Employee Development And Succession Plan

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T UGAS KE L OMPOK I , HRM
OBJECTIVES
• Development Planning Systems
• Approach to Employee Development
• Succession Plan
EMPLOYEE DEVELOPMENT

• Development - formal education, job experiences,
relationships, and assessments of personality and abilities
that help employees perform effectively in their current or
future job and company.
• Why is employee development important?
• To improve quality.
• To meet the challenges of global competition and social
change.
• To incorporate technological advances and changes in work
design.


DEVELOPMENT PLANNING SYSTEMS
Self
Assesme
nt
Reality
Check
Action
Planning
Goal
Settings
Identify
Opportunities
to impove
Identify needs
realistic to
develop
Identify goal
and methode
to determine
goal progress
Identify steps
and time table
to reach goal
APPROACH TO EMPLOYEE
DEVELOPMENT - 1
Formal Education
• off-site and on-site programs designed specifically for the
company’s employees.
• short courses offered by consultants or universities,
executive MBA programs, and university programs.
APPROACH TO EMPLOYEE
DEVELOPMENT-2
• Assessment
• Collecting information and providing feedback to
employees about their behavior, communication style,
values, or skills.
• Assessment center -multiple raters or evaluators
evaluate employees’ performance on a number of
exercises.

APPROACH TO EMPLOYEE
DEVELOPMENT-3
• Benchmarks -instrument designed to measure
important factors in being a successful manager.
• Items that are measured include dealing with subordinates,
acquiring resources, and creating a productive work
climate.

• Performance appraisal -process of measuring
employees’ performance.

APPROACH TO EMPLOYEE
DEVELOPMENT-4
APPROACH TO EMPLOYEE
DEVELOPMENT-5
• Externships - employees take full-time, temporary
operational roles at another company.
• Employee exchange is one example of
temporary assignments in which two companies
agree to exchange employees.
• Volunteer assignments offer employees
opportunities to manage change, to teach, to take
on a higher level of responsibility, or to be exposed
to other job demands.
• Interpersonal relationships
Employee can also develop skills and increase
their knowledge about the company and its
customers by interacting with a more experienced
organozation member

TALENT & CAREER STRATEGY MATRIX
Low performance
High Potential
Misfits attitudinal job fit
issues

* Close monitoring and regular
counseling
* Urgently reasign or redisgn job
scope
Avarage
Performance
High Potential
High Performance
High Potential

Low Performance
Average Potential
Average
Performance
Average Potential
High Performance
Average Potential

Low Performance
Low Potential
Average
Performance
Low Potential
High Performance
Low Potential

5 2
8 9
3 4 7
1
6
REPLACEMENT PLANNING
Career Planning
( Replacement
Planning ) is used to
find a positions within
the organization that
is suitable for a
specific employee
DEVELOP AND MANAGE TALENT
Talent Needs and Gaps
Analysis
 Strategic staffing
Talent Sourcing/Selection Talent Development
Talent Assesment
Having the
right people
with the right
capabilities,
at the right
time
SUCCESSION PLANNING
Succession Planning
is used to find a
suitable successor
( talent ) for positions
within the
organization
SUCCESSION PLANNING
 Succession Planning “The identification and
tracking of high potential employees capable of
filling higher–level managerial positions “
 Succession Planning is based on the Key Position
within the organization
 Succession Plan is based on talent pool
population in the 1-3 boxes of 9 box matrix
 Every Key position should have the position
competencies profile
 Profile match-up process can be set-up based on
the percentage matching of key position
competencies profile with individual talent
competencies profile


SUCCESSION PLANNING PROCESS
• Bench Strength Analysis (1 key position with at least
3 bench strength)
• Position Competencies Profile of the targeted key
position
• Employee Competencies Profile which explain in
detail historical information about the employee
prior to and during employment with the company.
• Including “employee potential level”, “employee
performance history” and “Employee Risk Category”
HR’S ROLE IN SUCCESSION PLANNING
Succession
Planning
Identifying development needs
of the workforce
Assisting in identifying needed
future job skills
Noting employees who might fill
future position
Communicating the succession
planning process to the
employees
Tracing and regularly updating
succession plan efforts
SUCCESSION PLANNING
Succession Planning
Considerations
“Make or Buy”
Talent
Succession
Planning Skill
Areas
Electronic/We
b-Based
Succession
Planning
STUDY CASE
DESIGNING SUCCESION PLANNING
CHEMICAL COMPANY- ACI
COMPANY PREVIEW

 Advanced Chemical India Corporation (ACI) is founded in
1982 by current owner & president, Mr. Gupta.
 Sales turnover in 2000 hit US$800 million and profit is US$30
million.
 Basic chemical product used in clothes.
 They have three plants in India and sales offices in US, UK,
Hong Kong, Thailand and Malaysia.
 2160 employees (160 in HQ, 1500 in Production, 400 in Sales,
100 in R&D)
 Philosophy: Keep High Quality in products.
 Culture: basically conservative.

BUSINESS ISSUES

 Global competition around ACI is getting severer.
 The sales has increased by 5%, but the profit decreased by
20% last year.
 Mr. Gupta wants to transform ACI into the next era of growth.



ORGANIZATIONAL ISSUES

Mr. Gupta considered that organizational issues of ACI are
followings:
 Transform ACI from functional organization to business unit base.
 HQ seems too big.
 Restructure job base pay and incentives according to the
organizational change.
 He feels difficulty to manage everything by himself.

After transform ACI, Mr. Gupta is difficult to find the good
candidates to fill up the GM Position of two business units.



BOD
(Incl Mr. Gupta)
GM Basic
Chemical
Mr.
Sanjeev
GM Corp.
Service
Mr. Kumar
Mr.
Subramaniam
Manager
Planning
Manager
Branches
Mr. Rajiv
Mr. Venkat
Process
Engineering
Research
Development
GM
Speciality
Chemical
Purchasing
F&A
Ms. Bhindi
HR
IT
Manager
Branches
(Virtual)
Companies
Legal
JOB PROFILE & COMPETENCY



GM BASIC CHEMICAL
APPLICATION
GM SPECIALITY CHEMICAL
APPLICATION
• Manage 2 production plants
• Authorized:
- Set product planning
- Control the quality
- Set price on the marketing
and sales
• Target product oriented

• Manage 1 production plant
• Authorized:
- Set product planning
- Set produce specific
product
- Control the quality
- Set price on marketing and
sales
• Customer oriented
Knowledge Character Drive
Influence
Others
CANDIDATES PROFILE

Mr. Subramaniam (Manager X Plant)
- Tempered and perfectionist
- Always meet the target
- Career person (started since beginning of ACI)
- Good development of product technology
- Good communication skill and leadership (respected)
- Single


Mr. Kumar (Manager Y Plant)
- Easy going person
- Good leadership style
- Everybody loves him
- Just married



CANDIDATES PROFILE

Mr. Sanjeev (R&D Manager)
- Keen person, patient and persistence
- Accurate calculation (cost of product)
- Good decision maker
- Family person




Mr. Venkat (Planning Manager Specialty)
- Senior and mature person
- His career from bottom
- Getting higher education with scholarship
- Good analytical thinking
- Family man



CANDIDATES PROFILE
Mr. Rajiv (Manager Z Plant)
- Thinker style person
- Good communication skills
- Bright young person
- Great career jump from fresh graduate
- Strong relationship with customers
- In relationship



Ms. Bhindi (Head of Corporate Planning)
- Strong lady
- Smart (star lady in the company)
- MBA graduated from Harvard
- Outstanding performance
- Brightest financial planner
- Good relationship with all engineers
- Still single





POTENTIAL MATRIX OF ACI
PERFORMANCE
P
O
T
E
N
T
I
A
L

RESULT
GM BASIC CHEMICAL
APPLICATION
GM SPECIALITY CHEMICAL
APPLICATION
Mr. Subramaniam
(Manager X Plant)
Mr. Rajiv
(Manager Z Plant)

Knowledge Character Drive
Influence
Others
DEVELOPMENT For CANDIDATES


Mr. Rajiv
(Manager Z Plant)

Knowledge
Character
Drive
Influence
Others
0 1 2 3 4 5
THANK YOU

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