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Talent Management & Succession Planning

Talent Management & Succession Planning. It’s part of the Business Harriet Dodd Director People & Culture. PURPOSE OF THIS PRESENTATION. To explain where we have got to in this work in progress

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Talent Management & Succession Planning

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  1. Talent Management & Succession Planning It’s part of the Business Harriet Dodd Director People & Culture

  2. PURPOSE OF THIS PRESENTATION • To explain where we have got to in this work in progress • To pose some questions that continue to bother me with a view to engaging you in debate here and beyond

  3. Effective programmes changing the lives of targeted children Right staff, right place, right cost now and for futures. (implying that Demand, Supply and Workplace are right to make best use of resources for quality Plan work) Analysis identifies key drivers of child poverty and op/threats to changing them Org functions Overstaffing; poor motivation; behaviours not aligned with values; wrong skills, gaps etc.

  4. Reach as many children as possible, particularly those who are excluded or marginalized with high quality programmes that deliver long lasting benefits to children T E A M I N C O M E P A R T N E R S H I P BRAND/IDENTITY CONSISTENT WITH VALUES

  5. TEAM CEO & EXEC $ 4 REG DIRS & MANAGEMENT & KEY PROG AREA DIRECTORS 50 COUNTRY DIRECTORS & COUNTRY MANAGEMENT TEAMS PROG UNIT MANAGERS AND COUNTRY TECHNICAL

  6. Talent Management & Succession: What will success look like? • Preparing for growth/change • Innovation – staying effective and competitive • Global workforce • International reach • People Diversity • Business aspirations served medium to long term with placement of good internal talent • Fair and non-tribal process • Efficient system/process functioning within business delivery rhythms • Whole workforce impact: Multi-system improvement and inter-linkage

  7. Key factors influencing successful process roll out 1. Change Management Approach: Consult – Design – Consult – Launch – Reflect – etc. with those who will implement 2. Research and understand the specific needs of Plan’s business • Time: Pace but no hurry • Stakeholders: Different interests, different views • Interface with other systems: Workforce Planning, Job Descriptions, performance management, structures and teams etc.

  8. Consultation • Business model has shifted and changed what we need • Some core skills are missing • Management of another process in already stretched workloads– another initiative • Keep the process simple, flexible and linked with our day job • It’s got to demonstrate that it’s good for business

  9. Process Attributes • Simple • Flexible • Integrated • Training • Bite-sized pieces for busy managers

  10. Talent Management Succession Planning ID critical roles & individuals ID Current and potential talent Managers review and update medium and long term succession plans Forums meet and teams of managers discuss Action taken to support talent Action taken to ID succession needs Posts filled and Reporting Annually Half yearly Talent Management Flow Chart

  11. DEFINE CRITICAL ROLES AND BEHAVIOURS PERFORMANCE APPRAISAL CAREER CONVERSATIONS Central FORUMS PERFORMANCE APPRAISAL CAREER CONVERSATIONS PERFORMANCE APPRAISAL CAREER CONVERSATIONS

  12. Questions and thoughts • How practical is this approach? • How strategic is this approach? • What unintended impact might is have?

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