REPLACEMENT PLANNING

1
REPLACEMENT PLANNING

• each manager reviews their org
• generally top 3 levels
• HR provide info on supply
• managers add their own perspective
• reviewed at annual meeting
• decisions made on individual basis

2
REPLACEMENT PLANNING

• generally short term, 12 months in advance
• assumes that
• appraisals are accurate
• employee who is doing well now will continue to
  do so in future
• incumbent managers make the best decisions
• that decisions included in planning

3
SUCCESSION PLANNING

• process that ensures a flow of management
  talent throughout the organization so that a
  qualified individual is ready to step into an
  opening that occurs in any of the key
  management areas

4
SUCCESSION PLANNING

• longer range planning
• prepares employees for key positions
• generalist approach
• across the organization
• integrates action planning
• 3-5 years in advance

5
MEETING

• annual
• review committee
• committee decides on process and policies
• strategic
• senior members

6
START WITH

• understanding of the organization philosophy and
  objectives
• identification of corporate goals and proposed
  changes
• identification of key positions
• skills needed for key positions of future

7
3 AREAS

• changing managerial requirements
• objective and early identification
• activities and responsibility

8
PRODUCTS

• succession plans for all key positions
• candidates for 3-5 years
• 5 year position plans
• individual development plans

9
HR ROLE

• implement development plans by
• making arrangements
• identifying opportunities
• monitor progress
• identify anomalies
• develop alternatives
• arrange for training/development
• determine trends

10
ADVANTAGES

• greater mobility of staff
• better matches of person to job
• managers are more committed
• retention of high potential staff
• job continuity without disruption
• better managers

11
EFFECTIVENESS

• you can fill key positions a.s.a.p.
• can fill them from inside
• you are confident about the choice
• your choice is successful