Saturday, April 6, 2019

Succession Planning Essay Example for Free

date Planning Essay1. IntroductionAll round the globe there be two main opinions about talent management. One that states that talent send away be developed by itself through the e genuinelyday work. On the other hand another teach states that a talent moldiness be discovered, nurtured, grow and retained. In the fast growing business creative activity especially in last 2 decades many issues appeared that emphasise on taking a keep going whether to follow the evolutionary theory or to follow the successiveness cookery and management. Sometimes a beau monde facet a challenge if a severalize short letter worker disappears for any reason. For example taken by a head hunter, retirement or death. A bunk is va brookt and to fill this smirch it would take maybe months. Not mention the amount of knowledge that was lost as this key employee was gone. As the competition increases in the business world there is no to a greater extent trustyty, both from the company and t he employee.To face those challenges big geological formations must develop a plan not just to solve these situations but besides to avoid them in the first place. This plan is a complicated touch on that requires the dedication of everyone compound.Its success can be measured by the people that affects. (Palma, M 2009, Succession Planning, PA Times (American club for Public Administration, March, vol.32, iss. 3, pp.10-11). This report aims to explain and both theories from varied vintage points. This paper has three sections. The first is the description of succession be after(prenominal). The next is examples of the evolutionary theory. The third section is about talent teaching as a result of sustained efforts to countersink the leaders of tomorrow. At the end Ill briefly discuss my destruction and give my preachation.2. Why Succession thinkSuccession planning has been defined asA bureau of secernateing critical management positions, st deviceing at the levels of project manager and supervisor and extending to the highest positions in the government activity. Succession planning besides describes management positions to provide maximum flexibility in lateral management moves and to ensure that as individuals achieve greater seniority, their management skills will broaden and become more generalized in sex act to total organisational objectives rather than to purely departmental objectives.( Rothwell, W. J., 2010. Effective Succession Planning. Fourth edition ed. New York AMACOM American instruction Association.) excessively it is the identification and development of potential successors for key positions in an organisation, through a opinionated evaluation process and training.Un standardized replacement planning (which grades an individual solely on the basis of his or her past performance) succession planning is largely predictive in judging an individual for a position he or she might never name been in.( m) It is a component of good HR planning and management. It understands that staff will not be with an musical arrangement forever and it provides a plan and process for better the situation that will occur when they yield. It must not focus on the senior positions only, but similarly on all the crucial key positions in all levels. Succession planning is a process of create talent to meet the needs of the organisation now and in the future.Every time a manager makes a work assignment, he or she is preparing someone for the future because he or sheis expression that workers ability. Work experience builds competence, and different kinds of work experience build different kinds of competence. (Effective succession planning, William J. Rothwell, 4th edition, p371) organizational leaders need to think about aligning their staffing and leadership needs with the organizations future strategic objectives. If they do not take action to establish an effective SPM program, they are li kely to go down victim to the so-called like-me problem, in which people are biased to pick other people like themselves, viewing them more favourably.Given the tendency to want to clone line of products incumbents for successors, organizations must take locomote to counteract that built-in bias, for the simple reason that the job incumbent of today, while perhaps perfectly suited for the business environment now, may not be suitable for the business environment of the future.( Rothwell, W. J., 2010. Effective Succession Planning. Fourth edition ed. New York AMACOM American Management Association.) 3. The Evolutionary Process of Talent Developmenthither are some examples of real life companies using the evolutionary process 3.1 Mohamed Ibrahim OpticsThis company was established in 1972 and the owner Mr. Mohamed Ibrahim at this time about 35 years old. By 1999 there were more than 25 branches around Egypt. After more than 40 years its the time for him to retire because health iss ues. He has 3 sons and because he was always managing the process he is assuming that one of his sons would be his successor in the business, but neither had he identified which of them would be the best successor, nor he tried to develop them. The stirred up factor and the notion that he was going to stay at home and would not be the C-executive howling(a) Mr. Ibrahim. Now one of his sons who is not interested in the business is running the operation and the employees are not happy with the new manager which affected their performance. 3.2 Rizkallah appliancesThis is an example about a CEOs maneuvering to continue the succession process. After 2 decades of running Rizkallah for electronics, the time has come for Mr. Essam to start planning for retirement. The board was self-confident that Mr. Essam was the best one for the position. He has the experience and the knowledge. Putting his retirement plans in one hand and the schema he wantto follow in the other hand made him procr astinate the succession process. He became hypercritical of all potential candidates. Also compare his performance with the performance of the new candidate. For Mr. Essam he was losing his job. The key to successful succession planning is to stop viewing it as a zero-sum game with one success and one loser. It should be regarded as a natural progression in the health of an organization. (Baldoni, J 2008, devising a Success of Succession Planning, CIO Insight)3.3 Masr for insuranceThis is about a CEO who would not leave his position due to economic factors. The recession in Egypt make Mustafa think twice about release his position. Also the recession made it very difficult to start a systematic succession planning in the organisation. Pulling off a CEO transition is never easy, especially during a recession. (The art of succession, By Boyle, Matt, BusinessWeek, 5/11/2009, Issue 4130) In his mind he thought that he must be the only decision making person. Holding all the keys for m aking a decision in his hands.Regardless he was about 59 years old he never thought of choosing a successor or investing in a succession plan. During the revolution Egypt in 2011 he was exposed to the gases and because of his age and medical condition he could not tolerate the gas and he suffocated to death. More than 6 months passed by and his position was still vacant and no one dare to fill his place. Those 6 months were very tough and the firm missed lots of opportunities as in this period many companies changed their policies to coop with the different situation.4. Succession planning and management ArgumentFrom the previous examples we understand that succession planning is indispensable in any big company. SPM program is needed so the organisational leaders align their staffing and leadership needs with the organisations future strategic objectives. Another reason why SPM program is needed More and more organisations are experiencing the effects of aging workforces that are putting them at risk of losing their most experienced workers to retirement. Also terrorism increases the need for SPM program to ensure that key workers have back up in exemplar they are needed. (Effective succession planning, William J. Rothwell, 4th edition) I Use everything that happens asa teaching experience to fixate my staff to stretch in the future.Everyone takes experiences at a different level they dont all derive the same kinds of lessons from those experiences. What I try to do on a daily basis is turn everything into a leadership learning session. (Chief learning officer magazine, The CLO Succession Plan, March 2008 issue) According to Peter F. Drucker The question of tomorrows management is, above all, a concern of our society. Let me put it bluntly-we have reached a point where we alone will not tolerate as a country, as a society, as a government, the insecurity that any one of our major companies will decline or collapse because it has not made suitable pro visions for management succession. (Harper W.Moulton and Arthur A. Fickel, Executive Development Preparing For the twenty-first Century (New York Oxford University Press, 1993), p. 29. Every enterprise is a learning and teaching institution. Training and development must be built into it on all levelstraining and development never stop. Peter F. Drucker5. Talent development is a result of a sustained effort to prepare leaders of tomorrow Another good example from a friend of mine who was working as human resource manager in Prizma Securities Company. 5.1 Prizma SecuritiesIn the company they were using a 6 key steps model which used in many large organisations worldwide. They were using market-driven approach to integrate strategic plans with succession plans where necessary talents are required to deal with competitive pressure. 1. Formulating a mission statement It describes the map of a program or the reason for its existence. 2. Identify key areas and positions Gap analysis may identify key areas. Also Review key positions periodically because they may change over time, depending on changes in Government direction and the introduction of new technology. 3.Identify force for key areas and positions Employees who believe they are growing and developing professionally, learning new skills and gaining experience are more productive, have higher morale, and are more loyal than employees at organizations that dont emphasize talent development and knowledge management (Moskal, Planning for Succession, Baseline, October2008, iss. 89,pp. 12-14.)This was achieved by assessing knowledge, skills and abilities or competency profile. 4. Find interested employees and assess them against capabilities exploitation Talent review meetings 5.Develop and implement succession and knowledge alter plans Using stretch assignments, acting assignments, formal training, mentoring and coaching and Job rotations those procedures would help in transferring of knowledge and not remai n with certain people. Effective succession planning and talent retention nurtures those employees responsible for the organizations future vision, strategy and success. It assures a sequence of qualified, promotable people as the boomers move on. (Moskal, Planning for Succession, Baseline, October2008, iss. 89, pp. 12-14.) 6. Evaluate effectivenessEvaluation was base on the Donald Kirkpatrick pattern which strains four levels customer satisfaction, program progress, effective placement and organisational results. Also the programmatic evaluation which examine the process against its stated mission, objectives, and activities.5.2 Adel Elkholy for shippingAdel Elkholy Company is one of the largest companies in Egypt. The total number of workers is about 800 employees. In a meeting with HR manager personally he explained briefly the program for succession he is implementing. The purpose of the program This step to clarify why the company undergoing this program. So the whole depart ments could be involved and participate. The measurable objectives of the program result must be measurable so they can measure the success of the program. Design a Competency model A competency model was established to link the organisation core competencies to job competencies.A present competencies identification for success in this step 2 categories are identified the exemplars and the fully successful performers. The way those competencies are measured using high technological software. The competencies needed for success in the future A scenario planning is conducted to discover thecompetencies needed in the future. The way the organization assesses potential using empowered individual potential assessment. Classify individuals by performance and potentialUsing the performance/potential 9 gridsNarrowing gaps Preparing and evaluating individual development plans and activities. Evaluating results Its carried out by outdoor(a) consultant. Then the results are presented to the o wner of the company. 6. ConclusionAlthough about one half of the companies do not have a succession plan as stated in Business Week Last year, the guinea pig Association of Corporate Directors found that 42.4% of companies had no succession plan at all. The economic crisis has exacerbated this problem as resources have diminished. (The Art of Succession. by Boyle, Matt, BusinessWeek, 5/11/2009, Issue 4130). But this does not mean that succession planning is not important for the survival of the organisation moreover its sizeableness is increasing year after year. Most of the organisations knew its importance even if they do not apply the plan.In my opinion, the previous examples show the importance of having a systematic succession planning and management program. That helps placing the in force(p) person in the right place at the right time. Having successors is not an easy job, if the SP Management Program is not aligned with the business strategies HR strategies all stockhold ers are involved, top management giving full support and the use of proper approaches and tools. It became also mandatory than ever for organisations to plan for future leadership and development of all workers at all levels. At the same time, all the activities in the market became more and more complex. Many functions now require elongated skills and knowledge.7. RecommendationsFor all the previous reasons mentioned in my report supported with real life cases, I strongly recommend leaders to understand that its critical to strengthen their talent pool through succession planning, professional development, job rotation and workforce planning. They need to identify potential talent and groom it.So, they must take proactive steps to plan for talent needs at all levels and implement programs designed to ensure that the right people are available for the right jobs in the right places and at the right time.References1. (A 2009 tune up your firms succession planning. Dominic Cingoranel li. Journal of accounting march 2009). 2. (Palma, M 2009, Succession Planning, PA Times (American Society for Public Administration, March, vol.32, iss. 3, pp.10-11) 3. Rothwell, W. J., 2010. Effective Succession Planning. Fourth edition ed. New York AMACOM American Management Association. 4. ( (Baldoni, J 2008, Making a Success of Succession Planning, CIO Insight) 6. (The art of succession, By Boyle, Matt, BusinessWeek, 5/11/2009, Issue 4130) 7. (Chief learning officer magazine, The CLO Succession Plan, March 2008 issue) 8. (Moskal, Planning for Succession, Baseline, October2008, iss. 89, pp. 12-14.) 9. Harper W.Moulton and Arthur A. Fickel, Executive Development Preparing For the 21st Century (New York Oxford University Press, 1993), p. 29.

No comments:

Post a Comment

Note: Only a member of this blog may post a comment.