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Succession Planning
Training & Organizational Development
Succession Planning
A forum for exchanging ideas about skills training, leadership training, management training, compliance training, e-learning, as well as organizational development and effectiveness.
Any great ideas about how to actually execute a succession planning program? I know why we do it, etc. however implementing is a whole different issue.
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Forums » Topic Forums » Training & Organizational Development » Succession Planning
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Succession Planning
posted at 5/30/2001 4:58 AM EDT
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Posts: 3
First: 5/30/2001 Last: 5/30/2001 |
Regardless of position, succession planning is crucial to a successful endeavor. We would use our DNA of Job Performance to implement a process of defining both technical and soft skills necessary for success. Then we profile the position for the ideal candidate. Finding the candidate will then include running the same profile to match the position requirements. |
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Succession Planning
posted at 6/5/2001 5:40 AM EDT
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Posts: 1
First: 6/5/2001 Last: 6/5/2001 |
Start bby reading William Rothwell's Effective Successiion Planning - 2nd Edition -2001. That will reinforce "why" we do it as well as "how" we do it. Then contact a firm like Johnson & Johnson who is commited to their program and have it tied to all parts of the organization. |
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Succession Planning
posted at 6/5/2001 8:04 PM EDT
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Posts: 4
First: 2/21/2001 Last: 5/28/2002 |
Succession Planning should only be based onlong term "Business Needs". In my opinion there are following points to remember and practice:
*** Long term business needs *** In-house potential you have *** Identify the key players and can they be groomed. *** Never hire people of same age group, particularly, at senior executive levels. It is alway good to follow simple basic rules, they work. Regards. Maq asmat@sat.net.pk |
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Succession Planning
posted at 6/5/2001 9:12 PM EDT
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Posts: 1
First: 6/5/2001 Last: 6/5/2001 |
I am from India with an indian automobile major. We have done some work on succession planning for direct reportees to the various business heads. They are required to name two successors whom they are confident would fill up their position in the event they drop dead from existing managers and backed with solid reasons for such a recommendation. Then this data is compiled and deliberated upon by a small committee. This system we have found it to be very effective and is also being followed by Unilevers outfit in India. Regards |
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Succession Planning
posted at 6/10/2001 1:45 AM EDT
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Posts: 7
First: 6/10/2001 Last: 11/27/2001 |
Surely succession planning should take into consideration competence. We have Job skills benchmark profiles and we measure all job holders against these profiles using five objective criteria. If the person attains all the benchmark skills at level five we rate them at 100%. However job holders CAN exceed 100% by performing skills outside the job demand benchmark, eg if I delegate responsibilities downwards and my subordinate takes over these functions s/he is working at above 100% of her/his job demand and gets acknowledgeed for this. This is reward for effort and it works.
Greg Gray greg@gray-matters.com |
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