Career Management. Succession Planning. Dr. Oyewole O. Sarumi
|
|
- Ruth Griffith
- 2 years ago
- Views:
Transcription
1 Career Management & Succession Planning Dr. Oyewole O. Sarumi
2 Scope of Discourse Introduction/Background Definitions of Terms: Career, Career Path, Career Planning, Career Management. The Career Development Stages The Need for Career Planning The Career Planning Process The Benefits of Career Planning What is Succession Planning
3 Purpose/Need for Succession Planning Important Considerations for Successive Planning The Successive Planning Process (1-5). Key Issues for Effective Successive Planning Conclusion
4 WHAT IS CAREER PLANNING? Career: Is all the jobs that are held during one s working life. Career Path: Is the sequential pattern of jobs that form a career. Career Planning: Is the process by which one selects career goals and the path to these goals.
5 Career Development: is those personal improvements one undertakes to achieve a personal career plan. Career Management: is the process of designing and implementing goals, plans and strategies to enable the organization to satisfy employee needs while allowing individuals to achieve their career goals.
6 CAREER STAGES: 1. Exploration 2. Establishment 3. Mid-Career stage 4. Late Career 5. Decline
7 P E Establish - ment Late Career R F Exploration Midcareer Decline O R M A N C Transition from college to work Getting first job and being accepted Performance increaseor decrease or maintain The elder states person Retirement E AGE Stages in Career Development 7
8 NEED FOR CAREER PLANNING To attract competent persons and to retain them in the organization To provide suitable promotional opportunities To enable the employees to develop and make them ready to meet future challenges To increase the utilization of managerial reserves To correct employee placement To reduce employee dissatisfaction and turnover To improve motivation & morale. 8
9 The CP PROCESS Individual needs and aspirations Individual strengths and weaknesses Placement on career path Review of career plans Organizational needs and opportunities Career Planning Process 9
10 Benefits of Career Planning to Employees In the present context, because of change in the perspective of criteria for measuring success, the role of career planning for employees has expanded. Career planning benefits employees in following ways:- Explicit career path Focused self-development Increased productivity 10
11 Career Planning Benefits to Organization From an organization s point of view, career planning has a long-term orientation for filling various positions from internal sources. When this practice is followed, the organization derives the following benefits from career planning: Assured availability of talent Attracting and retaining talent Promoting organizational image Protecting Interests of Special Groups of Employees 11
12 SUCCESSION PLANNING
13 Definitions "Succession planning" is a process for identifying and developing internal people with the potential to fill key leadership positions in the company. Succession planning increases the availability of experienced and capable employees that are prepared to assume these roles as they become available.
14 Definitions A succession plan is a plan for identifying who is currently in post and who is available and qualified to take over in the event of retirement, voluntary retirement, or dismissal. 14
15 Succession planning is a means of identifying critical management positions starting at manager and supervisor levels and extending up to the highest position in the organization. William J. Rothwell
16 Definitions Succession planning is a process whereby an organization ensures that employees are recruited and developed to fill each key role within the company. Succession planning ensures you can fill key roles from within your organization.
17 Definitions Succession planning is a conscious decision by an organization to foster and promote the continual development of employees, and ensure that key positions maintain some measure of stability, thus enabling an organization to achieve business objectives.
18 Definitions Succession planning is defined as "any effort designed to ensure the continued effective performance of an organization, division, department, or work group by making provisions for the development and replacement of key people for key positions and work activities over time" (Rothwell, 1994, p. 5).
19 The 3 Elements of Succession Planning The Main Elements are: The purpose of succession planning is to identify and develop people to replace current job holders in key positions. It enables to maintain the steady flow of internal talent to fill important vacancies It emphasizes on hiring from within and creates a healthy environment, where employees have careers and merely job.
20 Need for Succession Planning Organizations exist as on-going concerns while personnel come in and go out on regular basis. Therefore, the continued existence of an organization over time requires a succession of personnel to key positions. So, this basically requires the succession planning:- Identification of right personnel Grooming of successors Boosts the morale of meritorious employees 20
21 Objectives Of Succession Planning Identify those with the potential to assume greater responsibility in the organization. Provide critical development experiences to those that can move into key roles. Engage the leadership in supporting the development of high-potential leaders.
22 Build a data base that can be used to make better staffing decisions for key jobs. Improve employee commitment and retention. Meet the career development expectations of existing employees. Counter the increasing difficulty and costs of recruiting employees externally.
23 Purpose of Succession Planning: Succession planning becomes an important requirement due to the following reasons: Why? -Instances when a key leader of the organization moves without succession planning in place? What? - What is likely to happen to the organization when a key leader moves without succession planning in place?
24 Examples Include A Person Who Is: Suddenly and unexpectedly unable or unwilling to continue their role within the organization. Accepting an approach from another organization or external opportunity which will terminate or lessen their value to the current organization. Indicating the conclusion of a contract or timelimited project or Moving to another position and different set of responsibilities within the organization.
25 Succession Planning Supports Workforce Planning
26 Important Considerations for Succession Planning What is the business case for succession planning in the organization? Is planning based on short- and long-term goals and objectives? Have the key stakeholders and decision-makers been consulted? How involved are the leaders? Is succession planning linked with workforce planning? Can succession planning be linked with other HR strategies? Is there accountability at the departmental level? Are HR professionals and departmental planners involved with the planning process?
27 Important Considerations for Succession Planning What are the roles and responsibilities of stakeholders? Is the process, and its expected outcomes, clearly understood by everyone involved? What decisions should be made at the departmental and corporate levels? How will the process demonstrate value for transparency, fairness and accessibility? How will the department ensure that all employees are provided the same Opportunities and are treated without significant bias? Is there a plan or strategy to manage employee expectations? Do employees understand that they are not guaranteed a promotion?
28 Important Considerations for Succession Planning What resources are required to plan effectively and efficiently? How will succession plans be evaluated? How will evaluation results affect decision-making? Do employees understand they are responsible for managing their own career path (s)? Is the department capable of supporting necessary learning and development? Is the work environment supportive of succession planning? How will the collection, retention, use, and protection of personal information be compliant with the Access to Information and Protection of Privacy Act?
29 Succession Planning Process
30 Step 1 Identifying Key Positions or Key Groups Key position or occupational group can be defined in many different ways, but two important criteria that should be considered are criticality and retention risk. A critical position is one that, if it were vacant, would have a significant impact on the organization s ability to conduct normal business. The significance of the impact could be considered in terms of safety, operation of equipment, financial operation, efficiency, public opinion, and so on. Retention risk refers to positions where the departure of an employee is expected (e.g. retirement) or likely (e.g. history of turnover). By examining these criteria on a low-to-high scale, an organization can determine what positions require short- or long-term planning.
31 Information That May Help Identify Key Positions Include: Current and future strategic goals and objectives Retirement forecasts Turnover rates Current and expected vacancies Changes to existing programs and services Highly specialized function
32 Questions That Help In Identifying Key Positions Include: What jobs, if vacant, have the potential to prevent the organization from achieving goals and objectives? What jobs have a direct impact on the public? What jobs would be difficult to fill because of required expertise or because the exiting incumbent possesses a wealth of unique and/or corporate knowledge? Is there a projected labour market shortage for relevant job skills? Is there a need to plan for anticipated positions that do not currently exist?
33 Step 2 Identifying Competencies All positions have a requisite set of knowledge, skills and abilities that are expected of employees who are filling that function. Thus, knowing the competencies of a job is a mandatory component of recruitment, serving as a general baseline to measure against interested potential candidates. However, succession planning provides an opportunity to review the competencies traditionally associated with jobs, particularly with respect to current goals and objectives.
34 Ways to determine and develop required competencies include: Reviewing job descriptions, advertisements, and relevant merit criteria. Interviewing current and former job incumbents. Interviewing supervisors, clients, and other stakeholders. Conducting focus groups or surveys. Reviewing any existing development programs (i.e. leadership competencies). Reviewing organizational values.
35 Valid identification of competencies is necessary for: Establishing minimum requirements for job success. Creating a baseline for assessing interested potential candidates; and Identifying appropriate learning and development opportunities.
36 Some questions to consider might include: What are the specific functional competencies that apply to a key job or group? What competencies apply to all employees and groups? Are these competencies aligned with the organization s vision, mission and values?
37 Step 3 Identifying and Assessing Potential Candidates The key purpose of identifying and assessing employees against core job competencies is to help focus their learning and development opportunities in order to prepare them for future roles in the organization.
38 To Demonstrate These Values, Succession Planning Must Be: Objective and independent of personal bias; Merit-based; Communicated to and understood by all employees; and Transparent at all stages of the process.
39 Ways To Solicit For Self-identification Include: Circulating an expression of interest. Employees discussing career goals and objectives with their supervisor. Developing an inventory of employee skills or competencies and careers interests.
40 Supporting Methods To Identify Potential Candidates Written exams Candidate interviews Review of résumés/cvs Simulated work exercises Performance reviews Reference checks Talent review meetings
41 Some Critical Questions That May Help Departments Prepare For This Step Include: Has there been one-on-one discussion with employees regarding their career goals and interests? Have all employees been made aware of available succession opportunities? Do employees understand the purpose and process of succession planning? Specifically, do they understand that they are not guaranteed a promotion as a result of this process? Do employees who were not considered for a current opportunity understand that they can be considered in the future with further development of their knowledge, skills, and abilities?
42 How will the organization communicate the outcome of a succession-based appointment? Have alternative career paths (i.e., relevant lateral moves) been identified for employees who were not considered for a current opportunity? Will the organization use multiple sources of information when assessing a candidate? How will the organization develop an inventory of employee skills and interests? Are an appropriate number of candidates being developed for a key job? How will the candidate pool demonstrate the organization s value for employment equity and diversity?
43 Step 4 Learning and Development Plans Once the relevant candidates have been identified, based on their interest and potential for success in a key position, the organization must ensure that these employees have access to focused learning and development opportunities.
44 Some key points to remember when developing learning and development plans are: Plans should focus on decreasing or removing the gap between expected competencies and the current knowledge, skills and abilities of candidates. Manage expectations modern succession planning is based on learning and development to fulfill employee potential, rather than merely filling a vacancy. There are a wide range of learning and development opportunities to consider, which can include: o Job assignments that develop and/or improve a candidate s competencies; o Job rotations; and o Formal training.
45 Ensure appropriate strategies are in place to support the transfer of corporate knowledge to candidates for key jobs, which can include: o Mentoring, coaching. o Documenting critical knowledge; o Exit interviews; and o Establishing communities of practice.
46 Step 5 Implementation and Evaluation Evaluating succession planning efforts will help to ensure the effectiveness of the process by providing information regarding: How the process operates the relationship between inputs, activities, outputs, and outcomes Impact of the process relative to stated goals and objectives Functional strengths and weaknesses Potential gaps in planning and assumptions Cost-effectiveness and cost-benefit
47 Evaluative Questions For Departments To Consider Might Include: Have all key jobs been identified and do they have succession plans? What is the impact of succession plans on business continuity in key positions? Are successful candidates performing well in their new roles? What is the impact of learning and development efforts? Are employees ready to compete for a vacant key position? Is the candidate pool diverse and reflective of employment equity values? What are the areas for improvement in the succession planning process?
48 Key Issues That Need To Be Considered For An Effective Succession Plan : The succession planning program must have the support and backing of the company's senior level management. Succession planning must be part of an integrated HR process that includes training, development and performance appraisal. Identify what skills the organization will need in 5, 10 or 15 years.
49 Critical positions must be identified and included in the Company's succession planning program. Identify high-performers that are almost ready to step into those critical positions. Analyze the workforce and identify who will be eligible for retirement within the next five years.
50 Effective Succession plan : contd. Managers need to identify the responsibilities, skills and competencies that will be needed by their replacements A system for communicating succession planning information to managers must be established. A systematic approach for identifying, nominating and selecting potential successors must be established. Background information on potential successors, such as education, experience, skills, appraisals and potential should be reviewed. The training and development requirements of potential successors needs to be determined.
51 Effective Succession Plan :..cont d The skills of potential successors must be developed through work experiences, job rotation, projects and other challenging assignments. A system for monitoring candidate's development plan progress by senior management should be established. Succession planning must include a system for providing feedback and encouragement to potential successors. Succession planning is basically a "numbers game" that requires good organizational skills and the ability to pay attention to details. Finally, the succession plan must belong "to the organization" and not to the HR department in order to make sure it has the attention it deserves.
52 Measures for effective Succession Planning Since succession planning is essential for every large organization but obstacles generate due to faulty organizational practices, some measures are needed to make succession planning effective: Involvement of Supervisory Board Driven by CEO Procedural Consistency External benchmarking Pool of Successors Objectivity Application of emotional intelligence 52
53 Some Of The Current Practices In Succession Planning Include The Following: Knowing what jobs at various levels, if removed, would cause a significant loss to the organization, and which of these jobs represent the greatest retention risk. Knowing which employees are both interested in, and demonstrate short- and/or long-term potential for, succession into key positions. Significant investment to ensure that employees have appropriate and structured learning, development and training opportunities to fulfill their potential. Aligning succession planning with current and anticipated business goals and objectives.
54 "Every company has a succession planning document," says David Larcker, a professor in the graduate school of business at Stanford University. "The question you have to ask is, 'Will it be operational?"
55 Conclusion There is no one model for succession planning, as its contours are likely to be quite different in small and large organisations - although it can be equally vital in both - and there are no hard-and-fast rules. What is indisputable is that all organisations need leaders and managers with a range of experience.
56 A s a complex and time-consuming process, if carried out properly, may absorb substantial time and expenditure, succession planning is an important way to manage the delivery of that experience, complemented by management training and development activities, and align it with business needs..
57 Organisations need to ensure that they continually review and develop their succession plans to meet current and future skills, capability and behavioural needs and to ensure that succession planning is closely aligned with evolving business priorities
58 References Used SUFF, R. (2011) Informal versus formal succession planning strategies. IRS Employment Review, 21 March. 8pp. EQUALITY AND HUMAN RIGHTS COMMISSION. (2009) Working better: the managers guide to flexible working. London. Available at: HIRSH, W. (2000) Succession planning demystified. Brighton: Institute for Employment Studies. ROTHWELL, W.J. (2010) Effective succession planning: ensuring leadership continuity and building talent from within. 4th ed. New York: American Management Association.
SUCCESSION PLANNING AND MANAGEMENT GUIDE
SUCCESSION PLANNING AND MANAGEMENT GUIDE HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland and Labrador P.O. Box 8700 St. John s Newfoundland
SUCCESSION PLANNING FOR SACCOs/CFIs PRESENTED BY TONNY OKOTH OTIENO (DE) PROGRAM COORDINATOR ACCOSCA
SUCCESSION PLANNING FOR SACCOs/CFIs PRESENTED BY TONNY OKOTH OTIENO (DE) PROGRAM COORDINATOR ACCOSCA Introduction» Business continuity refers to the SACCO s ability to ensure that qualified employees are
NEW YORK STATE SUCCESSION PLANNING
NEW YORK STATE SUCCESSION PLANNING A Guidebook for Local Officials 2015 Environmental Finance Center Syracuse University PREFACE This guidebook is intended to aid local officials in understanding the
HUMAN RESOURCE PLANNING. Reference Tools
HUMAN RESOURCE PLANNING Reference Tools TABLE OF CONTENTS TAB 1 Introduction 2 Human Resource / Workforce Planning and Departmental Planning o Supplement - A Guide to Integration and Alignment STRATEGIES
Succession Planning Process
Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their
Workforce Planning Toolkit
Workforce Planning Toolkit A Guide To Developing Your Agency s Succession Plan 2007 NASPE SUCCESSION PLANNING IN A MERIT SYSTEM Introduction The nation s estimated 78 million baby boomers began turning
Ontario Leadership Strategy. Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum
Ontario Leadership Strategy Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum Contents 1. Purpose 2. Why Succession Planning and Talent Development?
SUCCESSION PLANNING 15 TH SACCA LESOTHO CONFERENCE
SUCCESSION PLANNING 15 TH SACCA CONFERENCE LESOTHO 29 31 OCT. 2014 OUTLINE What is Succession Planning? Why is succession planning important? Benefits of Succession Planning Why Succession Planning for
Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky
Strategic Human Resources Planning Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky Description: The course provides students
Succession Planning. Women in Public Service Conference Hamline University. November 15, 2013
Succession Planning Women in Public Service Conference Hamline University November 15, 2013 What is Succession Planning? 0 Succession planning is an organization s design to prepare individuals to fill
Guide on Developing a HRM Plan
Guide on Developing a HRM Plan Civil Service Branch June 1996 Table of Contents Introduction What is a HRM Plan? Critical Success Factors for Developing the HRM Plan A Shift in Mindset The HRM Plan in
Continuing the Possibilities: Succession Planning for Library Leadership. pmsinger@singergrp.com www.singergrp.com
Continuing the Possibilities: Succession Planning for Library Leadership Paula M. Singer, PhD pmsinger@singergrp.com www.singergrp.com The Singer Group, Inc. } Succession Planning: What & Why? } Business
Succession Planning: Contingency Planning to Survive Presentation by Richard Kremzier
Succession Planning: Contingency Planning to Survive Presentation by Richard Kremzier The fundamentals of Workforce Planning will be reviewed, establishing the context of Succession Planning. The principles
A Succession Planning Primer
Who s Next? A Succession Planning Primer by Kelly L. Fairbairn CEO, SyNet Americas President, PPS International Ltd. With a generation of leaders leaving their current roles for retirement and employees
The Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR
The Importance of Succession Planning and Best Practices Shellie Haroski, SPHR Questions to consider What percentage of your employees will retire in the next 5 years? 10 years? What percentage of your
Agenda. Strategic Succession Planning: Building Your Bench Strength. The Numbers say. SP Defined* The Art of Choosing Positions
Agenda Strategic Succession Planning: Building Your Bench Strength The Business Case for Succession Planning The Wedding: Succession Planning meets Leadership Development Top 10 Ideas for Building Your
Revised Body of Knowledge And Required Professional Capabilities (RPCs)
Revised Body of Knowledge And Required Professional Capabilities (RPCs) PROFESSIONAL PRACTICE Strategic contribution to organizational success RPC:1 Contributes to the development of the organization s
Succession Planning: Developing Your Bench Strength. Presented By: Michelle McCall, Managing Principal, IMG
Succession Planning: Developing Your Bench Strength Presented By: Michelle McCall, Managing Principal, IMG Agenda The Business Case for Succession Planning The Wedding: Succession Planning meets Leadership
Human Resources Report 2014 and People Strategy
24 February 2015 Council 5 To consider Human Resources Report 2014 and People Strategy Issue 1 The annual report on Human Resources issues and a proposed People Strategy. Recommendations 2 Council is asked
INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS
INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS WHY TEDS? Fully Integrated TEDS Talent Management Solutions are fully integrated, allowing information to be shared among
Defining Human Resources Moving to Strategic HR
Defining Human Resources Moving to Strategic HR P r e s e n t e d b y : S a s k a t c h e w a n S c h o o l B o a r d s A s s o c i a t i o n S c h o o l F o r T r u s t e e s - J a n u a r y 1 7, 1 8,
Career Development and Succession Planning. Changing Landscape of HR 2012 Conference
Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.
TALENT MANAGEMENT AND SUCCESSION PLANNING
White Paper TALENT MANAGEMENT AND SUCCESSION PLANNING The CEO s and Chairman s role in talent management and succession planning is huge it should never be just a function of HR, because this is a top-down
The Business Case for Succession Planning. University of Florida Executive Education
The Business Case for Succession Planning University of Florida Executive Education Succession Planning A continuous process of identification, assessment, and development of talented individuals as they
HRM. Human Resource Management Rapid Assessment Tool. A Guide for Strengthening HRM Systems. for Health Organizations. 3rd edition
HRM Human Resource Management Rapid Assessment Tool for Health Organizations A Guide for Strengthening HRM Systems 3rd edition . Human Resource Management Rapid Assessment Tool Copyright 2005, renewed
TALENT MANAGEMENT A LINK TO BUSINESS STRATEGY
TALENT MANAGEMENT A LINK TO BUSINESS STRATEGY Lets talk strategy Lets talk Value Creation/ Value Drivers 2 The Key Question????? What are the key value drivers/ thematic areas in our organizations? What
Talent Management Framework
Talent Management Framework A simple definition of Talent Management is: The systematic attraction, identification, development, engagement/retention and deployment of those individuals who are of particular
Department of Human Resources
Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational
THE CORPORATION OF THE CITY OF WINDSOR POLICY
THE CORPORATION OF THE CITY OF WINDSOR POLICY Service Area: Office of the City Clerk Policy No.: HRDEV POL - 0001 Department: Human Resources Approval Date: March 23, 2015 Division: Organizational Development
Promotion, Transfer and Termination attachment one Developing and Implementing Succession Plans
Promotion, Transfer and Termination attachment one Developing and Implementing Succession Plans Contents WGEA Tool: Developing Succession Plans 3 Introduction 3 Developing and Implementing Succession Plans
CHAPTER 6 HUMAN RESOURCE MANAGEMENT CONTENTS. Leadership/Management and Command Development 83
81 CHAPTER 6 HUMAN RESOURCE MANAGEMENT CONTENTS Introduction 82 Developmental Areas 82 Professional Functional Development 82 Leadership/Management and Command Development 83 Human Resource Development
Talent Management Essential Toolkit
Talent Management Essential Toolkit Talent Management Essential Toolkit This presentation has been prepared to to provide the reader with an initial overview of five talent management tools that can assist
State of Washington. Guide to Developing Succession Programs. Updated November 2008. Page 1 of 9
State of Washington Guide to Developing Succession Programs Updated November 2008 Page 1 of 9 Introduction The purpose of succession planning is to develop a pool of internal candidates for future vacancies.
SELF AUDITING TOOL FOR HUMAN RESOURCE MANAGEMENT THE UNIVERSITY OF WESTERN AUSTRALIA
SELF AUDITING TOOL FOR HUMAN RESOURCE MANAGEMENT THE UNIVERSITY OF WESTERN AUSTRALIA Aim of the Self Auditing Tool To help Schools and other University work areas become more accountable in relation to
Developing a Workforce Plan: Setting the Foundation
Developing a Workforce Plan: Setting the Foundation Presented by Stacie Abbott, Workforce Planning Coordinator Brandon Littlejohn, Statewide Recruiter Erica Salinas, Analyst Danielle Metzinger, Analyst
CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com
CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com LITERATURE Integrating Performance Management and Talent Review Processes Finding 1: Performance management involves the entire
State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time
State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time Table of Contents Introduction 2 What is Workforce Planning?...3 Why is Workforce Planning Important?.....3
Human Resources Competency Model
Human Resources Competency Model A ONE-SIZE-FITS-ALL MODEL DEVELOPED FOR A COMPANY IN A SERVICES INDUSTRY HR COMPETENCIES* STRATEGIC Business Partnering: Business and internal customer orientation; forecasting,
ALL WALES CREDIT UNION SUPPORT PROGRAMME. Securing the Future: A Guide to Maintaining Expert Boards by Succession Planning
ALL WALES CREDIT UNION SUPPORT PROGRAMME Securing the Future: A Guide to Maintaining Expert Boards by Succession Planning This guide has been produced by The Social Investment Business for credit unions
REE Position Management and Workforce/Succession Planning Checklist
Appendix A REE Position Management and Workforce/Succession Planning Checklist Agency: Division /Office: Position Number: Date: Supervisor: Vacancy Announcement (if Recruit): Position Title/Series/Grade:
Workforce Management Plan 2013-2017
Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 Introduction
B408 Human Resource Management MTCU code - 70223 Program Learning Outcomes
B408 Human Resource Management MTCU code - 70223 Program Learning Outcomes Synopsis of the Vocational Learning Outcomes* The graduate has reliably demonstrated the ability to 1. contribute to the development,
DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM. A Human Resource Management Framework
DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM A Human Resource Management Framework HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland
EMPLOYMENT COMMITTEE 15 JUNE 2005. SUCCESSION PLANNING POLICY (Director of Corporate Services & Resources Human Resources)
EMPLOYMENT COMMITTEE 15 JUNE 2005 (ITEM 8) SUCCESSION PLANNING POLICY (Director of Corporate Services & Resources Human Resources) 1 INTRODUCTION 1.1 Succession planning is increasingly gaining acceptance
HUMAN RESOURCES IN PUBLIC EDUCATION Where are we? Where should we be? Where HR Divisions should be. Where most HR Divisions are
HUMAN RESOURCES IN PUBLIC EDUCATION Where are we? Where should we be? Human Capital Management Human Resources Department Personnel Department Levers: Differentiated Pay Career Ladders Distribution of
Controlling Leadership Talent Risk: An Enterprise Imperative. By Seymour Adler, Senior Vice President and Amy Mills, Vice President
Volume 1, Issue 1 November 2008 By Seymour Adler, Senior Vice President and Amy Mills, Vice President Leadership Shortage Imminent Grooming leaders is one of the most critical business needs in the modern
Overview of the Executive Core Qualifications: Preparing for the Senior Executive Service (SES)
Overview of the Executive Core Qualifications: Preparing for the Senior Executive Service (SES) Presenters: Cheryl Abram Senior Executive Resources and Performance Management UNITED STATES OFFICE OF PERSONNEL
WORKFORCE AND SUCCESSION PLANNING
2012 WORKFORCE AND SUCCESSION PLANNING Toolkit to Identify and Address Strategic Talent Gaps Workforce Management Office NOAA 1/1/2012 Table of contents Introduction... 3 Workforce Planning... 3 Step 1:
SECTION 2 HUMAN RESOURCE STRATEGY 2.02 DEPARTMENTAL HR PLANNING GOVERNMENT DEPARTMENTS / AGENCIES
SECTION 2 HUMAN RESOURCE STRATEGY 2.02 DEPARTMENTAL HR PLANNING AUTHORITY: ADMINISTRATION: CIVIL SERVICE ACT PEI PUBLIC SERVICE COMMISSION GOVERNMENT DEPARTMENTS / AGENCIES 1 of 16 1. PURPOSE 1.01 The
Human Resource Strategic Plan
Human Resource Strategic Plan (Condensed Version) A dynamic and diverse workforce of highly skilled people working together to deliver excellent service to the community of Winnipeg Vision A dynamic and
Talent Management Toolkit
Talent Management Toolkit Terry Meyer November 2005 ALL RIGHTS RESERVED COPYRIGHT Disclaimer Publication or other use of this document by any unauthorised person is strictly prohibited. The views expressed
SUCCESSION PLANNING. April 31, 2015
SUCCESSION PLANNING April 31, 2015 What We ll Cover: Succession Planning Leadership Development Now What Do We Do??? Succession Planning Succession planning ensures that the agency (or a department in
Recruitment and Selection
Recruitment and Selection The recruitment and selection belongs to value added HR Processes. The recruitment is about: the ability of the organization to source new employees, to keep the organization
HUMAN RESOURCE / WORKFORCE PLANNING AND DEPARTMENTAL PLANNING - SUPPLEMENT. A Guide to Integration and Alignment
HUMAN RESOURCE / WORKFORCE PLANNING AND DEPARTMENTAL PLANNING - SUPPLEMENT A Guide to Integration and Alignment HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008
Introducing Talent Management
Introducing Talent Management A Dale Carnegie White Paper By William J. Rothwell, Ph.D., SPHR The Pennsylvania State University University Park, PA How many times have we heard it said that people are
Human Resources Management Program Standard
Human Resources Management Program Standard The approved program standard for Human Resources Management program of instruction leading to an Ontario College Graduate Certificate delivered by Ontario Colleges
Performance Appraisal Process for the CEO 1
www.simonejoyaux.com Simone P. Joyaux, ACFRE Performance Appraisal Process for the CEO 1 Note: This process and appraisal tool along with Joyaux CEO job description applies, in general to any organization.
Policy on Succession Planning
Status: Approved Custodian: Human Resources Directorate Date Approved: 2013-07-17 Decision number: SAQA 14100/13 Implementation date: 2013-07-18 Due for review: 2016-07-16 File number Page 1 of 6 Contents
This page was left intentionally blank.
This page was left intentionally blank. Workforce Planning Model Steps What This Step Accomplishes 1. Define the Scope Determines our focus could be long or short term could be a specific business unit
Department of Human Resources FY 2009-2013 Strategic Plan
Department of Human Resources FY 2009-2013 Strategic Plan OUR MISSION, VISION, PHILOSOPHY OUR MISSION In partnership with the University of Arizona community, we attract and engage the world-class human
Workforce Planning, Succession Planning and Capability Planning. 13
Report title Agenda item Workforce Planning, Succession Planning and Capability Planning. 13 Meeting Human Resources, Health & Safety and Equalities Panel 13 November 2008 Date Report by Document Number
What Board Members Need to know about SUCCESSION PLANNING
2012 Annual Meeting Maryland Library Trustees and Citizens for Maryland Libraries What Board Members Need to know about SUCCESSION PLANNING for the Library Director and Staff November 3, 2012 Presented
Human Resources Service Delivery Initiative Findings and Recommendations. Campus Update. November 2014
Human Resources Service Delivery Initiative Findings and Recommendations Campus Update November 2014 Context for the Initiative HR activities touch virtually everyone on the campus and present an area
Addressing HIT Worker Shortages Through Operational Excellence in Workforce Planning
Addressing HIT Worker Shortages Through Operational Excellence in Workforce Planning Allen Kriete Vice President, Healthcare Services; TEKsystems Sanja Licina Senior Director, Talent Intelligence and Consulting;
Creating Tomorrow s Public Service. May, 2009. A Corporate Human Resource Management Strategy For the Newfoundland and Labrador Core Public Service
Creating Tomorrow s Public Service May, 2009 A Corporate Human Resource Management Strategy For the Newfoundland and Labrador Core Public Service 1 The Role of Public Service Employees As professionals,
Human Resource Secretariat Business Plan 2011-12 to 2013-14
Human Resource Secretariat Business Plan 2011-12 to 2013-14 September 2012 I II Message from the Minister As the Minister of Finance, President of Treasury Board and Minister responsible for the newly
CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011
CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011 1. DEFINITION... 1 2. CONTEXT... 1 3. STRATEGIC ALIGNMENT AND DRIVERS... 1 4. VALUES... 2 5. PRINCIPLES OF PRACTICE... 2 6. PERFORMANCE INDICATORS...
CERTIFICATIONS IN HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE
CERTIFICATIONS IN HUMAN RESOURCES» HRMP HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE HRMP EXAM CONTENT OUTLINE AT-A-GLANCE HRMP EXAM WEIGHTING BY FUNCTIONAL AREA:» HR as a Business
Succession Planning Tool Kit
Succession Planning Tool Kit Succession planning is the process of identifying the key leadership positions within each department and developing employees within state government to assume these positions.
SUCCESSION DEVELOPMENT
SUCCESSION DEVELOPMENT Succession Development Article 1, section 2, U.S. Constitution: When vacancies happen in the representation from any state, the executive authority thereof shall issue writs of election
HRCI Recertification Credits
HRCI Recertification Credits last updated: November 2013 SkillSoft is an HR Certification Institute Approved Provider. Being an HR Certification Institute Approved Provider gives recertification candidates
Talent Management Glossary
Talent Management Glossary Employer Toolkit February 2013 0 About Asset Skills Asset Skills is one of 21 Sector Skills Councils (SSCs) that have been established to tackle skills needs and support improvements
Workforce Planning Toolkit. Competencies Overview
Workforce Planning Toolkit Competencies Overview 2015 Table of Contents 3 Introduction 4 The Value of Competencies 5 How to Use This Tool 6 How Competencies Help Supervisors 7 How Competencies Help Employees
Educator Evaluation System Standards. Preamble
Educator Evaluation System Standards Preamble Improving achievement requires recruitment of talented teachers and principals and stronger instructional practices, which in turn are driven by strategic
Nursing. Nunavut. Recruitment and Retention Strategy 2007 2012 NUNAVUT NURSES BE THE DIFFERENCE
Government of Nunavut Department of Health and Social Services Nunavut Nursing Recruitment and Retention Strategy 2007 2012 NUNAVUT NURSES BE THE DIFFERENCE Nunavut Nursing Recruitment and Retention Strategy
A new era for HR. Trinity College Dublin Human Resources Strategy 2014 to 2019
A new era for HR Trinity College Dublin Human Resources Strategy 2014 to 2019 Introduction This revised HR strategy is a response from the HR function in College to the new College Strategy 2014-2019,
Succession Planning & Management
Succession Planning & Management ARL-ACRL Human Resources Symposium November 15, 2012 Washington, D.C. Pat Hawthorne Interim Chief Administrative Officer Emory University Libraries phawthorne@emory.edu
The relatively recent combination of
Best practice talent management Bob Little offers a template for successful, systematic implementation The relatively recent combination of major economic, demographic, social and business trends have
THE EVOLUTION of Talent Management Consulting
Talent management consulting is the giving of professional, expert advice to executives who are put in charge of handling, directing, or managing those who have a capacity for achievement or success. THE
2014-2018 B UILDING A T O R ONTO PUBLIC S E R V ICE
2014-2018 B UILDING A T O R ONTO PUBLIC S E R V ICE CONTENTS A Look Back as we Continue Forward 2 Message from the City Manager 3 Message from the Executive Director of Human Resources 4 Message from
HR Enabling Strategy 2012-2017
This document is yet to be put into corporate format but this interim version can be referred to for the time being. Should you have any queries, please refer to Sally Hartley, University Secretary, x
Best Practices module
Best Practices module SUCCESSION PLANNING Presented by: Joy Davis Cultural Resource Management Program Contents BCMA / Best Practices Modules Page 1. Introduction Page 2 Relevance and Implications for
V E H I C L E / E Q U I P M E N T R E P AI R T E C H N I C I AN S U P E R V I S O R Schematic Code 17318 (30005065)
V E H I C L E / E Q U I P M E N T R E P AI R T E C H N I C I AN S U P E R V I S O R Schematic Code 17318 (30005065) I. DESCRIPTION OF WORK Positions in this banded class supervise of a group of mechanics,
UCSF Human Resources. Strategic Development of Internal Leaders Resource Guide & Tool Kit
UCSF Human Resources Strategic Development of Internal Leaders Resource Guide & Tool Kit January 2013 January 2013 Strategic Development of Internal Leaders Strategic Development In order to advance UCSF's
Succession Planning Developing Georgia s Future Leaders
Workforce Services Succession Planning Developing Georgia s Future Leaders Objectives Today s session will provide foundational information related to a basic succession planning model. At the end of the
MANAGING THE EMPLOYEE LIFECYCLE
MANAGING THE EMPLOYEE LIFECYCLE Current Position Jose Laurel Experience & Expertise 16 years experience in management, operations, marketing and international commerce Prior to G&A, served as country manager
Workforce Planning for Human Resource Professionals
Workforce Planning for Human Resource Professionals Presented to: Department of the Interior Human Resource Specialists StrategyWorks, Inc. stratwks@flash.net www.strategyworksinc.com Learning Outcomes:
Work Toward Your Bachelor s Degree
By completing a series of Walden s Professional Development courses, you can earn credits toward a number of bachelor s programs at Walden University. To receive credit, you will need to complete all of
SUCCESSION PLANNING. Susan A. Henry May 2012
SUCCESSION PLANNING Susan A. Henry May 2012 Introductions Who we are What are your expectations for the day Naming of a Scribe for the Day Workshop Objectives To understand your role in succession planning.
The Ripple Effect of Baby Boomer Retirements
The Ripple Effect of Baby Boomer Retirements By Neil E. Reichenberg According to the Pew Research Center, approximately 10,000 Americans per day will turn 65 between 2011 and 2030. These baby boomers comprise
D 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance.
1 Develop productive working relationships with colleagues Unit Summary What is the unit about? This unit is about developing working relationships with colleagues, within your own organisation and within
2009 Talent Management Factbook
2009 Talent Management Factbook Executive Summary Karen O Leonard Principal Analyst May 2009 BERSIN & ASSOCIATES RESEARCH REPORT V.2.0 2009 Talent Management Factbook: Executive Summary i The Bersin &
UNIVERSITY OF BRIGHTON HUMAN RESOURCE
UNIVERSITY OF BRIGHTON HUMAN RESOURCE STR ATEGY 2015 2020 Human Resources Strategy 2015 2020 01 INTRODUCTION In its Strategic Plan 2012 2015, the university has set out its vision, ambition and plans for
7/8/2016. Leading Practices for Succession Planning In Government
Leading Practices for Succession Planning In Government Steven Lozano Assistant Director, Strategic Issues Team Government Accountability Office July 17, 2016 Note: The views herein are those of the presenter
The Nuts and Bolts of Succession Planning:
The Nuts and Bolts of Succession Planning: A Dale Carnegie White Paper By William J. Rothwell, Ph.D., SPHR The Pennsylvania State University University Park, PA Most managers know that talented people
Why You Need Workforce Planning By John Sullivan Being prepared is better than being surprised HR should be aware of the business cycle
Why You Need Workforce Planning Workforce planning lets HR manage talent shortages and surpluses. By understanding business cycles and tending to "talent pipelines" and current talent inventories, HR can
Human Resources Professionals in Canada: Revised Body of Knowledge and Required Professional Capabilities (RPCs )
Human Resources Professionals in Canada: Revised Body of Knowledge and Required Professional Capabilities (RPCs ) Approved by the CCHRA, Board of Directors October, 2007 Revised Body of Knowledge And Required
Occupational Profile and Curriculum Summary
Occupational Profile and Curriculum Summary Presented for Comment OFO code 143905 Related Occupation Contact Centre Manager Table of Content Occupational Profile and Curriculum Summary... 1 Presented for
UNITED NATIONS OFFICE FOR PROJECT SERVICES. ORGANIZATIONAL DIRECTIVE No. 39. Talent Management Framework
(ll) UNOPS UNITED NATIONS OFFICE FOR PROJECT SERVICES Headquarters, Copenhagen 30 December 2011 ORGANIZATIONAL DIRECTIVE No. 39 Talent Management Framework I. In line with UNOPS HR Strategy "Putting people
RECRUITMENT PLAN 2009-2011
RECRUITMENT PLAN 2009-2011 PREPARED BY: BEV AUGUSTINE, DEPUTY DIRECTOR STRATEGIC ORGANIZATION, LEADERSHIP, AND INDIVIDUAL DEVELOPMENT (SOLID) KRISTINE GRANGAARD, ANALYST SOLID TRAINING SOLUTIONS Recruitment