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Title:

Succession and talent management

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is designed to supplement subjective manager judgements of ... senior leadership roles critical roles within the sport organization professional or ... – PowerPoint PPT presentation

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Date added: 9 October 2020
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Title: Succession and talent management


1
Chapter 10
  • Succession and talent management

2
Learning objectives
  • After reading this chapter you will be able to
  • discuss the concept of succession management
  • identify key principles for effectiveness in
    succession and talent management
  • outline the six steps in a succession and talent
    management process
  • identify challenges in implementing succession
    and talent management
  • consider how succession and talent management can
    contribute to strategic human resource management
    in a sport organisation

3
What is succession management?
  • Succession management is a comprehensive set of
    assessment and development processes that support
    the attraction, development, reward and retention
    of talented individuals, from entry level
    positions through to senior management.

4
Succession management
  • incorporates a broad range of standardised
    performance evaluation methods and gathers
    information on employee and volunteer performance
    from multiple perspectives.
  • is designed to supplement subjective manager
    judgements of potential with independent
    objective assessment data related to key
    succession criteria

5
Succession management can include
  • senior leadership roles
  • critical roles within the sport organization
  • professional or specialist roles
  • entire cohorts of staff or volunteers

6
Strategies for effective succession management
  • Obtain support from the CEO and senior Management
  • Gain line management and staff support
  • Keep it simple and tailored to unique
    organizational needs
  • Make sure it is flexible and linked with the
    strategic business plan
  • Link it to the human resources review process
  • Use well-developed competencies and objective
    reviews of candidates
  • incorporate employee input
  • Make a part of the broader management development
    effort
  • Include plans for development job assignments
  • Integrated with other human resource systems
  • Emphasize accountability and follow-up.
  • (Eastman, 1995)

7
6 steps in succession management
  1. designing the process
  2. ensuring strategic integration
  3. assessing the current situation
  4. identifying and assessing talented individuals
  5. implementation planning and undertaking
    development
  6. evaluation

8
1. Design the process
  • define a business case for succession management
  • ensure transparency and confidentiality
  • build in staff feedback systems
  • develop a communication strategy

9
2. Ensure strategic integration
  • identify roles/jobs critical to organisation's
    success
  • identify distinctive leadership capabilities
  • align with training and development and
    performance management systems

10
3. Assess the current situation
  • conduct a risk assessment of potential departures
    from existing critical roles
  • determine the extent of any pending position
    shortage by projecting requirements, internal
    mobility and attrition over the next 3-5 years
  • Use relevant succession and talent management
    strategies to fill the gaps identified between
    current capability for key roles and future
    requirements

11
4. Identify and assess potential
  • Outline the capabilities required for
    effectiveness in critical roles
  • map essential skills and competencies identified
    using consistent objective criteria
  • also use criteria to identify high-performance
    and high-potential candidates with advancement
    potential

12
Accurate identification assessment
  • Use existing performance management data such as
  • biographical data
  • current performance
  • observed behaviour
  • 360 feedback and formal appraisal outcomes
  • interviews to determine career preferences
  • behavioural interviews
  • feedback from a range of senior managers
    performance
  • external assessments such as assessment centres

13
5. Implementation
  • outline the types of roles or experiences which
    may be offered as accelerated development
    opportunities
  • develop each individuals required capabilities
    through a program of learning experiences
  • development opportunities include targeted job
    assignments, managing a project, a formal
    training program, access to a mentor etc

14
6. Evaluation
  • establish clear timeframes
  • for the organisation, evaluation could be in
    terms of whether organisational risk has been
    reduced or minimised.
  • for the individual, evaluation includes
    self-assessment about the degree of capability
    development and demonstrated changes in
    performance and behaviour in the workplace.

15
6 succession derailers
  1. Inaccurate information and limited choices
  2. A focus on only one person for each specific role
  3. Poor experiential development
  4. Misunderstanding what is needed for future
    success
  5. Failure to execute and follow through
  6. Lack of accountability

16
6 trends in succession and talent management
programs
  1. Expand succession management to lower levels of
    the organization.
  2. Do a complete success profile for assessing
    readiness
  3. Assess the whole person for development purposes
  4. Select/deploy talent by leveraging an aging
    workforce
  5. Accelerate development through applied learning
    and mentoring networks
  6. Focus/drive performance through measurement

17
Summary
  • Succession and talent management provides a
    process by which high potential and valuable
    staff are recruited, developed, rewarded and
    retained by the sport organization
  • There are six key steps to a succession
    management program designing the process
    ensuring strategic integration assessing the
    current situation identifying and assessing
    talented individuals implementation planning
    and undertaking development and evaluation.
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