HUMAN CAPITAL

Succession Management :
The Challenges and Opportunities

Barttanu Kumar Das

Sr. VP and Head-HR
Blue Dart Express

April 14, 2019

The Agenda

• Need for Succession Management

• The Enablers

• Framework : Succession, Assessment &

Development

• Development Initiatives & Programmes

• Critical Success factors

1 April 14, 2019

LEADERSHIP PIPELINE : THE CHALLENGES
Entry of Young
Talents from
Management
Schools

Increasing Leadership
demand for talent Pipeline
due to economic War For Talent
Development-
growth Internal

– Mobility Of
Talents

2 April 14, 2019

 BEST COMPANIES DEVELOP LEADERS FROM WITHIN
(McKINSEY STUDY )

3 April 14, 2019

Succession Planning … The Basics

• Talent Development Philosophy of the Organization : Long-

Term Approach as part of Talent Mgt

• Top Management Commitment : Time, Coaching, Review ,

Opportunities, Exposure

• Internal Vs External

• Leadership Assessment and Development

Framework/Architecture

• Ownership at all Leadership Levels

4 April 14, 2019

Developing Successors – The Enablers…

– A deep conviction: leadership strength is

critical to the organization
– Culture of growing People from within
– Career Management/Planning Process
– Individual Career Aspirations process
– Consistency and Uniformity
– Making People Known and comfortable

5 April 14, 2019

Developing Successors – The Enablers…

– Mechanism of catching them young and

giving responsibilities/challenges and
testing in various situations
– Continuous Feedback/ Coaching and
Mentoring
– Leaders develop leaders
– Competitive Compensation and Rewards
– Learning and Development opportunities –
Best in Class

6 April 14, 2019

TIME AND ENERGY INVESTMENT BY CEO TO THE PROCESS

– Devoted between 30-40% of his time in first two

years on job to leadership issues, and a good
20% later
• Larry – “That’s a huge amount of time for a CEO to
Bossidy devote to any single task but I’m convinced it
accounts in large part for Allied Signal’s
success”

– 30-40% of his time on people issues

• Jack
– Personally reviewed top 400 people; involved in
Welch selection and compensation for 125 in detail,

– 40% of his time on people issues

– 2 months each year spent on reviewing top 550
managers
• Wayne – “There’s nothing I do that’s more important. I spent 80
hours preparing for the people reviews – its more
Calloway important than our budgeting reviews”

7 April 14, 2019

 Succession Planning Framework
Initiate Identify Develop Evaluate

Identify Provide Review

Define scope candidates
Identify critical and leadership process and
and establish
positions competency Trg/Exp/ evaluate the
accountabilities
gaps Coaching effectiveness
• Gain • Identify key jobs: • List high • Develop training • Establish a
commitment Business Critical performing high and review schedule
from senior Positions potential development for the
management for candidates programs for succession plan
the process • The above to be individuals which
aligned with • 3/3 Matrix include • Develop metrics
• Define scope of retirement, –Job rotation for evaluating
succession business growth, • Assess –Job effectiveness of
planning (in Career Plans, candidates enrichment the process
terms of levels attrition, scarce against –Special
for which skill sets and competencies Projects
applicable) future risks of for target jobs –Shadow
loosing etc and identify Running
• Establish competency –Development
accountabilities gaps programs

8 April 14, 2019

Leadership Assessment and Development Framework

- Leadership
- Review and Feedback
Competency Model/
System
Framework

-Assessment / Evaluation
- Leadership Programmes
-Robust Performance Mgt
System - Planned input at all
important career change
- Assessment and
Development Center - Coaching & Mentoring

-Leadership Profiling - Projects

- 360-degree Feedback

9 April 14, 2019

A Development Framework….
Leadership competency
framework a

Assessment and development Leadership Profiling through

center/ 360-Degree Feedback Leadership Assessment Tools

Conduct of assessment and Administration of The Tool

development centre/ 360-
degree

Assessment of Leadership
Potential and Identification of
gaps and development needs

Preparation of individual
Reports and recommended
interventions/Positions

Follow-up on development
initiative

10 April 14, 2019

Some Development Initiatives
On-the- Regular
job review
training of high
potential
Stretch
Mentoring Talent
Assignments

In-house
External Development
Training Programs
programs Talent
Development
Exposure Initiatives
Coaching
to senior
managers

Job External
Shadowing Certifications
On-line
learning Rotational
programs assignments

11 April 14, 2019

Planned Leadership Programmes
LDP-1 LDP-2 LDP-3 LDP-4

Preparation for Preparation Preparation

First
general for senior for
level
management leadership company key
management
positions positions positions
positions

Management of Leadership Qualities Business Strategy for Growth &

others Leadership Transformation

Local G-Local G-Local Global

12 April 14, 2019

LEADERS DEVELOP FUTURE LEADERS

 It is not enough to have leaders. Leaders need to develop leaders

under them. Winning organizations have leaders at every level

 Top Management spends quality time with Top performers – To be

led by CEO of the Orgn

 Needs to be part of KRA/Individual Goals

 Developing others – a part of Orgn Culture

 Continuous feedback to all leaders in terms of their ‘Leadership and

Supervisory Style’

13 April 14, 2019

 DEVELOPMENT PLAN: RESPONSIBILITY CENTER

Individual Plans : Individual Plans : Organizational

Responsibility of Responsibility of level plan :
Individual Individual & Orgn. Responsibility of
Orgn.
- Identify areas - Identify initiatives
- Identify the
of development for the individual &
Organisational
- Individual to work the Organization
gaps
alone - Provide all support
- Organize
- Organize intervention
Organisational
for the individual
level intervention
- Review after one year

14 April 14, 2019

 “ At the end of the day
you bet on People
not on Strategies”
Larry Bossidy
CEO-Allied Signals

15 April 14, 2019

 Q&A

16 April 14, 2019