Workshop on Advanced Career Development and Succession Planning

Program Overview:

This course uses the concepts of performance and competence and their values to determine career development and success planning opportunities. Numerous organizations have approached career development and succession planning from a qualitative perspective and have been less successful.    This course does exactly the opposite: it will show participants how to plot employees on a matrix that uses performance and competence as X and Y axes and then extract from the scatter mix pools of employees such as super keepers, talent pools, HiPos and others.

For Whom:

The intensive workshop is aimed at professionals in HR with significant knowledge of competencies and KPIs who wish to apply this knowledge in the fields of talent management, assessment of potential, career development and succession planning. Junior officers or those with less than 7 years of experience in HR will find this workshop tough to handle.

Learning Objectives:

At the end of the programme, participants will be able to:

• determine the tangible ingredients of human potentials and use these ingredients to mathematically calculate human potentials;
• conduct a mathematical gap analysis and use it to determine logical career progression or succession plans for any position in the organization; and
• create a human potential matrix and use it to plot employees in various performance and talent zones.

Course Outline:

Day 1: Understanding the Human Potentials

• The ingredients of Human Potential
• Performance Criteria
• Competencies, KPIs and Value Systems

Day 2: Calculating an employee’s competency score

• The use of KPIs to calculate an employee’s performance score
• The competency performance matrix
• The various quadrants in the matrix

Day 3: Evaluating and managing employee competency zones

• The super keeper zones
• The talent zones
• The mercenary zone
• The HiPo zone
• The dead wood zones

Day 4: The Use of Competency Job Profiles for Developing Careers Moves

• Competency job profiles
• Scoring a profile
• Using profile scores to determine vertical

and lateral career moves

• Using profiles scores to determine key successors

Day 5: Making the Business Case for Succession

Planning and Management

• Developing Internal Successors
• Starting the Systematic Succession Planning

and Management Program

• Refining the Program
• Assessing Present Work Requirements

and Individual Job Performance

• Assessing Future Work Requirements

and Individual Potential

• Closing the Development Gap

Training Methodology

Lectures, discussions, exercises, and case studies will be used to reinforce these teaching/learning methods.