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Succession Planning NSM 2003

The Practical Approach towardsThe Practical Approach towards

Succession PlanningSuccession Planning

Abdullah LinAbdullah Lin

Finisar Malaysia Sdn BhdFinisar Malaysia Sdn Bhd

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Succession Planning NSM 2003Succession Planning NSM 2003

Quotable QuoteQuotable Quote

"From now on, choosing my successor is the most important"From now on, choosing my successor is the most important

decision I'll make. It occupies a considerable amount ofdecision I'll make. It occupies a considerable amount of

thought almost every day."thought almost every day."

-- Jack Welch, CEO, GEJack Welch, CEO, GE

( Quote from 1991 speech( Quote from 1991 speech----9 years before his anticipated9 years before his anticipated

retirement)retirement)

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What is Succession Planning?

The process of developing the right peopleThe process of developing the right people

to fill the leadership positions for futureto fill the leadership positions for futurestrategic tasks.strategic tasks.

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1.1. Abruptly, where a major player leaves and his or herAbruptly, where a major player leaves and his or her

position has to be filled.position has to be filled.

2.2. Prudently, an employee is targeted for anotherPrudently, an employee is targeted for another

position and is groomed to take over.position and is groomed to take over.

3.3. Successfully, there exists an ongoing function inSuccessfully, there exists an ongoing function inwhich an organization consistently prepares for itswhich an organization consistently prepares for its

future needs while producing to meet todays plan.future needs while producing to meet todays plan.

Forms of Succession PlanningForms of Succession Planning

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The ObjectiveThe Objective

To establish a dynamic, onTo establish a dynamic, on--going process ofgoing process of

identifying, assessing and developing potentialidentifying, assessing and developing potential

successors into the key positions identified bysuccessors into the key positions identified bymanagement team.management team.

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Succession Planning FlowSuccession Planning Flow

Key Position

Identification and Buy-off

Competency Model

Design

Potential Successors

Identification and Buy-off

Potential Successor

Gap Analysis

Potential Successor

Development

On-going Changes

Technology Development

On-going Changes

Resignation/Low Performance

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Overview with Management TeamOverview with Management Team

Overview with individual DivisionsOverview with individual Divisions

Compilation of Key PositionsCompilation of Key Positions

Approval of key positions by Mgmt TeamApproval of key positions by Mgmt Team

Detailed discussion with IncumbentsDetailed discussion with Incumbents

Development Plans for SuccessorsDevelopment Plans for Successors

Project PhasesProject Phases

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MajorMajor impactimpact on the organization in his or heron the organization in his or her

absenceabsence toto contributecontribute

Impact on company revenueImpact on company revenue

Availability of replacement in worldwideAvailability of replacement in worldwide

marketmarket

Contribution to core businessContribution to core business

What is Key Position?What is Key Position?

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Mandatory Key PositionsMandatory Key Positions

Expat PositionsExpat Positions

Selective Positions by Management TeamSelective Positions by Management Team

Technical Ladder ParticipantsTechnical Ladder Participants

Module ManagersModule Managers

Others (as identified by Heads of Division)Others (as identified by Heads of Division)

Types of Key PositionsTypes of Key Positions

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The understudy of the approved expat positionsThe understudy of the approved expat positions

MUST be a MalaysianMUST be a Malaysian

Specify duration of grooming to take placeSpecify duration of grooming to take place

Show a training planShow a training plan

Mandatory: Expat PositionsMandatory: Expat Positions

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To buy off Succession Planning processTo buy off Succession Planning process

To buy off key position listTo buy off key position list

To buy off name list of potential successorsTo buy off name list of potential successors

To provide full support in the successfulTo provide full support in the successful

implementation of programimplementation of program

Management ResponsibilitiesManagement Responsibilities

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Provide two (2) names of potential successorsProvide two (2) names of potential successors

Discuss with HR on job competenciesDiscuss with HR on job competencies

Gauge current level of successor competenciesGauge current level of successor competencies

Identify competency gaps of successorsIdentify competency gaps of successors

HR gets endorsement from Heads of DivisionHR gets endorsement from Heads of Division

Incumbent ResponsibilitiesIncumbent Responsibilities

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To keep up high performanceTo keep up high performance

To learn and achieve the required competencies

To learn and achieve the required competencies

To improve their communication skillsTo improve their communication skills

To provide confidence to managementTo provide confidence to management

Successor ResponsibilitiesSuccessor Responsibilities

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Immediate backImmediate back--up of Incumbentup of Incumbent

Potentials outside the functional areaPotentials outside the functional area

Promising candidates at lower levels in thePromising candidates at lower levels in the

organizationorganization

Potential Successor CriteriaPotential Successor Criteria

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Use Annual Performance Appraisal FormUse Annual Performance Appraisal Form

Key Result Areas (KRAs) MUST includeKey Result Areas (KRAs) MUST include

competency development to succeed thecompetency development to succeed the

Incumbent PositionIncumbent Position

NOTE: We will focus for development on theNOTE: We will focus for development on the

people, not the positions.people, not the positions.

Successor ReadinessSuccessor Readiness

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Progress Status Expat to MalaysianExpat to Malaysian

Approximately 30 % metApproximately 30 % met

Malaysian to MalaysianMalaysian to Malaysian

Approximately 60% metApproximately 60% met

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There are situations whereby there are noThere are situations whereby there are no

available potential successors resulting in longeravailable potential successors resulting in longer

inin--house development or external hire:house development or external hire:

Fast Track Programs e.g. YMGP, MA, PostGradFast Track Programs e.g. YMGP, MA, PostGrad

InternshipInternship

External hire (must be Malaysian)External hire (must be Malaysian)

Blank Spots for SuccessorBlank Spots for Successor

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Issues Understanding the competenciesUnderstanding the competencies

Selecting the right competenciesSelecting the right competencies

Scope of planScope of plan

Communication of planCommunication of plan

Unclear with program objectiveUnclear with program objective

Job PriorityJob Priority

ResignationResignation -- incumbent or successorincumbent or successor

Time LagTime Lag -- sourcing and fillingsourcing and filling

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Recommendations

Avoid assumptionAvoid assumption

Regular followRegular follow--up, at least once a quarterup, at least once a quarter

Minimise changes (Competencies,KRA, etc)Minimise changes (Competencies,KRA, etc) OnOn--going Management Reviewgoing Management Review

Identify both Visible and Invisible workersIdentify both Visible and Invisible workers

Consider both upward and lateral

Consider both upward and lateralsuccessionsuccession

Minimize pinchingMinimize pinching

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Accurate understanding of workforceAccurate understanding of workforce

Value the talents within the organizationValue the talents within the organization

OpenOpen--minded and objective Incumbentsminded and objective Incumbents

Balanced focus on technical and soft skillsBalanced focus on technical and soft skills

OnOn--going progress monitoringgoing progress monitoring

ConclusionConclusion

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Succession Planning NSM 2003

Q & AQ & AAbdullah bin LinAbdullah bin Lin

Human Capital Development ManagerHuman Capital Development Manager

Finisar Malaysia Sdn Bhd.Finisar Malaysia Sdn Bhd.

[email protected]@finisar.com

Tel: 05Tel: 05--29080062908006

www.finisar.comwww.finisar.com

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