1. CAREER AND SUCCESSION PLANNING 7

2. 7 OBJECTIVES Understand Career Anchors and Importance of Career Planning Programmes Understand the Succession Planning Process Impact of Culture on HRSP Importance of Succession Planning Process Strategies Leading to Accelerated Development of Employees

3. Career is defined as a sequence of separate but related work activities that provide continuity, order and meaning to a person’s life. Careers are both individually perceived and organizationally constrained; not only do people make careers out of their particular experiences, but career opportunities provided in an organization also influence and ‘make’ people.7 CAREER AND SUCCESSION PLANNING

4. Career Anchors7 (1)managerial competence, (2) technical-functional competence, (3) security, (4) creativity, and (5) autonomy-independence (Schein, 1975)

5. Figure 7.2 Cosmopolitan and Local Orientations7 CAREER AND SUCCESSION PLANNING

6. Succession Planning Succession planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity. Develop potential successions in ways that best fit their strengths. Identifying the best candidates for categories of positions. Concentrating resources on the talent development process, thus, yielding a greater return on investment.7 CAREER AND SUCCESSION PLANNING

7. Succession Planning Critical success factors Management is involved in the process. Management holds themselves accountable for growing leaders. Employees are committed to their own self development. Succession planning is based on a business case for long-term needs. Succession is linked to strategic planning and investment in the future.7 CAREER AND SUCCESSION PLANNING

8. Succession Planning Model 1. Determine the functions and when positions will be available. 2. Determine initial competencies required for each position. 3. Competency Gap Analysis– 4. Design developmental opportunities for each set of competencies. 5. Develop and maintain a talent pool. 6. Reassess and track overall progress and maintain a skills inventory.7 CAREER AND SUCCESSION PLANNING

9. Objectives of Succession Planning Key to organization continuity7 CAREER AND SUCCESSION PLANNING Replacing retiring employees while evaluating organizational needs.

10. Challenges in Absence of Succession Planning Key positions not being filled in a timely manner. Key positions can only be fulfilled with external successors because internal once have not been developed. Key positions have only a limited few who are only partially ready to step in as a successor. Key positions continue to face frequent and unpredictable turnover. Potential replacements for the key positions lack performance skills in their current roles.7 CAREER AND SUCCESSION PLANNING

11. Challenges in Absence of Succession Planning The best talent in the organization continues to leave at a rapid pace. Individuals leave the organization to gain the advancement they desire. The decision makers of the organization complain that the talent pool and internal recruitment do not have adequate levels of competence. Employees complain of favoritism and nepotism. Employees and decision makers express concern that qualified individuals are bypassed for key positions.7 CAREER AND SUCCESSION PLANNING

12. Figure 7.4 Integrated Task and Culture Analysis HRSP Model7 CAREER AND SUCCESSION PLANNING

13. STRATEGIES FOR ACCELERATING DEVELOPMENT FOR SUCCESSION Mentoring Programmes Developmental Assignments Stretch Assignments Formal Training Action Learning7 CAREER AND SUCCESSION PLANNING