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1、Business Case for Succession Planning,Dr. Elijah Ezendu FIMC, FCIM, FIIAN, FBDI, FAAFM, FAAPM, FCCM, MIMIS, MITD, ACIArb, ACIPM, PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CCIP, CMC,Learning Objectives,At the end of the course, participants should be able to do the following: Identify the role of suc
2、cession planning in ensuring business does not cease to be a going concern. Identify the problem of overindulgence in talent war, as a means of using outsiders for every key position. Identify the drivers of changing nature of work and their impact on organisational structure as well as implications
3、 for succession planning. Explain the implications of business environment dynamics for business survival. Identify how the management of succession can serve as terrific catalyst in enlivenment of business plan for achievement of organisational objectives.,“A good plan is like a road map: It shows
4、the final destination and usually the best way to get there.” - H. Stanley Judd,What is Succession Planning?,“Succession Planning is the systematic identification and professional development of internal talent. Its goal is to cultivate internal human capital in preparation for assuming leadership r
5、oles and other key positions that may become vacant due to retirement, expected or unexpected separations.” - LaCoya Shelton-Johnson, Talent Management & Succession Planning,“A means of identifying critical management positions, starting at the levels of project manager and supervisor and extending
6、up to the highest position in the organization. Succession planning also describes management positions to provide a maximum flexibility in lateral management moves and to ensure that as individuals achieve greater seniority, their management skills will broaden and become more generalized in relati
7、on to total organizational objectives rather than to purely departmental objectives.” Source: Norman Carter, Guaranteeing Managements Future Through Succession Planning,Succession Planning is the link between strategic planning and workforce planning, wherefore distinctive corporate objectives must
8、be explored and analyzed in order to reengineer workforce planning for preparation of people to take over leadership batons at various levels of an organisation.,C-Level Succession Planning,This focuses on identifying and preparing pool of potential successors for filling key positions at the top ma
9、nagement echelon.,Multi-Level Succession Planning,This has a broadly designed succession framework spanning many levels and in some cases stretching from Supervisorial stratum to the Chief Executive Officer, with the intention to provide for every key position.,“Leadership succession planning is a f
10、undamental part of the strategic planning process and must be linked to the organizations business plan and the organizations workforce planning and talent development.” - A.J. Lindemann,Intellectual Capital drives corporate business plan from arrangements at the drawing board through resource-inter
11、play to attainment of strategic goals. Therefore, a business plan without fitting intellectual capital is a blank dream.,Human Capital is Key,Human Capital is the most important component of Intellectual Capital due to its ability to provide leveraging platform for synchronizing the others.,Business
12、 As a Going Concern,An organisation must have the right caliber of human capital effectively placed on key positions to ensure continuity of operations or else it shall soon cease to be a going concern.,GC Test,A going concern test proves whether an organisation has the ability to meet up with its r
13、esponsibility at a specific future date. Contemporary thinking had focused too much attention on financial capital without due consideration for intellectual capital.,The Dilemma of Focusing on Only Financial Capital,Total Market Value,Financial Capital,Intellectual Capital,Effectiveness of GC Test,
14、The value of Going Concern Test is underscored by its ability to uncover dissonance between a firms future state and standard requirements to meet its obligations. Accordingly, a proper Going Concern Test should highlight clear profile of a firms human capital future state.,“Just as thousands of can
15、didates are competing for jobs everyday, your business is also competing with other companies to hire the most qualified, talented workers.” Source: HR World,“Companies that adopt a talent war mindset often wind-up venerating outsiders and downplaying the talent already inside the company, set up co
16、mpetitive, zero sum dynamics that makes internal learning and knowledge transfer difficult, activate the self-fulfilling prophecy in the wrong direction, and create an attitude of arrogance instead of an attitude of wisdom. For all of these reasons, even fighting the war for talent may be hazardous to an organizations health and detrimental to doing the things that will make it successful.” Source: Jeffrey Pfeffer, Fighting The War For Talent Is Hazardous To Your Organisations Health,Pr
