CAREER PLANNING &

SUCCESSION
PLANNING
Piyush Khadatkar D47
Badra KV
D48
Aghamarshana R D49
Lovneesh Tanwar D50
Kaushik Shekhar
D52
Gaurav Agarwal
D53

Divesh Thakur D51

Hemang Patel E04
Arun Shannkar E05
Jay Vishnoi E06
Mayank Kumar E07

What is Career?
Career is a progress or general
course of action of a person in some
profession or in an organization
Career Development vs Training &
Development

Includes broader canvas,

longer time frame and
wider scope.
Individualized and
continuous process.

Aims at improving
performance at the
earliest.
Group oriented and
duration specific.

Stages of Career
Entry to the Organization
Progress within particular areas of work
Mid-career when people hope to secure
higher positions
Later careers when people have settled in
respective areas and are planning post
retirement life
End of career in organizations

Old vs New
Career
Conventional
Contemporary
Structured

Unstructured

Objective

Subjective

Continuity

Discontinuity

Coherence

Irregularity

Status, power and authority

Psychological success

Linear

Cyclical

Security

Employability

Work Focused

Holistic

Long Term

Short Term

Future Orientation

Present Orientation

Career Planning &

Development
Career Planning is a process whereby an
individual sets career goals and identifies
means to achieve them
Organizational career planning is the
planned succession of jobs worked out by
a firm to develop its employees
Career Development ensures that people
with proper qualifications and experiences
are available when needed

Why Career
Development??

o Assist you in developing your career

management skills
o Assist you in identifying jobs and
career paths which would utilize your
potential and allow you to meet your
personal goals
o Provide you with the opportunity to
access good-quality career
o Information on education and training
opportunities
o Provide you with personal support in
the form of advice and
o Guidance from a competent Career
Development Advisor

Stakeholders in Career
Development
Organization
o Must provide systems
and structures for
support
o Develop and publish
formal career ladder

Manager
o Create and implement
developmental
assignments, encourage
risk taking and tap unused
resources
o Provide professional safety
net so that employees can
experiment and learn

HR Manager
o Strategic partners who
integrate
business driven solutions
o

Integrate new thinking,

ignite new
strategies and behaviors
and
Employee
infuseout
into
the culture
o Seek
information
about career options
o Make use of
development
opportunities

Case Study: Dual Career

Path 1/2

Problem Statement: Career path open to specialists is seen as inferior to the

one for managers. Although this organisation had very specialised staff in
its lab, R&D was seen as a career dead-end.
Employee quoted that Researchers who stayed within R&D had to become
department managers to improve their salaries, despite the fact that many
were more skilled at running experiments and inventing creative solutions
to technical problems than managing people or projects.
Recommendations: Dual career paths for scientists and managers with
equal opportunities for status and compensation. The idea of a dual
career path has been around for many years and is often advocated by
specialists who are frustrated by a lack of career progression. They call for a
technical or specialist career path.
A shift from a purely managerial career path which blocks the progression of
specialists, to two sets of jobs with two distinct career paths showing
upwards progression on each path.
However it is still important to think through what kinds of career path are
going to work both for the individuals concerned and for the business.

Case Study: Dual Career Path

2/2

The most obvious solution to careers for knowledge workers is to articulate two career paths
which fork at a certain point, often at senior professional level. Beyond this point, one path is
the conventional managerial route in which jobs increase in terms of people and budget
responsibilities. The other path is the specialist career path - leads to roles increasing in
terms of technical complexity of professional work but also of the additional responsibilities .

Internal Mobility Career

Path
WHAT??
A mobility initiative ensures that
people will move around to roles that
are most suited to their personality,
strengths, and skill set.
WHO??
Senior executives are not necessarily
concerned with mobility initiative.

HOW??

Employees share their career assessments

results and career development plans with
managers.
As a crucial part of the development
process, individuals should have the
opportunity to identify the roles they
would be best at, and get themselves up
to speed to take those roles.

HR the facilitator who achieve

efficiency and profitability through its
people strategy.
RESULT!!

KEY DRIVER!!
For a mobility initiative to be successful, it
is best to communicate the initiative to
employees and managers as a career
development initiative.

Increased employee retention,

productivity, and mobility figures.

Innovative Career Development

Initiatives

Provide each employee with an individual budget for learning about career
options and personal development.
Offer on-site or online career centers: Web based or off line library of
career development materials, career workshops on related topics.
Encourage role reversal: Temporarily work in different positions in
order to develop a better appreciation of their occupational strengths and
weaknesses.
Help organize career success teams: Small groups of employees from
the same or different departments who meet periodically to network and
support one another.
Provide career coaches: Career coaches usually work one-on-one with
individual employees to help them use career assessment tools and
identify their training and development options.
Catch them young: The retail firm Spencers established a dedicated
center Pragati to train entry level employees for retail business. More
such centers have been established across India and they provide a steady
stream of floor level employees. Some of these employees have been
promoted to first line managerial positions like store managers, thus the
centers are creating a career path for them.

Challenges of Career
Development
Laissez-Faire
attitude
of
Management
:
The
management restricts itself to identify talents
Assumption that job rotation or an overseas
assignment is itself a developmental experience
Making promotions or lateral moves that stretch the
person to the point of breaking
Moving high potential individual from one role to
another too quickly
Some individuals are too ambitious, impatient and
greedy

Career Management Process

Career
Management
Process

Career Management Strategy

Choice about career development model :
Supported self development, Corporate Career
Management or Career Partnership
Policy of promoting from within or lateral entry
from outside
Clear Career Paths enabling people to climb up
the ladder
Proper systems and processes to achieve sharing
and development of knowledge
Choice between one size fits all career
development initiatives or flexible approaches

Assessment
Assessment stage includes activities
ranging from self assessment and the one
made by the organization
Purpose is to identify employee strengths
and weaknesses
Also known as Talent Audit that helps an
individual choose a career that fits his or
her skills and capabilities

Planning and
Development
Planning phase involves determining type of
careers, identifying career paths and steps to
realize career goals
Uses all information available and translates it to
individual career development program
Development phase involves taking actions to
create and increase skills
Most
common
programs
include
career
counseling, mentoring, coaching, job rotation and
educational assistance

Evaluation
Need to assess the effectiveness of
development initiatives
To ensure that they meet the needs of all
stakeholders
Problem faced in isolating the impact of
specific activities on both the individual
progression and on the achievement of
organizational objectives

Career Management Models

Supported Self Development

Employees take primary responsibility for their own career, but

there is extensive support provided by the employer
Laissez-Faire approach to career development

Corporate Career Management

Organization driven
Development programs for senior managers or high potential
employees through planned job moves and succession planning

Career Partnership

Both individual and organization take equal responsibility for

careers in order to achieve the objectives
Best model

Steve Jobs Career Flashback

Not passionate about starting a technology company. Studied Western history and
dance, and dabbled in Eastern mysticism. Dropped out of college after his first
year, remained on campus for a while, sleeping on floors.
Moved back in with his parents and talked himself into a night-shift job at Atari. At
one point, he left his job at Atari for several months to make a spiritual journey
through India.
In other words, in the months leading up to the start of his visionary company,
Steve Jobs was something of a conflicted young man, seeking spiritual
enlightenment and dabbling in electronics only when it promised to earn him quick
cash.
He noticed that the local "wire heads" were excited by the introduction of model-kit
computers that enthusiasts could assemble at home. Jobs pitched Wozniak the idea
of designing one of these kit computer circuit boards so they could sell them to
local hobbyists. This was strictly a low-risk venture meant for their free time.
From this point, however, the story quickly veers into legend. Steve Jobs jumped at
the opportunity to make an even larger amount of money and began scrounging
together startup capital. It was in this unexpected windfall that Apple Computer

SUCCESSION PLANNING
Employees Leave
They always do

Preparation for that day is Succession Planning

There are two kinds of people

in organizations: Those with
20 years experience and
those with one year
experience repeated 20
times.

Agenda
What is Succession Planning?
Why is it important?
How do we do it?
Case Study

Succession Plan
The process of developing a systematic approach to
building replacement workers to ensure continuity, by
identifying potential successors in critical work
processes.
A deliberate and systematic effort by an organization
to ensure leadership continuity in key positions, retain
and develop intellectual and knowledge capital for the
future, and encourage individual advancement.
The integrated approach to workforce recruitment,
development, and retention to ensure that the
organization has candidates whose present and future
potential contribute to their individual success and
the success of the organization.

Succession Planning is
Ensures that employees are recruited
and/or developed to fill each key role.!
Ensures that we operate effectively when
individuals occupying critical positions
depart.
May be used for managerial positions or
unique or hard-to fill roles.
Align bench strength for replacing critical
positions.

Succession Planning is
NOT
A one time event
Decided by an individual
Used solely for individual career
advancement opportunities
Reacting only when a position
becomes open
Line mangers relying solely on their
own knowledge/comfort with
candidates.

VIDEO

Career Planning vs Succession

Planning

Replacement vs.
Succession
Reactive

Pro-Active

Form of Risk
Management

Planned Future
Development

Substituting

Renewing

Narrow
Approach

Organized
Alignment
Flexible

Restricted

Factors of Succession Planning

Stages of Succession Planning

Step 1
Institutionalize the process and capture
stakeholder support
Gain commitment from decision makers
Gather resources
Identify the strategic vision and goals of the organization
Incorporate succession planning into your organizations
values
Clearly define the objectives for the program

Step 2 Assess Organizations

Needs
As is
To Be
Gap Analysis

Step 2A As Is
Assessment
Collect and analyze organization and
demographic data
Identify and prioritize key work
processes/positions
Identify condition and availability of resources
and systems

Step 2B To Be
Assessment
Analyze future requirements for services
What are the goals of the Strategic Plan
What are upcoming changes in the industry?
What demands will technology place on
organization?

Step 2C Gap Analysis

How does as is organization fall short of
to be?
Workforce
Processes
Systems/Resources
Determine the talent needs on the long run

Step 3 - Develop the Succession Planning Model

Determine which employees or levels of employees will
be involved in program.
Build leadership pipeline.
Identify training and development strategies.
Develop retention strategies.
Create knowledge management and transfer strategies.

Step 4 - Implement Succession Planning Model

Determine resource needs for implementation.

Identify barriers to implementation.
Update or develop job descriptions.
Prepare organization for change.
If needed, implement strategies on pilot basis.
Link succession strategies with HR.

Step 5 - Continuous
Measurement, Evaluation, and
Adaptation
Define measures of program success
Determine how frequently the program will be evaluated.
Design the reporting process.
Track progress, communicate and celebrate program success.
Get stakeholder feedback on strategy success.
Adjust or adapt programs based on evaluative results.
Ensure top management stays engaged and provides support and attention to
program.
Make 3 to 5 year succession plans part of organizations strategic planning process.

Succession Planning: Key Elements

1. Assessment of Key Positions:
What are the competencies and experiences needed
to qualify for each key position?

2. Identification of Key Talent:

Typically people at the top two levels of the organization
and high potential employees one level below.
Identified by their managements assessment of their
performance and potential for advancement.

3. Assessment of Key Talent:

For each person on the radar screen, primary development
needs are identified focusing on what they need in order
to be ready for the next level.

Succession Planning: Key Elements

4. Generation of Development Plans:
A development plan is prepared for how we will help the
person develop over the next year.

5. Development Monitoring & Review

An annual or semi-annual succession planning review is
held to review progress of key talent and to refresh or
revise their development plan.

SUCCESSION PLAN SUMMARY

ORGANIZATION:_____________________
Key Position
Title

Incumbent
Name

Position
Vulnerability
Open
in
< 1 Yr

Open
in
13
Yrs

Open
in
3 + Yrs

Succession Candidate
Names
Ready in
< 1 Yr

Ready in
13 Yrs

Ready in
3 + Yrs

EXECUTIVE DEVELOPMENT PLAN

NAME: ________________

TITLE: ________________

verall Performance Summary:

ndicate recent performance including major accomplishments
performance issues.)

2. Special Assignment: (What task force, projects, or special

assignments will be given this year to aid development?)

3. Training: (What specific training or seminars are

recommended this year for his/her development?)

ey Strengths:
ist 2 - 3. Indicate key technical or professional competencies,
ills, or knowledge the person has.)

evelopment Needs:
ist 2 or 3. Indicate key experiences, skills, or knowledge the
rson lacks in order to move to the next level.)

evelopment Actions:
On The Job: (What new responsibilities do you plan to assign
help this person develop this year?)

Potential For Promotion:

(Indicate this persons readiness to be promoted to the next
organizational level.)
Ready now for the next level.
Ready in the next 24 months.
Ready in 2 to 3 years.
Recommended Next Position: (List the next assignment that
would most benefit the individual in his/her development.)

Succession Plan Organization

Report

Performance

Decision Making Matrix

SOLID CITIZEN PERFORMER
(High Performance/Low Potential)
Gets all important things done
Is a pro in his/her position
Is seen as a leader in his/her area
Has reached potential
Action Required:
Continue developing in current position; is in
the right job

STRONG PERFORMER
(High Performance/Med Potential)
Gets all important things done
May act at level of capability of one level
above current position
Acts as leader and role model
Exhibits many strengths or competencies
beyond current role
Some leadership development issues
Action Required:
Look for opportunity to display leadership in
current job

STAR PERFORMER
(High Performance/High Potential)
Gets all important things done
Acts at a level of capability of at least one
level above current position
Acknowledged as a skilled leader and role
model
Exhibits many strengths or competencies
beyond current role
Has wide spread influence beyond current
role
Action Required:
Stretch assignments to prepare for larger role

QUESTIONABLE PERFORMER
(Medium Performance/Low Potential)
Gets most important things done
Is very proficient in his/her current position
Is not seen as a leader in his/her area
Action Required:
Work on improving performance in current
job; may be candidate for lateral move

SOLID CITIZEN PERFORMER

(Medium Performance/Medium Potential)
Gets most important things done
Shows signs of leadership and role modeling
Exhibits many FCC executive competencies
May be new in position
Action Required:
Leave in current job; continue developing
skills and improving performance

STRONG PERFORMER
(Medium Performance/High Potential)
Gets most important things done
Acknowledged as a leader and role model
Exemplifies FCC executive competencies
Acts at level of capability of next level in the
organization
Action Required:
Focus on performance short term and
development opportunities long term

LOW PERFORMER
(Low Performance/Low Potential)
Isnt getting most important things done
Difficulty performing to standards in his/her
current position
Action Required:
Consider reassignment to more appropriate
position; including lower level or exit option

QUESTIONABLE PERFORMER
(Low Performance/Medium Potential)
Isnt getting most important things done
Capable of making higher contribution
May be in wrong job or occupied with nonwork distraction
Action Required:
Focus on improving performance

SOLID CITIZEN PERFORMER

(Low Performance/High Potential)
Isnt getting most important things done
Has been acknowledged as a team player and
role model
Has exemplified FCC executive
competencies
May be in wrong job or occupied with nonwork distraction
Action Required:
Address root cause performance issue; worthy
of investment in development

Potential

Chart Results: Talent Summary

Leadership Competencies

Functional Competencies

Participants

Integration
and
B
al
a
n
c
e

Management
of Budget

Market
Knowledg
e

Technolog
y
and
Business
Methods

Strategy
and
Planning

Cross
Boundary
Perspective

Drive for
Results

Adaptability

Organizatio
n
Alignment

Communi
action
and
Influence

Develops
Self and
Others

Participant 1
Participant 2
Participant 3
Participant 4
Participant 5
Participant 6
Participant 7
Participant 8
Participant 9
Participant 10
Participant 11
Participant 12
Participant 13

This graphical representation is a comparison of each individuals performance by competency (each row on the vertical axis
represents an individual's score).
- Exceeds Standards

- At Standard

- Needs Development

IMPLEMENTATION
Develop pilot program in one department.
Track and measure how its working:

Turnover
Employee survey results
Participant satisfaction
Individuals promoted vs. outside hires
ready now candidates
Diversity of talent pools
Size of talent pools

Communicating Program
Share with everyone how its going.
Use multiple methods

 Costs/Benefits
Costs highly variable and hard to quantify
Consultant, in-house time, lost production.

Employer Benefits

Stabilize performance
Ensure continuity of leadership
Develops pool of skilled workers
Minimizes disruption during change
Enhances knowledge transfer
Makes employer of choice gets you the better
workers
Employee Loyalty/Commitment
Opportunity for skills development/training
Increased organizational resiliency/capacity

Employee Benefits

Improves communication and morale

Improved effectiveness
Improve working relationships
Personal/Professional growth

Customer Benefits

Improved staff knowledge

More efficient service
Increased staff responsiveness/pride
Better run organization

Common Pitfalls
Keeping it a secret
Underestimating talent within
Narrow minded thinking too old/young, rough,
different
Focusing exclusively on hard skills
Not offering training/development opportunities
Expecting employees to self-identify help them see
what they can be.
Not holding managers accountable for succession
planning.
Considering only upward succession. Lateral?
One size fits all program.
Producing too many candidates for too few spots.

Leadership Competencies
Defines attributes desired.
What an employee must achieve to
show proficiency at each level.
Effectiveness, communication,
ethics, knowledge, developing
people, flexibility/adaptability,
strategic initiative, effective decision
making, customer orientation,
achievement orientation, team
orientation.

Knowledge Transfer and

Retention Strategies
Document processes and records.
Hire new person before old one leaves.
Rehire retirees part time.
Make videos of people doing work.
SOPs, standardized record keeping
formats, archiving and data retrieval
systems.
Cross training existing staff.

CASE STUDY
Tim Cook stepping into the
shoes of Late Steve Jobs

Sam Palmisano passing the

baton to Ginni Rometty

The curious case of HP

Carly Fiorina (2000 to 2005; the Lucent veteran
exited amid a cloud of controversy)
Robert P. Wayman (interim CEO, February to March
2005)
Mark Hurd (2006 to 2010; the NCR veteran exited
amid a cloud of controversy)
Cathie Lesjak (interim CEO, August to October 2010)
Leo Apotheker (November 2010 to September, 2011;
the SAP veteran exited amid a cloud of controversy)
Meg Whitman (September 2011 - present)