SUCCESSION PLANNING

Kursus Kepimpinan Transformatif
Dan Pengurusan Organisasi
Institut Tadbiran Awam Negara (INTAN)
Jabatan Perkhidmatan Awam
Kursus Kepimpinan Transformatif
Dan Pengurusan Organisasi
Institut Tadbiran Awam Negara (INTAN)
Jabatan Perkhidmatan Awam
Kursus Kepimpinan Transformatif
Dan Pengurusan Organisasi
Institut Tadbiran Awam Negara (INTAN)
Jabatan Perkhidmatan Awam
SUCCESSION PLANNING
DEFINITION:
“ A PROCESS BY WHICH ONE OR MORE SUCCESSORS
ARE IDENTIFIED FOR KEY POSTS
(OR GROUPS OF SIMILAR KEY POSTS),
AND CAREER MOVES AND/OR DEVELOPMENT ACTIVITIES
ARE PLANNED FOR THESE SUCCESSORS.
SUCCESSORS MY BE FAIRLY READY TO DO THE JOB
(SHORT-TERM SUCCESSORS)
OR SEEN AS HAVING LONGER-TERM POTENTIAL
(LONG-TERM SUCCESSORS) ”
Wendy Hirsh, 2000
SUCCESSION PLANNING
DEFINITION:
ANY EFFORT DESIGNED TO ENSURE THE
CONTINUED EFFECTIVE PERFORMANCE
OF AN ORGANIZATION OR WORK GROUPS BY MAKING
PROVISION FOR THE DEVELOPMENT AND
REPLACEMENT OF KEY PEOPLE OVER TIME
WILLIAM J. ROTHWELL. EFFECTIVE SUCCESSION PLANNING
SUCCESSION PLANNING
PROGRAM
A DELIBERATE AND SYSTEMATIC EFFORT
BY AN ORGANIZATION TO ENSURE
CONTINUITY IN THE KEY POSITIONS
AND ENCOURAGE INDIVIDUAL ADVANCEMENT
TECHNIQUE THAT IDENTIFIES SPECIFIC PEOPLE TO
FILL FUTURE OPENINGS IN KEY POSITIONS
THROUGHOUT THE ORGANISATION
SPECIFIC PROCEDURES
TO ENSURE THE IDENTIFICATION DEVELOPMENT
A LONG TERM RETENTION OF TALENTED INDIVIDUALS
WHY SUCCESSION PLANNING
• CONTINUED SURVIVAL OF ORGANISATION
DEPENDS ON HAVING THE RIGHT PEOPLE IN
THE RIGHT PLACE AT THE RIGHT TIME.
• DOWNSIZING HAS LED TO REDUCTIONS IN THE
MIDDLE MANAGEMENT RANKS.
• PROVIDE DIVERSITY AND MULTICULTURALISM
IN WORK PLACE.
THE OBJECTIVE OF SUCCESSION
PLANNING
• TO IDENTIFY REPLACEMENT NEEDS AS A
MEANS OF TARGETTING NECESSARY
TRAINING, EMPLOYEE EDUCATION AND
EMPLOYEE DEVELOPMENT
• TO PROVIDE INCREASED OPPORTUNITIES
FOR HIGH POTENTIAL WORKERS
• TO INCREASE THE TALENT POOL OF
PROMOTABLE EMPLOYEES
THE OBJECTIVE OF SUCCESSION
PLANNING
•
TO CONTRIBUTE IMPLEMENTING THE
ORGANIZATION’S STRATEGIC BUSINESS
PLAN
• TO HELP INDIVIDUALS REALIZE THEIR
CAREER PLANS WITHIN ORGANIZATION
• TO ENCOURAGE THE ADVANCEMENT OF
DIVERSE GROUPS
ANALOGY
“SUCCESSION PLANNING, LIKE A RELAY RACE,
HAS TO DO WITH PASSING ON RESPONSIBILITY…
DROP THE BATON AND YOU LOSE THE RACE”
Kursus Kepimpinan Transformatif
Dan Pengurusan Organisasi
Institut Tadbiran Awam Negara (INTAN)
Jabatan Perkhidmatan Awam
WALTER R. MAHLER & STEPHEN J. DROTTER
APPROACHES TO SUCCESSION PLANNING


DIRECTION
TOP-DOWN APPROACH
BOTTOM UP APPROACH
COMBINATION BOTH
TIMING
CONTINUOUSLY
PERIODICALLY
FITFULLY
APPROACHES TO SUCCESSION PLANNING


PLANNING
SYSTEMATIC
UNSYSTEMATIC
SCOPE
-
SPECIALIZED
GENERALIZED
APPROACHES TO SUCCESSION PLANNING


DEGREE OF DISSEMINATION
OPEN
- TRANSPARENCY
CLOSE
- SECRECY
INDIVIDUAL DISCRETION
VERIFIED
MANDATED
Kursus Kepimpinan Transformatif
Dan Pengurusan Organisasi
Institut Tadbiran Awam Negara (INTAN)
Jabatan Perkhidmatan Awam
PENENTUAN KEJAYAAN
PERANCANGAN PENGGANTIAN
PENGURUSAN ATASAN
1
NEED DRIVEN
PROGRAM
“BENCHMARKING”
2
FOCUS OF
ATTENTION
3
CIRI-CIRI UTAMA
PERANCANGAN
PENGGANTIAN
7
COMPARISON OF PRESENT
PERFORMANCE & FUTURE
POTENTIAL
4
DEDICATED
RESPONSIBILITY
5
EXTENTION OF
SUCCESSION PLANNING
6
SYSTEMATIC APPROACH
SUCCESSION PLANNING
Evaluate the SP
program
Close development
gap to meet
SP needs
Assess individual
potential
Starting up
systematic SP
Assess present
work requirement
Assess future
work requirement
Appraise individual
job performance
Kursus Kepimpinan Transformatif
Dan Pengurusan Organisasi
Institut Tadbiran Awam Negara (INTAN)
Jabatan Perkhidmatan Awam
HIGH POTENTIAL?
•
ORGANIZATION’S FUTURE LEADERS
•
CAPABLE OF ADVANCING TWO OR MORE
LEVELS BEYOND THEIR PRESENT PLACEMENT
•
INDIVIDUALS SLATED FOR KEY POSITIONS
HR STRATEGY FOR INDIVIDUALS ACCORDING
TO THEIR PERFORMANCE AND POTENTIAL
P
E
R
F
O
R
M
A
N
C
E
WORKHORSES
H
I
G
H
• KEEP TURNOVER LOW
• KEEP THEM MOTIVATED AND
PRODUCTIVE WHERE THEY ARE
STARS
•
•
DEADWOOD
L
O
W
• CONVERT THEM TO WORKHORSES
• TRANSFER OR TERMINATE
THEM IF THEY CANNOT BE
SALVAGED
KEEP TURNOVER LOW
TAKE STEPS TO ACCELERATE
THEIR DEVELOPMENT
QUESTION MARKS
•
•
CONVERT THEM TO STARS
DEVELOP THEM SO AS TO
ACCELERATE THEIR
DEVELOPMENT
LOW
HIGH
FUTURE POTENTIAL
GROOMING
FAST TRACK/HIGH FLYER
CAREER PATH/DEVELOPMENT
LANDASAN KERJAYA P.T.D
Kursus Kepimpinan Transformatif
Dan Pengurusan Organisasi
Institut Tadbiran Awam Negara (INTAN)
Jabatan Perkhidmatan Awam
HIGH FLYER, BAIK, SEDERHANA
ROLE OF HEAD OF SERVICE

DISCUSSION WITH HEADS OF DEPARTMENT
– GETTING FIRST HAND INFORMATION
– VERIFYING THE REPORTS FROM LNPT

ASSESSING CANDIDATES
– ASSESSMENT CENTRE
– PSYCHOLOGICAL TESTS
– EXAM (LANGUAGE)

RANKING THE CANDIDATES

CHARTING CAREER-PATH
Kursus Kepimpinan Transformatif
Dan Pengurusan Organisasi
Institut Tadbiran Awam Negara (INTAN)
Jabatan Perkhidmatan Awam
FIVE STEPS OF SUCCESSION
MANAGEMENT FOR CRITICAL
POSITIONS


IDENTIFY CRITICAL POSITION
ASSESS CURRENT INCUMBENTS OCCUPYING THE
CRITICAL POSITION TO DETERMINE THE
VULNERABILITY IN THOSE POSITIONS

IDENTIFY THE DEVELOPMENT PATHWAYS TO
BUILD COMPETENCE IN CRITICAL POSITIONS

IDENTIFY POTENTIAL CANDIDATES FOR
CRITICAL POSITIONS

IMPLEMENT DEVELOPMENT PLANS AND
EVALUATE OUTCOMES.
STEP 1: IDENTIFY CRITICAL POSITION




BUSINESS CONTRIBUTION OF THE POSITION
STAKEHOLDER RELATION
FUTURE IMPACT ON THE ORGANISATION
UNIQUENESS OF THE POSITION
SAMPLE 1
SAMPLE 2
SAMPLE 3
STEP 2: ASSESS THE CURRENT INCUMBENTS
OCCUPYING THE CRITICAL POSITIONS TO
DETERMINE THE VULNERABILITY IN THOSE
POSITIONS


COMMON REASONS
- NEAR TO RETIREMENT/LEAVE VERY SOON
- DISSATISFIED CURRENT ROLE
- PROMOTION PLANS
- NOT KEY TALENT
RISK CATEGORIES
- DAMAGING RISK
- HIGH RISK
- MODERATE RISK
- CONTAINED RISK
POSITION BY INCUMBENT MATRIX
VULNERABLE
INCUMBENTS
NON-VULNERABLE
INCUMBENTS
CRITICAL
POSITION
OTHER
POSITION
DAMAGING RISK:
MODERATE RISK:
HIGHEST RISK:
PRIMARY FOCUS OF
SUCCESSION
REGULAR BACK-UP
RESOURCE PLANNING
HIGH RISK:
CONTAINED RISK:
DEVELOP LONGERRANGE SUCCESSION
MANAGEMENT
MONITOR FOR
CHANGES OVER TIME
STEP 3: IDENTIFY THE DEVELOPMENT
PATHWAYS TO BUILD COMPETENCE IN
CRITICAL POSITIONS






ONE-TO-ONE INTERNAL MENTORING
EXTERNAL COACHING FOR STRATEGIC,
LEADERSHIP AND PROFESSIONAL DEVELOPMENT
PLACEMENT IN CRITICAL FEEDER POSITIONS
LEAD CROSS-FUNCTIONAL ASSIGNMENTS
LEAD CUSTOMER VALUE AND/OR STAKEHOLDER
VALUE RESEARCH
EXPOSURE TO INTERNAL AND EXTERNAL
PROGRAMS
STEP 4: IDENTIFY POTENTIAL
CANDIDATES FOR CRITICAL POSITIONS




ASSESS ON THE LEADERSHIP ELEMENTS
ASSESS THE CAPABILITIES IN THE UNIQUE
CHARACTORISTIC
IDENTIFY THE PERFORMANCE GAPS
IDENTIFY THE DEVELOPMENT PATHWAYS NEEDED
SAMPLE 1
STEP 5: IMPLEMENT DEVELOPMENT
PLANS AND EVALUATE OUTCOMES




BUDGET
RESOURCES
TIME
PROGRAMMES
FIVE KEY SUCCESS FACTORS

ENSURE THAT THE CRITICAL POSITIONS THAT ARE
IDENTIFIED ARE THE CRITICAL FEW

THE METHOD OF IDENTIFYING CRITICAL POSITIONS AND
CANDIDATES NEEDS TO BE DATA-BASED

ENSURE THE SUCCESSION MANAGEMENT PROCESS IS
TRANSPARENT


ENSURE THAT THE EXECUTIVE GROUP TAKES
ACCOUNTABILITY TO LEAD THIS PROCESS; DO NOT VEST
THIS PROCESS STRICTLY WITHIN THE DOMAIN OF HUMAN
RESOURCES
DO NOT IGNORE THE REST OF THE LEADERSHIP – THEY
NEED DEVELOPMENT TOO
COMMON PROBLEMS AFFECTING S.P
PROGRAMS
•
LACK OF SUPPORT
•
CORPORATE POLITICS
•
LOW VISIBILITY -
•
THE RAPID PACE OF ORGANIZATIONAL CHANGE
•
TOO MUCH PAPER WORK AND TOO MANY MEETINGS
DIRECT BENEFITS NOT
DIRECTLY SEEN
Kursus Kepimpinan Transformatif
Dan Pengurusan Organisasi
Institut Tadbiran Awam Negara (INTAN)
Jabatan Perkhidmatan Awam
IMPLEMENTATION ISSUES

SUCCESSION PLANNING IS STILL NEW

SENIORITY MINDSET

ASSESSMENT TOOLS STILL BEING DEVELOPED


HRD IN AGENCIES STILL HAS NOT BEEN FULLY
IMPLEMENTED
LNPT RELATED ISSUES
PERKHIDMATAN AWAM
MALAYSIA
PEKELILING PERKHIDMATAN
BILANGAN 3 TAHUN 2006
PANDUAN MEWUJUDKAN SEARCH COMMITTEE
DAN PROSES PELAKSANAAN PELAN
PENGGANTIAN (SUCCESSION PLANNING)
Kursus Kepimpinan Transformatif
Dan Pengurusan Organisasi
Institut Tadbiran Awam Negara (INTAN)
Jabatan Perkhidmatan Awam