I’m working in the Leading human Resource software company, want to know entire detail about succession planning.Can anybody guide me with sample example.
From India, Pondicherry
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Mapping the Age Profile of Employees
Map the age profile of employees. This will indicate the number of employees above 50 years of age. The positions held by these people will require your immediate attention because if the age of superannuation is 58 years, then you have just 8 years to identify and train a person to perform their function/role. However, it also depends on the job they are performing, whether it is a crucial role or not. For example, if the employee holds senior positions in Marketing, Operations, Finance, HR, etc.
Identifying and Grooming Potential Employees
Identify potential employees within the organization, a minimum of 3 employees, and inform them about your succession planning ideas for the position wherein the employee has crossed 50 years. Groom them, and inform the person for whom you are planning succession that they need to impart the knowledge in a phased manner (starting from routine jobs to the more complex ones handled by them, including the critical aspects) acquired by them over the years to ensure a smooth transition.
Assessing Progress and Training
Assess the progress made on a quarterly basis. Obtain feedback from the person for whom you are planning succession. Over a period of 2 years, you will have an idea as to who can be considered for the position amongst the three persons identified by you. Impart more rigorous training (complex and confidential tasks). Make them the deputy to the position you are planning for succession after 4 years. By the time the employee departs at 58 years, you will have a fully trained person. In the event the person whom you have identified for succession leaves during the 8-year period, you always have 2 backups identified by you.
Challenges in Succession Planning
Sometimes you may not be able to identify people within the organization for succession planning. In such a case, you may have to hire one and train them, but retaining them will be very important. You may come across instances wherein the employee for whom you are planning succession will not share all the knowledge gained by them owing to the fear of losing power. You need to monitor such signs and take corrective actions.
Recruitment and Multiskill Training
Please also note when companies recruit employees from the campus, the age profile of candidates will be the same. Touch wood if all these candidates stay on in the organization, many vacancies will fall during a particular year. This phenomenon will be prone amongst employees in the workmen category. Critical skills gained by them during the long periods of service will be lost in the year they leave. So plan for multiskill training wherein the workmen acquire different skills and do not stick to one department or work centre.
Career Planning for Employees
To ensure all this, you need to have a clear career plan made available to employees to know what the requisites are for each level and how they can progress and elevate themselves in the organization.
I have shared some of my views as the subject for discussion is very elaborate. Feel free to contact me at [Email Removed For Privacy Reasons].
Regards,
M.V. KANNAN
From India, Madras
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270Map the age profile of employees. This will indicate the number of employees above 50 years of age. The positions held by these people will require your immediate attention because if the age of superannuation is 58 years, then you have just 8 years to identify and train a person to perform their function/role. However, it also depends on the job they are performing, whether it is a crucial role or not. For example, if the employee holds senior positions in Marketing, Operations, Finance, HR, etc.
Identifying and Grooming Potential Employees
Identify potential employees within the organization, a minimum of 3 employees, and inform them about your succession planning ideas for the position wherein the employee has crossed 50 years. Groom them, and inform the person for whom you are planning succession that they need to impart the knowledge in a phased manner (starting from routine jobs to the more complex ones handled by them, including the critical aspects) acquired by them over the years to ensure a smooth transition.
Assessing Progress and Training
Assess the progress made on a quarterly basis. Obtain feedback from the person for whom you are planning succession. Over a period of 2 years, you will have an idea as to who can be considered for the position amongst the three persons identified by you. Impart more rigorous training (complex and confidential tasks). Make them the deputy to the position you are planning for succession after 4 years. By the time the employee departs at 58 years, you will have a fully trained person. In the event the person whom you have identified for succession leaves during the 8-year period, you always have 2 backups identified by you.
Challenges in Succession Planning
Sometimes you may not be able to identify people within the organization for succession planning. In such a case, you may have to hire one and train them, but retaining them will be very important. You may come across instances wherein the employee for whom you are planning succession will not share all the knowledge gained by them owing to the fear of losing power. You need to monitor such signs and take corrective actions.
Recruitment and Multiskill Training
Please also note when companies recruit employees from the campus, the age profile of candidates will be the same. Touch wood if all these candidates stay on in the organization, many vacancies will fall during a particular year. This phenomenon will be prone amongst employees in the workmen category. Critical skills gained by them during the long periods of service will be lost in the year they leave. So plan for multiskill training wherein the workmen acquire different skills and do not stick to one department or work centre.
Career Planning for Employees
To ensure all this, you need to have a clear career plan made available to employees to know what the requisites are for each level and how they can progress and elevate themselves in the organization.
I have shared some of my views as the subject for discussion is very elaborate. Feel free to contact me at [Email Removed For Privacy Reasons].
Regards,
M.V. KANNAN
From India, Madras
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