SUCCESSION PLANNING

Recruitment & Selection

 Waqar Sajid

Bushra Khalid

GROUP
Salma Viqar
MEMBERS

Afia Najam

Yasir Fida
 SUCCESSION PLANNING

Process of identifying and developing internal

personnel with the potential to fill key
organizational positions based on their
competencies.

Ensures the availability of experienced and capable

employees that are prepared to assume key roles as
they become available.
 It clearly sets out the
factors to be taken into
account and the process to be followed in relation
to retaining or replacing the person.

It provides a strategy for existing resources and

personnel, justify new resources, make it easier to
contend with corporate changes and present
alternatives in a new environment.
REASONS TO SUCCESSION PLANNING
Identify high talent individuals
Promote employee development
Team building
Cost saving
Creating future leaders
Better retention
Survival of the organization
Establish a talent pool
Refine corporate planning
Improved corporate image
KEY ELEMENTS OF SUCCESSION PLANNING
Assessment
Assessment
of
of Key
Key
Positions
Positions
Monitoring
Monitoring
and
and Review
Review

Identificatio
Identificatio
n
n of
of Key
Key
Talent
Talent

Generation
Generation of
of
Development
Development
Plan
Plan

Assessment
Assessment
of
of Key
Key
Talent
Talent
1. Assessment of Key Positions:
• Assessing the competencies and experiences needed
to qualify for each key position.

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.
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 refresh or
revise their development plan.
APPROACHES TO SUCCESSION PLANNING
COMPETENCY BASED SUCCESSION PLANNING
PROCESS
 IDENTIFYING KEY JOBS
Individual Contributor

First Level Functional Supervisor

Department Function or Project Manager

Multiple Departments or Functional Managers

Business Unit General Manager

Divisional General Manager

Head of Multidivisional Organization

DEVELOP COMPETENCY MODELS
Competencies required for a Superior Performance

Change in the Level of Competencies

Growth and Development of competencies

Present and Future Requirements

Prioritization

Compliance to Organizational Strategy

 ASSESS CANDIDATES AGAINST
COMPETENCIES

Identify cost affective assessment methods.

Train assessors to evaluate candidates for

target jobs.
 MAKE DECISSION
Make decisions about job incumbents and
candidates.

Job incumbents are based on:

Competencies
Ability to go higher
 DEVELOP HRIS
Succession Planning for more than one positions

Keep track of Competencies

Evaluates Job-Person Fit

Reduced Time
DEVELOP A CAREER PATHING SYSTEM

Competency based gap identification

Competency Based Development

Training and Development

 BENEFITS
Provide an added impetus to growth of employees
with high potential and good performance in the
organization.

It facilitates in building teams and optimizing

their performance by emphasizing on strengths
and weaknesses of the team members

High return on investment from employees

Ensuring continuity, avoidance of problems of
transition which hamper both individual and
organizational performance and effectiveness.

It ensures a direction to HR systems of Training &

Development and Talent management.

It facilitates in optimizing performance across the

organization.
WHY SUCCESSION PLANNING FAILS
High potential candidates are arbitrarily
identified.
The designated replacement may be far from ready
to take over.
The evaluation may be more positive than what it
should be.
Promotions are made keeping in view the
organizational needs, but totally ignores the
employee aspirations.
The process lacks transparency and confuses
competent people.
Outside hires are brought in indiscriminately
without explaining the rationale to insiders.
When one person leaves, instead of moving
decisively and appointing a successor, the portfolio
is split among two people at the next level, leaving
people totally confused.
The program is perceived as being limited to the
top management only.
Case Study