Unit III.

Talent Development
2. SUCCESSION PLANNING
3. EMPLOYEE ENGAGEMENT &
CAREER
is the process of identifying the
critical positions in the organization
and developing action plans for
individuals to assume these
3-D in Succession Planning
Three Types of
Succession
Planning
Three Types of
Succession Simple Replacement
Planning Planning – a process
that indicates possible
internal replacements
for critical positions
Three Types of  Developmental Succession Planning
– a process that indicates not only
Succession possible internal replacements for
critical positions but also provides for
Planning developing individuals to meet the
challenge of future organizational
change by grooming them for
advancement possibilities and for
exercising increasing technical
proficiency
Three Types of
Succession  Talent pool planning – a process
that indicates a group of possible
Planning internal replacements for critical
positions and also provides for
developing groups of people to
meet the challenge of future
organizational change
Succession Plan Sample
Position: Production Marketing Sales Quality
Manager Manager Manager Supervisor
Incumbent as of Jose Enrique III Kate Javelona Amy Toledo Ben Azurion
Oct. 31, 2022: (to Retire on
Dec. 31, 2023)

Ready Candidates for Ana Soriano Bea Perez Zela Beatingo

the position: Paul Deala

Ready in 2-3 Years: Ronnie Uy Lina Demaala Lucille Aplaon

Ready in 5 Years: Lula Piansay

 The IDP outlines career
goals within the context of
organizational objectives.

It is a developmental
Individual "action" plan to move
employees from where they
Development Plan are to where they would like
to be or need to be.
Workforce Generation Relationships with organizations
Loyal to the team, adding value by going the extra mile
•Baby Boomer and see career as translating into self-worth.
(57 to 75 years old)
Loyal to their manager and may exceed expectations
•Generation X and deliver results but perceive career as just one part
of who they are..
(41 to 56 years old)
Loyal to colleagues. They expect equitable treatment
•Millennial and see their careers as an opportunity to add value
and contribute.
(26 to 40 years old)
•Generation Z Loyal to the experience and are invested in their
careers, which they see as a way to grow.
(25 years old and
younger).
Giselle Kovary, n-gen People Performance Inc.
Workforce Generation Relationships with authority
They challenge authority and desire flat organizations
•Baby Boomer that are democratic. Mindset of “let me show you what
I can do for you”.
(57 to 75 years old)
They may be unimpressed by authority and expect
•Generation X their competence and skills to be respected. Their
approach is “tell me what you can do for me”.
(41 to 56 years old)
•Millennial They respect authority figures who demonstrate
competence. Their attitude tends to be “show me what
(26 to 40 years old) you can do for me right now”.

They respect the process and follow direction but want

•Generation Z to be engaged.
(25 years old and
younger).
Giselle Kovary, n-gen People Performance Inc.
 Like to work in the office

22%
25%

Gen Z Millennials

Giselle Kovary, n-gen People Performance Inc.

 Stress Level

41%
46%

Millennials Gen Z

Giselle Kovary, n-gen People Performance Inc.

 Resignation

36%
53%

Millenials Gen Z

Giselle Kovary, n-gen People Performance Inc.

https://www.motivosity.com/blog/what-is-employee-engagement/Erika Miller
https://hr.mcleanco.com/hr-diagnostics/engagement-program
 William Kahn
Psychological Conditions of Personal
Engagement and Disengagement (
Academy of Management Journal,
December 1990, Vol. 3, no. 4, pp 692-
724),

Erika Miller, Motivosity.com

Physical employee engagement is the
amount of physical and mental effort an
employee is willing to put into their work.
The more physically engaged an
employee is, the more energy they will be
able to expend in carrying out their tasks,
making them feel more confident and
competent.
Cognitive employee engagement occurs when an
employee has a full understanding of the
organization’s vision, strategy, and goals. The
employee knows what they need to do and where
they need to focus to help the company achieve its
goals. The more cognitively engaged they are, the
more likely they are to think creatively about every
problem and find effective solutions.
Emotional employee engagement is when an employee
feels a genuine, deep-rooted connection to the company
they work for. An emotionally engaged employee
believes in the values of the company and feels a strong
sense of belonging. They are also likely to want to foster
good relationships with their coworkers — as a positive
workplace culture filled with positive teamwork is
important to them.
Five Employee
Engagement
Models
 The JD-R model states
that when a job demands
are high and job positives
are low, stress and
burnout are common.
Job-Demands- Conversely, good job
positives can offset the
Resources effects of extreme job
demands, and encourage

(JD-R) Model
Arnold Bakker & Evangelia Demerouti
motivation and
engagement.
 This model focuses on the
importance of employee
connections to one another,
to the organization, to
customers, to their broader
Zinger Model community, and to the
employee’s own
David Zinger performance.
 The model has five core
elements as the central pillars
of engagement: meaningful
work, hands-on management,
a positive work environment,

Deloitte opportunity for growth, and

trust in leadership.

Model
Deloitte Touche Tohmatsu Limited
 Q12 Pyramid, a model
that focuses on
productivity in relation
to engagement.
Gallup
Employee Gallup defines employee
engagement as the
involvement and

Engagement
Gallup Inc.
enthusiasm of employees in
their work and workplace.

Model
 The AON-Hewitt model of
engagement considers a
combination of factors
required for optimal

AON Hewitt performance and

productivity. These
include rational thought,
Model
Aon Hewitt Corp.
emotions, intentions, and
behaviours.
AO
N
Hew
itt
Mod