This presentation was first delivered by me during the Malyasian HR Congress held at Kuala Lampur. The presentation outlines the entire process of Successsion Planning including examples of both, organizations which succeeded or failed in executing SP successfully. The content of presentations includes: Succession Planning - an introduction Succession Planning @ family run business An approach towards Succession Planning Steps to effective Succession Planning Identifying and nurturing Hi-Pos Potential and Performance mix of a Hi-Pos Putting success into Succession Planning How to measure its effectiveness Conclusion

1. Malaysian HR Congress 2007 Succession Planning

7. Succession Planning: an age old art H R ecruitment of appropriate candidate etaining the good performers

8. Getting the right number of people with the right skills , experiences, & competencies in the right jobs at the right time . Workforce Planning Nancy B. Kiyonaga, NYS Department of Civil Service

9. Succession planning ensures that there are highly qualified members for all important positions , not just today , but tomorrow, next year, and five years from now. Succession Planning Kathryn Towe Littleton

25. Department (A) Key Position (1) Key Position (2) Department (B) Key Position (1) Key Position (2) Department (C) Key Position (1) Key Position (2) Current / Future Competencies and expected vacancies Assessment & Evaluation to identify Hi-Pos Profiling of Prospective Leaders Individual development plans/Job rotation/Simulation workshops Independent Assignment Assessment of individual’s competency and skill gaps Bottom - up Succession Planning

26. Understand organization's long term goals & objectives Determine Critical Positions Assess individual’s competency and identify skill gaps Identify current and future competencies for positions Identify expected vacancies Evaluate potential candidates as successor for key positions Determine the individual’s current performance & future potential Design individual’s development plans Review individual development plans to ensure needs are addressed

33. “ Future work potential is based on accumulated skills and experience as evidenced by past achievement, ability to learn new skills and willingness to tackle bigger, more complex or higher quality assignments.” Charan, Drotter & Noel, The Leadership Pipeline , Jossey-Bass, SF, 2001 Performance V/s. Potential

36. Performance V/s. Potential H L H Performance Potential Competent / Capable Needs Improvement Plan exit Long Term employee New employee Misfit in the position High Performer in current role Able to get things done Recognize the technical expertise Organize the transfer of knowledge Performance role model Lack ability to manage Determine career aspirations Assist in developing leadership skills Misses performance expectations Unorganized working Identify if unhappy in current role Create development plan Performance below expectations Rigidity in behavior Recruitment error Consider exit options Average Performer in current role Demonstrate desire to achieve Provide training & coaching inputs Recognize potential; offer support Despite competence, performing low Awareness about perf. deficit missing Counseling to understand culture Help him in setting priorities Offer challenging stretch assignments Offer opportunities to develop others Jackson leadership

43. Thank You Visual – Courtesy TOI