ahwathy r
can anyone pl suggest some ideas about succession planning.. and also tel me succesion planning and talent management are same or different
From India, Mumbai
Director Of Company
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I would like to take opportunity to share my views on your query
As per my knowledge succession planning is basically preparing and training the employee at junior position in such a way that in future he is ready to take position of his senior in case the senior person gets retired, die or leave the job so that goals of organization are not effected
whereas talent management is concerned with identifying the needs of human capital in organization, identifying the sources to fill these needs, as well as train , develop, promote , retain employee etc. u can say succession planning is part of talent management.

From India, Udaipur

Succession planning, a very important function, enables managers and individuals to identify the right candidates for a position. A Succession Plan represents a developmental plan to prepare an individual, should opportunities arise within the organization. Succession planning acknowledges that staff will not be with an organization indefinitely and it provides a plan and process for addressing the changes that will occur when they leave. Employees who are perceived to have the skills, knowledge, qualities, experience and the desire can be groomed to move up to fill specific, key positions.

Talent Management is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees. The goal of talent management is to create a high-performance, sustainable organization that meets its strategic and operational goals and objectives. The complete Talent Management Process includes : Workforce Planning, Recruiting, Onboarding, Performance Management, Training and Performance Support, Succession Planning, compensation and Benefits and Critical skills Gap analysis.


From India, Bangalore

'Succession Planning' is a process applicable to Key Appointments (ie, Vital Jobs in an organization). In the absence of someone to manage these job, the business suffers. Therefore, for each of these jobs, you must maintain a pipe-line. The 'pipeline' should have a minimum of 3 different employees: (i) ready to fill in the gap if the current incumbent quits (ii) can be prepared in 6 months to 1 year time to occupy the position (iii) requires 1 to 2 years time to gear up for the job. Therefore, all these 3 employees are in the 'Succession pipeline' for one of the key positions. Likewise, you create a pipeline for all other key positions. This cluster of pipelines constitutes the 'Succession Planning' process. The criteria for entry & exit into the pipelines has to be laid down as a part of the Succession Planning process. This may include qualifications, total relevant experience, training/ development profile, some minimum years of service in the current organization, performance profile, competencies/ skills profile, discipline record, recognitions & rewards etc....

Talent management, in brief, is a process to enable the employees to meet the criteria mentioned above for entry into the 'Succession Pipelines'.

From India, Delhi

Hope to get an idea with the attached white paper.
From Bangladesh

Attached Files (Download Requires Membership)
File Type: pdf White Paper - Talent Management and Succession Planning.pdf (135.6 KB, 1412 views)

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From India, Hyderabad

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