Thoughts onPerformance and

SuccessionPlanning

PowerPoint slides created by Dr Mario Dentonmarden@mweb.co.za

Important questions

Who will rise in the organisation? Where will the managers of the

future come from? What kind of people will they be? What will their values be? What kind of education and

training should be used?

Two career development myths

Perform well in your current job and the company will take care of your future

Development of subordinates is one of a manager’s prime responsibilities

You have an effective Succession Planning

system if: You can fill positions without delay

and without going outside You can fill positions with

confidence Your choices prove to be quite

successful Talented individuals don’t quit very

often

Management succession levels

80% from within Not longer than 5 to 7 years in key

position 1 ready-now back-ups for every key

position 2 pipeline (25 -35 years) for every

key position Development appraisal annually

Accomplishments

1. List your accomplishments 2. Reasons for success 3. Unusual difficulties you had to

overcome 4. Things that you have learned 5. What did you particularly like 6. Negatives 7. What results have not come up to your

expectations and the reasons for this

Individual competencies and performance should be plotted in a matrix to provide crucial unbiased inputs to organization planning and individual development decisions.

ORGANISATION PLANNING MATRIX

Not plotted, new injob or justpromoted

Targeted development to build high flyer

performance

3B

Plan multiple fastmoves, ensure

compensation issufficient

3A

Monitor closely,perform or moveout of this block

2C

Valuable to company,possible upwardmovement. Build

skills by managingown development

2B

High performingcandidates, plan

specific developmentactions

2A

Take immediateaction to move out of

this block

1C

Keep in place, butdon’t let them clog

the system

1B

Valuable to companyand personalized

interventions. Carefulto keep in specific

jobs

1A

3

2

1

Po

ten

tial

/Rea

din

ess

for

pro

mot

ion

C Low (1-3) B Medium (4-5) A High (6-7)

PERFORMANCE

NP

The 7 po in t sca le as per the perfo rm ance m anagem ent sys tem w ill se rve as basis fo r the perfo rm ance de fin ition

Levels of P erfo rm anceLevels of P erfo rm ance

LEVEL C

Perfo rm ance Level C 1, C 2 & C 3

LEVEL B

Perfo rm ance Level B 4 & B 5

LEVEL A

Perfo rm ance Level A6 & A7

Level C 1 : Unaccep table

O bv ious that perform ance is well belowrequired standards.

Level B 4 : Com peten t Level A 6 : High ly com m endable

A num ber of corrective attem pts and trainingm ade by m anagers to im prove perform ancewith no positive results.

R esults achiev ed exceed m ost of the agreedobjectives and standards.

D iscip linary action should be considered.

O n standard perform ance. H as achiev ed all agreed objectives and

standards of the job consistently . M eets expectations in all critica l perform ance

areas.Level C 2 : N eeds substan tial im provem ent Level A 7 : E xcep tio nal

Few areas of com petence in perform ance(productiv ity is below the m inim um requiredstandard as per contract).

R esults achiev ed far exceed all expectationsfor the job.

P erform ance im provem ent program andadditional tra ining required.

Level B 5 : Com m endable

R esults exceed som e of the agreed objectivesand standards.

Level C 3 : D eveloping

P artially m eets objectives and standards. S till developing in areas where perform ance

has not reached desired standards. D ev elopm ent and training p lans required.

potentia l/read iness has been defined in te rm s o f leve ls

Levels O f Potentia l/R eadiness For P rom otionLevels O f Potentia l/R eadiness For P rom otion

L E V E L 1 L E V E L 2 L E V E L 3

P o te n t ia l / re a d in e s s ra t in g :

1 . In d iv id u a l is a lre a d y in a p o s i t io n th a tis h ig h e r th a n h is o r h e rp o te n t ia l / re a d in e s s .

2 . In d iv id u a l h a s re a c h e d h is /h e ro p t im a l p o te n t ia l / re a d in e s s a n dw o u ld b e s t b e u t i l iz e d o n c u r re n th ie ra rc h ic a l le v e l .

P o te n t ia l / re a d in e s s ra t in g :

1 . In d iv id u a l h a s p o te n t ia l / re a d in e s s to b ep ro m o te d o n e m a n a g e m e n t o rs p e c ia l is t le v e l w i th in o n e y e a r o rlo n g e r .

2 . In d iv id u a l h a s h ig h p o te n t ia l / re a d in e s sa n d c a n b e p ro m o te d to h ig h e rs p e c ia l is t o r m a n a g e r ia l p o s i t io n w i th ino n e y e a r o r lo n g e r , b u t d e f in ited e v e lo p m e n t m u s t ta k e p la c e .

P o te n t ia l / re a d in e s s ra t in g :

1 . In d iv id u a l h a s h ig hp o te n t ia l / re a d in e s s a n d c a n b ep ro m o te d to h ig h e r s p e c ia l is t o rm a n a g e r ia l p o s i t io n w ith in 1 2m o n th s .

2 . In d iv id u a l is re a d y fo r im m e d ia tep ro m o tio n .

D E F IN IT IO N P O T E N T IA L /R E A D IN E S S F O R P R O M O T IO N

P o te n t ia l / re a d in e s s s u g g e s ts a la te n t a b i l i t y /c a p a b i l i ty to p e r fo rm e f fe c t iv e ly , a t le a s t o n th e n e x t h ig h e r o rg a n iz a t io n a l le v e l , in th e fu tu re .

3 K e y a re a s m u s t b e c o n s id e re d w h e n ju d g in g p o te n t ia l / re a d in e s s fo r p ro m o t io n to th e n e x t h ie ra rc h ic a l le v e l: c o g n it iv e th in k in g , te m p e r a m e n t a n d p r a c t ic a lity .

C o g n it iv e th in k in g is th e c a p a c i ty to s o lv e p ro b le m s , th in k c re a t iv e ly a n d s t ra te g ic a l ly , a n d to e x e rc is e ju d g e m e n t in m a k in g d e c is io n s . T h is im p l ie s h a v in g b u s in e s sin s ig h t , v is io n a n d b e in g c u s to m e r o r ie n ta te d .

T e m p e r a m e n t in c lu d e s th e d r iv e to a c h ie v e re s u lts , th e re s i l ie n c e to o v e rc o m e o b s ta c le s a n d th e e m p a th y to b e a b le to w o rk w ith a n d th ro u g h p e o p le .

P r a c t ic a l i ty is th e c a p a c i ty to p la n c o m p le x ta s k s a n d p ro je c ts a n d im p le m e n t th e m u s in g a v a i la b le re s o u rc e s . T h is a ls o im p l ie s in f lu e n c in g o th e rs a n d m a k in g im p a c t .