updated resume
 Analyze the data
 Talk to your employees
 Begin creating road map
 Continue assessing

23. HOW TO START S. PLAN PROCESS?
Review strategic plans
Have an updated list of the strategic objectives of each department
It will help you decide if your current staff has the KSA (Knowledge, Skills and
Abilities) to achieve your strategic objectives
Review key positions
Go through employee roster and identify key positions
Identify the top 5-10% of the positions which cannot live without
Don’t focus on the people but the positions
Ensure everyone has an updated resume
Have updated resume or skill set tracking mechanism to determine what
KSA’s are currently available within the organization
The information should be accurate

24. HOW TO START S. PLAN PROCESS?
Analyze the data
Review the people in the positions
Look, who is currently in the position and what skills are necessary if this
person leaves the organization?
Do we have people somewhere in the organization who could take over if this
key employee leaves?
This is the point you need to start analyzing what you have, what you need,
and the path forward for getting there
Talk to your employees
Discuss with employees about their interest in career path but don’t disclose
your plan
It will save from unwanted investment

25. HOW TO START S. PLAN PROCESS?
Begin creating road map
Create a road map for the types of KSA’s this employee will need for their
next role
Continue assessing
Continue assessing to see if the employees are still on track or not
If on track, continue providing opportunities to advance their KSA’s
If not, to be tweaked

26. What are the Key Elements of Succession
Planning?

27. Assessment of
Key Positions
Identification of
Key Talent
Assessment of
Key Talent
Generation of
Development Plans
Development
Monitoring & Review
Key
Elements
05 Key Elements At a Glance
Succession Planning
Key Elements

28. 1. Assessment of Key Positions
•The key positions are based on specific criteria at the enterprise and
division levels - mostly senior positions
•These positions are managed and monitored by the SLT
•There are also critical positions for which scarce skills are required
2. Identification of Key Talent
•Typically people at the top two levels of the organization and high potential
employees one level below
•Identified by their management’s assessment of their performance and
potential for advancement
3. Assessment of Key Talent
•For each person on the radar screen, primary development needs are
identified focusing on what they need in order to be ready for the next level
Succession Planning: Key Elements

29. 4. Generation of Development Plans
•A development plan is prepared for how we will help the person develop
over the next year
5. Development Monitoring & Review
•An annual or semi-annual succession planning review is held to review
progress of key talent and to revise the development plan
Succession Planning: Key Elements

30. What are the PHASES of Succession
Planning?

31. ActPlanAssess
Succession
Plan
•Executive Summary
•Key Positions
•Key Competencies
•Assessments &
Findings
•Gap Analysis;
Present and Future
•Development Plans
•Inventory
•Accountability
•Measurement
•Templates
•Annual Planning &
Review
Phase I:
45-60 Days
•Establish
Commitment &
Team
•Define Competency
Model
•Baseline
Assessments &
Debrief
Phase II:
45-60 Days
•Performance
management
process review
•Assess Future
potential
•Gap Analysis &
Recommendations
Phase III:
45-60 Days
•Individual
Development
Plans
•Inventory
Competencies
•Accountability
•Measure,
Evaluate &
•Improve
PHASES of Succession Planning

33. As Is ~ To Be ~ Gap Analysis
• Collect and analyze organization and demographic data
▫ Retirements?
▫ New leaders being identified and developed?
▫ What is average age and tenure of current employees?
▫ What are attrition and vacancy rates?
• Identity and prioritize key work processes/positions
▫ Which are most critical?
▫ Which have the least amount of resource depth?
▫ Are future leaders prepared?
• Identify condition and availability of resources and systems
▫ What items are needed to do work? policies/procedures, training guides?
▫ Are they accessible and up to date?
▫ What technology systems are currently in use?
Tips
AsIsAssessment

34. As Is ~ To Be ~ Gap Analysis
Tips
To Be Assessment:
Analyze future requirements for services
What are the goals of the Strategic Plan?
What are upcoming changes in the industry?
What demands will technology place on organization?
Gap Analysis:
Look …….
How does “As Is” organization fall short of “To Be”?

35. Talent Identification and Development Succession Planning
Readiness Scale
To take Talent to the Senior Leadership Positions
7 to 10 Years 4 to 7 Years 2 to 4 Years Ready Now
Talent Management Objectives
Talent Readiness Scale
Succession Planning Objectives

36. What are the Challenges in
Succession Planning?

37.  Ineffective balance between identification and development
 Identifying successors not in line with most organizational cultures
 Defining it as an HR Problem
 Poor linkage to business strategy
 Overemphasis on replacement planning
 Lack of top management support
 Lack of organization-wide talent database
Challenges

38. What’s the ROI for Succession Planning?

39.  Nobody knows the average ROI for succession planning and
management programs
 Even best-in-class companies have not effectively measured it
 Determine ROI by starting with the measurable objectives to
be achieved by the program
 Find out what it costs—and how long it takes—to fill
vacancies today
 Then find out what it costs—and how long it takes—to fill
vacancies after the succession planning and management
program is up and running
ROI for Succession Planning

40. What are the Biggest Benefits that
Organizations Experience?
When an organization has established an effective succession
planning program, organizational leaders should expect:
 Easier to fill vacancies
 Alignment
 Prepared for the unknown

41. So, When Should I Begin Succession Planning?

42. Today!
# On-going process
# The actual succession plan should be developed before the next generation starts working
for the organization in a career position
# The plan should be reassessed frequently

44. Sample Development Plan
EXECUTIVE DEVELOPMENT
PLAN
NAME: ________________ TITLE: ________________
Overall Performance Summary:
(Indicate recent performance including major accomplishments or performance issues.)
Key Strengths:
(List 2 - 3. Indicate key technical or professional competencies, skills or knowledge the person has.)
Development Needs:
(List 2 - 3. Indicate key experiences, skills or knowledge the person lacks in order to move to the next level.)
Development Actions:
1. On the Job: (What new responsibilities do you plan to assign to help this person develop this year?)
Employee

45. 2. Special Assignment: (What task force, projects or special assignments will be given
this year to aid development?)
3. Training: (What specific training or seminars are recommended this year for his/her
development?)
Potential For Promotion:
(Indicate this persons readiness to be promoted to the next organizational level)
Ready now for the next level
Ready in the next 24 months
Ready in 2 to 3 years
Recommended Next Position: (List the next assignment that would most benefit the
individual in his/her development)
Sample Development Plan (cont’d)
EXECUTIVE
DEVELOPMENT PLAN

46. SUCCESSION CANDIDATES
KEY POSITION TITLE ________________________
Backup Candidate Name: ______________________
Current Title: ________________________________
Div: ______________
Level of Readiness (Circle One): Within 1 Yr. 1–3 Yrs. 3–5 Yrs.
Strengths for this position:
Developmental needs for this position:
Comments:
__________________________________________________
Date: FY:
Completed by: Division:
Position

47. Organization Name…………………… Department
Name……………………
Key Position
Title
Incumbent
Name
Position
Vulnerability
Succession Candidate
Names
Open in
< 1 Yr
Open in
1–3 Yrs
Open in
3 + Yrs
Ready in
< 1 Yr
Ready in
1–3 Yrs
Ready in
3 + Yrs
Succession Plan
Summary

48. BRAINSTORMING
EXERCISE

49. Dr. Kazi Golam Faruk
LLB,MBA,PhD

50. THANK
YOU