JH603

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JH603

• Career Succession Planning, Competencies and
  CareerDevelopment

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Career Planning

• A systemic and integrated approach to career
  development
• Career development as a HR strategy in a
  competitive environment
• Career Planning as a retention strategy
• Alignment of career planning with strategic
  objectives of the organisation

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TYPES of CAREERS

• Verticaltraditionalprogression upwards
• Lateralfunctional changes and lateral moves
• Boundarylessswitching jobs specialisations,compan
  ies,industries,locations

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2 part process for career planning and development

• Career planning is employee centered involving
• -self-assessment,
• -counselling,
• -choices such as job, role, organisation
• Career management is organisation centered using
  all functions of HR to align interests and skills
  of employees with needs of organisation.

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Employee and HRM responsibility

• Employeeneeds to be proactive(wwwwh)
• informed,
• taking opportunities,
• developing skills (employability )
• HRM needs to be informing,encouraging,supporting

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Business Strategy and Career Planning and
Development

• As an investment with a return
• Organisational environment to support development
  
• Infrastructure to support training and ongoing
  career guidance
• Analysis of development needs
• Coaching, mentoring and leadership
• Monitoring process (HRIS)
• Clear commitment by organisation to on-going
  learning

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Succession planning

• Leadership identification
• Limited potential labour pool
• Cost and investment and potential pay-off
  (increasing mobility of competent executives)
• Gender differences in leadership aspirations

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The Development Cycle

• Career planning and development as cyclical and
  dynamic. There are five key phases
• Identify competencies required
• Diagnose strengths and developmental needs (See
  selection techniques such as Assessment Centres)
• Deliver feedback to the individual
• Implement developmental plan with individual
  priorities
• Create organisational process to measure the
  success of the developmental plan at individual
  and organisational levels

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Career process Issues

• Plateauing
• Meltdown
• Dual Careers
• Work-life balance

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Career growth factors

• Performance expectations
• Exposure to senior management
• Qualifications
• Employer of choice (EOC)
• Nepotism
• Mentors
• International experience
• Language skills
• IT technology skills
• Networking
• Goal setting
• See Stone 2006 Managing HR 1edn.for more
  detailed discussion

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The success profile

• The success profile is
• Behaviourally defined competencies. Competencies
  are Behaviours, knowledge, motivations that
  determine job success (CCH Master guide, 2004,
  p.378).

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Competencies

• Competencies will derive from organisational
  requirements and objectives and specific job
  analysis
• Competencies are
• always defined behaviourally
• are the measure of success and effective
  performance (above average)
• measured by psychometric and survey techniques

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Succession Planning and Talent Management

• Definition of Succession Planning as the method
  to determine the replacement of senior managers
• Usually a systematic process of identifying
  position replacements best suited to relatively
  stable work and organisational environments
• Often deriving from expert decision makers
  (qualitative judgement).

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Succession Planning (Cont)

• Should be an objective process but in danger of
  subjectivity and bias, e.g. favouritism, old-boy
  network, elitism and cultural orthodoxy
• Often best suited to large hierarchical
  organisations in more conventional businesses
• Changes coming out of technology, globalisation
  and competitive forces

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Talent management and human capital

• Changes to succession planning so that programs
  become
• Transparent and open
• Supported by all management
• Comprehensive assessment of performance,
  particularly with objective techniques, and
• Identified as a key organisational strategy

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Transformation of succession planning

• Changes brought about by external pressures as
  well as organisational streamlining, flatter
  structures, high expectations from talented
  individuals, decline in loyalty
• Questions Why do you think there is a decline in
  loyalty in organisations today?Should you make
  your move or wait for the organisation to take
  initiative

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Research findings

• Taylor, 2001 survey indicated succession planning
  was a relatively recent activity in 75 of
  organisations
• Succession management was seen as effective where
  the support of senior management was strong and
  line management participated in identifying
  talented candidates
• Two major sources of data were recommendations
  and performance management data
• Most organisations did not use objective measures
  such as psychometrics or assessment centres

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Human Capital Theory and talent management

• Human Capital as investment and major asset to be
  developed internally more than recruited
  externally
• Human Capital theory emphasises
• Talent (exceptional behaviour in exceptional
  circumstances)
• Intelligence and intellectual agility in problem
  solving
• Knowledge and knowledge acquisition as personal
  competency

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Human Capital Theory and talent management (Cont)

• Abilities identified on recruitment, developed
  continuously (HRD), specific emphasis on
  established ability and the capacity to develop
• Potential for development, interest and personal
  commitment to development.

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References

• Stone R.J.,2006 Managing Human Resources ed1
  Wiley ,Brisbane
• DeCieri H. Kramar R.,2003 HRM in Australia McGraw
  Hill,Sydney
• CCH 2004 Master Guide CCH Australia
• N.B.There is a substantial literature in this
  area and students should take the initiative in
  informing themselves

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Next week (Week 12)

• Staffing strategies retentionoutsourcingjob
  satisfaction
• See Heneman and Judge 5ed. Ch13,ch14 DeCieri
  Kramar 2003 Ch15