Implementing Succession Planning in TAFE

8/2/2019 Implementing Succession Planning in TAFE

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I mplement ing Succession

Planning St rategies in TAFE

Featuring:

Strategic Succession and Talent Management - Excerpts from the HR Report

edition of 30 April 2002 on the IQPCs conference on 22nd April 2002

and

Succession Planning for TAFE - Notes from a workshop conducted by Judy Kent,

Director Winning Spirit Pty. Ltd. at the Victorian TAFE Association Human

Resources Conference 2002

September 2002

Victorian TAFEAssociation

Reg. No. A37584B


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Contents:

1. Forewo rd _______________________________________________________________ 3

2. Strategic Succession and Talent Management - Excerpts from the HR Reportedition of 30 April 2002 o n the IQPCs conferen ce on 22nd April 2002__________ 4

3. Slides from the Succession Plann ing for TAFE workshop condu cted by Jud y Kent,Director Winning Spirit Pty. Ltd. - at the Victorian TAFE Association HumanResources Con feren ce 2002 ______________________________________________ 10

4. References and fur ther reading:___________________________________________ 22


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All articles in this section are reproduced courtesy of HR Report published by CPD News,Ph 02 9977 7320

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St rat egic Succession and Talent Management - Excerpts from the HRReport edit ion of 3 0 April 2002 on t he I QPCs conference on 22nd April

2002

Developm ent Dim ensions Inter nation al (DDI) on succession managem ent

Development Dimensions Internation al (DDI) is a global human resou rces and businessconsu lting firm. Its Chairman and CEO, Bill Byham said that the most imp ortan t factorby "ten times" in good succession management was the advocacy of top m anagemen t.But he said it had to be sold to them in a strategic way. "Youve got to give a payoff to topmanagement on how it will be a big win for them," he said.

Byham told HR Report that 50% of DDIs business came from comp anies board ofdirectors pushing for it. He said th e "trick" was to get top management to "own thesystem" and to review it twice a year. Accord ing to a DDI 2001 survey on reten tiontrend s, the top factor influencing retention was the relationship with ones leader or

manager, followed by op po rtunities for growth. DDI spo nsored IQPCs StrategicSuccession & Talent Management conference. DDI MD David Tessmann-Keys agreed thatthe differen ce between effective an d h ighly effective succession management programswas CEO commitmen t and the linkage to business strategy. According to Tessmann -Keysthere h as been a shift in the past 12 to 18 months to who do we invest our energy in?and how d o we work with no n-potentials to maintain th eir commitment?

Wait five year s to id en tify leade rs

"The research says you are bette r off waiting for somebod y to h ave been in th e comp anyfor about five years before you evaluate their potential," Byham said. "By this time youhave learned about leadership and developed how participative you will be," he said.

Byham argues strongly that p en and pap er p sychological tests dont cut it. "All thepsycho logical literature clearly says the more d ifferen t methodologies you u se to evaluateeach poten tial app licant, the clearer th e find ing," he said. It is also important to have "atleast three people making the judgements". He said DDIs succession managementacceleration cen tres have been modernised. "Now we get as much assessment in oneday as we used to get in th ree d ays," he said.

Acceleration : Who a nd ho w

DDI says to its clients, "If you were hit by a bus, who would be your back-up?" When youname the person you would say "ready now" or "ready in two years" and HR would pu tthat in a bo ok. But accord ing to Byham, many comp anies who have spen t time andmon ey implementing a succession management pro gram, "when the rubber met th eroad", had not even looked at the bo ok. Companies try to find peo ple and get themready for senior management, "but you are never going to find very many people that are100% ready", Byham said. The question is: "What kind of experience do you want th eperson to have?" "It might have been th e right back-up when the p erson filled ou t theform, bu t by the time the p erson d rop ped dead, the job h as changed ," he said.

The p roblem is not that compan ies don t have eno ugh hardworking, motivated peo ple,

the problem is that they havent had the "breadth of experience necessary to go up",accord ing to Byham. "Chance wont give it to them o r chance will play a trick on them ,"
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he said. Some bosses will hoard their good p eop le - they will promote them but n otmove them aro un d. "A good succession management program will fix that," he said.

He said com pan ies fail to u nd erstand what really changes behaviou r. He said targetedindividuals needed to be put on professional training and immediately be given anassignment somewhere to use what they got in th e training p rogram.

DDIs acceleration centre s can judge two things. The first is "po tential" accord ing toByham. The more common kind of assessment is achievement, "wherever you got it,whether you learned it or inherited it. We don t care where you got it." Success alsodepen ds on h ow well you take feed back, accord ing to Byham. He said participants insuccession managemen t programs "will get some pretty stiff feedback" and if they are thetype who cannot accept it, that will impact on their potential.

Interfacing succession m anagem en t with oth er tools

HRs role in Westpacs succession management program was in coaching man agers,facilitating session s and ensu ring the process was completed , Westpacs po rtfolio leade rexecutive development Helen Jackson told the - IQPCs Strategic Succession & TalentManagement conference.

Jackson said that a lot of managers were "ill-prepared" to go into feed back sessions withsuccession management program participants and needed coaching by HR professionals.

The two key areas of focus of its succession management p rogram were talentmanagement and development initiatives. Talent management meant identifying andgrowing leaders ou t of its 28,500 emp loyees in Australia and arou nd the world, anddevelop ing a "high p oten tial" strategy to "stretch" peop le.

Westpac provided a "safe to fail" rather than a "failsafe" environment for developmentalassignments. According to Jackson, "stretch" initiatives are likely to identify a businessproblem that requ ires cross-fun ction al attention using emerging talent. The developmentimperative is a "by-product", she said. The result is more successful if it is seen by thoseinvolved as a bu siness imperative.

As part of its executive resource review (ERR), Westpac chose to interface its successionmanagement pro gram with 360-degree feedback tools to assess performance andpo ten tial, give feedback, and identify ou tcomes and d evelop men t for h igh p oten tial staff.

The "inpu ts" of Westpacs succession managemen t p rogram were a "leadership comp ass",

performance and po tential assessment, p erformance and p otential map by managers,and its "leadership d ashboard".

The leadersh ip comp ass con sisted of assessing ind ividuals po tential in four areas:people (empathy, integrity, diversity), judgement (business acumen and strategicthinking), outcomes (decision-making and discipline) and drive (energy).

At ERR meetings the leadersh ip grou p d iscussed and debated data on each individu al.Participan ts were given 360-degree feedback on three ou t of fou r areas of potential,excluding outcomes. The leadership dashboard was used at ERR meetings as a summarypicture. Feedback was provided to all participants in the program.
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360-degree feed back

Westpac made 360-degree feedback mandatory for all leaders down to fourth (GM) levelbut the feedback was designed for development purposes only. However, Jackson said itwas also being used for evaluative purposes and companies needed to clarify how andfor what p urp oses it was to be u sed.

Jackson said an other challenge was to identify a persons readiness - the len gth ofdevelopment time they will need before they step into the role. To this end, Westpacdeveloped several talent definitions including: high potential, emerging talent, keyresource, and team talent.

Important lessons Westpac learned during the development of its successionmanagement program were:

The importance of a clear and consistent leadership profile.

The importance o f adequ ate tools and processes to iden tify poten tial.

The clarity and role of the 360-degree feedback too l.

Adequate succession plann ing for key roles, particularly below the GM level.

Gaining full benefits of time and resources expended.

Jackson said it was important to ensure that succession management decision s were n otmade externally to the p rocess and for those in charge of the p rocess to "do what theyhad decided on ".

Difficulties p rom oting wom en

Despite being comm itted to pro moting women into up per levels of managementWestpac has not foun d it easy going, Jackson said.

Jackson to ld the conference that despite women being regularly appro ached andtargeted to take part in succession management p rograms, it was often the case theywere not interested in the very high level positions. She told the conference she was at aloss to u nderstand why.

But succession management con sultancy DDIs chairman and CEO Bill Byham told HR

Report that it is only at particular stages in a womans career that she will not beinterested.

He said at certain stages women are n ot able to "fast-track" their careers because of familyor carer responsibilities, but at other times are ready and willing to go for the top jobs."Womens answer will very much d epend on the time they are approached," he said.

"In every coun try you ve got leading com pan ies that are do ing th ings well," he said. "Ireally do nt see Australia as any farther beh ind than anyone else, even America.
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Linking talent man ageme nt to your strategic plann ing

Succession management is key to Arno tts plans for growth because, with n o n ewprod uct line being developed , its commitmen t must be to its talent, Arnotts managerorganisational development Linda Howarth told the Apr il 22 conferen ce.

Arnotts/Campbells Soup is the biggest umbrella brand in Australia with a $580mbusiness. Arnotts sells 525 million packets of Sao biscuits per year and has its brand in97% of Australian homes.

Talent management h ad been happ ening at Arno tts for four years but had only beenworking "very well" for the last two or three years, Howarth said.

Arnotts had to look at which emp loyees it was losing and wh ether they were from theright pool, that is, not from the high potential pool. It developed organisational charts tosee if managers were bu ilding the right teams arou nd them.

But desp ite having a succession managemen t program in p lace, "the experience Ive hadis that peo ple do pu t it to on e side", Howarth said. She said there had to be a dedicatedteam for quarterly tracking because regular follow-up was "essential".

Howarth said th e future ro le of the companys leaders had to be about relationship andchange management because its competitive advantage was its brand and relationshipsand specific alliances with o ther comp anies.

Building organisational citizens

Mater Health Services (MHS) is concentrating o n bu ilding good organ isational citizens as

part of its succession management program because they are fully engaged and fullyaligned with the comp anys vision , mission , values, eth ics and goals, corp orate coach forMHS Dulise Maxwell told the April 22 conference. They are also proactively involved incontinuo us improvemen t, Maxwell said

MHS surveyed its staff on wh at engages them to be be tter o rganisation al citizens. Some8.4% said financial payoff, 8.5% said p articipation , 8.0% said influence, 8.5% saidcommun ity, and 9.1% said fairness.

Maxwell cited a Sears Roebuck study that said for every pe rcentage p oint increase inemp loyee satisfaction a company can get up to four times that in increased p rofit.

Organisation al citizenship also resu lts in less loss of productivity through absen teeismand fewer indu strial dispu tes, Maxwell said.

Enh anced role modelling results in increased synergy, listening, image, decreasedbullying and horizon tal violence (wh ich Maxwell said is a "hu ge issue" in the nu rsingindu stry) as well as a decrease in customer comp laints.

A good succession management pro gram means capabilities are matched to futu reneed s, replacements are in p lace so there are no produ ctivity gaps, sharedknowledgeable d ecision-making, red uced recruitment costs, and mainten ance ofcorporate h istory.

Personal outcomes of succession management are increased status, feeling valued, newchallenges, greater autonomy, greater involvement, greater influence and fair treatment.
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Aligning succession m anagem ent with comp any strategy

An Australian Federal Police 2001 staff survey fou nd that wh ile career op po rtun itiesun derp inned the attraction and development of key peo ple, three-quarters of staffwanted fur ther career developmen t, Heinz Workforce Research consultant to the AFPLou isa Vanderkruk told the conferen ce.

Vanderkruk said a Harvard study conducted in 1995 showed that motivation drivescorporate performance, reduces absenteeism and tu rnover, and drives up market value(Pfau & Kay). The survey also foun d that simply getting staff to fill in a survey andcommunicate the results to them could drive market value up by as much as 6.5%.

The AFP has over 3,000 employees. It is seen as "elite" to new recruits with a high level ofaccountability to govt. and the community. It needed to attract, retain and developqualified p eop le. "It is expensive to train an agent," Vanderkru k said.

Vanderkruk conducted a census-style survey of AFP staff in Sept 2001 and its results

showed that although staff demonstrated extremely high levels of interest, satisfactionand commitment, "there was stuff around career we had to address", she said.

The surveys culture investigation revealed five employee types of approximately equ alsize - "the neatest profiling weve ever d on e", Vanderkruk said. Four ou t of five group ssaid career development was "crucial". She said th e remaining group was apathetic,alienated and "un pleasant to have aroun d" and AFP no w had to decide if it wanted th atgroup to stay or go.

In Feb this year the AFP decided that career prosp ects needed to be bro adened,redefined and communicated to all staff. "Job vacancies needed to be transparent,"Vanderkruk said. "Promo tion need ed to be based o n performance, no t po litics."

The succession management program is employee-driven - candidates dont need to behandp icked o r nominated. "You r path is entirely at you r discretion," she said. It is openand IT-based because it already has the IT resources and career maps internally.

Centrelinks approach to succession management

Centre link was undergoing a "rapid journ ey of change" in embracing n ew technology,and its succession managemen t aim was to build in tellectual capital by recruiting andretaining the "right" staff, national manager peop le management Carmel McGregor toldthe Sydn ey con feren ce.

Centre link is a Federal govt. agency operating in a decen tralised an d com pe titivebusiness environ men t. It is a you ng organisation - five years old in July. It has 24,000emp loyees, 1,000 service delivery points, 26 call centres, 6.3 million customers and 3.4billion online transactions.

Althou gh McGregor said Centrelink had always encou raged employees to broaden theirexper ience it was not un til recen tly actively tracking it. HR services had to suppo rt andreinforce the succession management process, McGregor said. When Centrelinkcompiled age, leadership and separation pro files it fou nd that on e-quarter o f seniorexecs were aged 52-54 and could leave in the next two or three years.

Given that 80% of Centrelinks prospective re tirees took a "ph ased ap proach" toretirement by reducing their hou rs, it would h elp to m inimise the loss of corp orate
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exper tise if these p eop le remained "amen able" to working at Centrelink. It had to re taincontact with retired senior execs to get feedback on strategic issues, mentoring and theirservices on on e-off projects.

It encouraged employees to broaden their exper ience across business areas. It needed toensure curren t and futu re leaders have the appropriate skills, knowledge and values. Itneeded p eop le who were able to "shape strategic goals", show integrity andcommunicate with influen ce. Its succession management program "supp orts thereten tion of quality employees" - "the right peop le with the right skills in the right jobs".

IT talent b ank

Centre link develop ed th e IT talent bank where IT workers work in on e of fou r "virtualpools", with no-one attached permanently to any team and everyone con sidered "onassignment". This idea uses sup ply and demand , allows for flexible assignment andreduces redeployment costs, McGregor said.

Integrating succession management

Succession management is a con tinu ous process and for p remium o utcomes companiesneed to n ominate specific HR peo ple to spend some time each day on it, accord ing tovice president of HR at GE Australia & NZ, Samantha Sheppard. They must find out whatvacancies are available and which employees are available to fill them, Sheppard said.

She told the April 22 Sydn ey conference - IQPCs Strategic Succession & TalentManagemen t succession m anagement is no t a "on e-off" process but mu st be revisitedevery year.

She said a key challenge for many organisation s was addressing the issue o f globalmobility. "To be a successful leader you canno t have remained in on e business in onelocality," she said. Many senior leaders are now required to lead "remo tely" andSheppard said in such cases leaders need to ensure "you know your talent".

Good succession management is about defining what successful leadership is for yourbusiness. Whats good for GE might n ot be good for you , Shepp ard said. "Start simple".You might not n eed the robustness of a global cycle like GE. To get "top-down" support,HR has to translate everything into its business impact, Shep pard said.

If those iden tified in the course o f a succession management pro gram are found to h ave

"no significant investmen t" in GEs core values, the comp any will work to p ush them ou tof the company. Sheppard sees leaving those people in the company as "more of aperformance risk" than losing th em. "We have no p lace for peop le who will flout the GEvalues," she said.

The following website contains d etails of othe r Inte rnat ional Quality &

Productivity Centre (IQPC) conferences:

www.iqpc.com.au/cgi-bin/templates/0/home/aust.html
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Slides reproduced with permission of Winning Spirit P/L

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Succession Planning for TAFE A w ork shop conducted by Judy Kent ,Director W inning Spir it Pt y. Ltd. at t he Victor ian TAFE Association

Human Resources Conference 2002

Succession Planning forSuccession Planning for

TAFETAFE

Judy KentJudy Kent

Winning Spirit Pty LtdWinning Spirit Pty Ltd

References used in this presentation:

Charan R, Drotter S, & Noel J. The Leadership Pipeline: How to Build

the Leadership Powered Company. Josey - Bass, San Francisco, 2001

Sorcher M and Brant J. Are you Picking the Right Leaders: Harvard

Business Review, February 2002, Pages 78-85.

3 Questions3 Questions

!! What do you understandWhat do you understand

succession planning to be?succession planning to be?

!! What are you currently doing aboutWhat are you currently doing about

it in your organisation?it in your organisation?

!! What are your expectations forWhat are your expectations for

todays session?todays session?
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BenefitsBenefits

!! There arent enough leaders to goThere arent enough leaders to goaroundaround

!! Home grown leaders understand theHome grown leaders understand theculture and how to get around in anculture and how to get around in anorganisationorganisation

!! Successful organisations prosperSuccessful organisations prosperwith home-grown leaders (Built towith home-grown leaders (Built toLast)Last)

!! New horizontal leadership skills areNew horizontal leadership skills arenecessary to grow alliances andnecessary to grow alliances andpartnershipspartnerships

!! NewIT and globalisation skillsNewIT and globalisation skillsand experience are requiredand experience are required

ChallengesChallenges

!! Change happens too quicklyChange happens too quickly

!! Creates an elite groupCreates an elite group

!! Causes a halo effectCauses a halo effect

!! Need for new bloodNeed for new blood!! Not seen as a priorityNot seen as a priority

!! Seen asSeen as HRsHRs jobjob
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How do you do it?How do you do it?

!! Identify true work requirementsIdentify true work requirements

!! Identify peoples potentialIdentify peoples potential

!! Match individual potential withMatch individual potential with

a series of requirementsa series of requirements

Jack WelchJack Welch

!! From now on, choosing myFrom now on, choosing my

successor is the most importantsuccessor is the most important

decision I make. It occupies adecision I make. It occupies a

considerable amount of thoughtconsiderable amount of thought

almost daily.almost daily.

CEO GeneralCEO General

Electric, 1991Electric, 1991
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PotentialPotential

!! Future work potential is based onFuture work potential is based onaccumulated skills and experienceaccumulated skills and experienceas evidenced by past achievement,as evidenced by past achievement,ability to learn new skills andability to learn new skills andwillingness to tackle bigger, morewillingness to tackle bigger, morecomplex or higher qualitycomplex or higher qualityassignments.assignments.

!! CharanCharan,, DrotterDrotter & Noel, The& Noel, TheLeadership Pipeline,Leadership Pipeline, JosseyJossey-Bass,-Bass,SF, 2001SF, 2001

Critical Career Passages inCritical Career Passages in

a Large Business Operationa Large Business Operation

Manage self

Manage Others

Functional Manager

General Manager

CEO

Manage Manager

Business Manager

One

TwoThree

Four

Five

Six
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Each passage requires:Each passage requires:

!! Skill requirementsSkill requirements

- new capabilities required to- new capabilities required to

execute new responsibilitiesexecute new responsibilities

!! Time applications new timeTime applications new time

frames that govern how one worksframes that govern how one works

!! Work values what people believeWork values what people believe

is important and so becomes theis important and so becomes thefocus of their effortfocus of their effort

From Managing Self toFrom Managing Self to

Managing OthersManaging Others

!! Shift from doing work to gettingShift from doing work to getting

work done through otherswork done through others

!! Less time doing what youre goodLess time doing what youre good

at and more time coaching,at and more time coaching,

directing, & managing othersdirecting, & managing othersperformanceperformance

!! New values associated withNew values associated with

managing others, managing budgets,managing others, managing budgets,

managing directives from seniormanaging directives from senior

managementmanagement
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From Managing Others toFrom Managing Others to

Managing ManagersManaging Managers

!! Pure managerial tasks noPure managerial tasks no

individual or functional tasksindividual or functional tasks

!! Coaching skills essential for first-Coaching skills essential for first-

line managersline managers

!! Managing strategyManaging strategy

!! Value management expertise, notValue management expertise, not

technicaltechnical

From Functional ManagerFrom Functional Manager

to Business Managerto Business Manager

!! Manage different functionsManage different functions

!! Manage profitsManage profits

!! Value differences and encourageValue differences and encourage

others to integrateothers to integrate

!! Plan for the future balance shortPlan for the future balance short

and long-termand long-term

!! Manage upwardsManage upwards
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From Business Manager toFrom Business Manager to

Group ManagerGroup Manager

!! Evaluating strategy for capitalEvaluating strategy for capital

allocationallocation

(dividing the pie between more than(dividing the pie between more than

one business)one business)

"" Developing business managersDeveloping business managers

"" Managing a business portfolioManaging a business portfolio

"" Matching resources and capabilitiesMatching resources and capabilities

to the strategyto the strategy

From Group Manager toFrom Group Manager to

CEOCEO

!! More focused on values than skillsMore focused on values than skills

!! Long-term, visionary thinkersLong-term, visionary thinkers

!! Outward-lookingOutward-looking

!! Upward lookingUpward looking

!! Focus on three or four missionFocus on three or four missioncritical prioritiescritical priorities

!! Assemble and lead a team of highlyAssemble and lead a team of highlycompetent and skilled direct reportscompetent and skilled direct reports
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DiagnosisDiagnosis

!! Identify individualsIdentify individuals behavioursbehaviours andand

work production in context ofwork production in context of

organisationalorganisational goalsgoals

!! Discover the individuals impact onDiscover the individuals impact on

othersothers

!! Compare with PipelineCompare with Pipeline

!! Determine current level of operationDetermine current level of operation

!! Create a development plan which isCreate a development plan which isvalue-focusedvalue-focused

Multi-dimensionalMulti-dimensional

LeadershipLeadership

!! Operating results (revenues, costs,Operating results (revenues, costs,

profits)profits)

!! Customer results(acquisition,Customer results(acquisition,

retention, satisfaction)retention, satisfaction)

!! Leadership results (setting direction,Leadership results (setting direction,communicating, developing people,communicating, developing people,

managing change)managing change)

!! Relationships (internal, team,Relationships (internal, team,

external, business & government)external, business & government)
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Multi-dimensionalMulti-dimensionalleadership (contd)leadership (contd)

!! Social responsibility (community,Social responsibility (community,

government, environment)government, environment)

!! Individual technical competenceIndividual technical competence

DiagnosisDiagnosis

!! Identify organisational goals, e.g.Identify organisational goals, e.g.

!! To be largest TAFE in Australia (To be largest TAFE in Australia (nosnos

students/revenue)students/revenue)

!! To attract a proportion of foreignTo attract a proportion of foreign

students according to a 60:40 ratiostudents according to a 60:40 ratio!! To be known for specialities in theTo be known for specialities in the

following areas:following areas:

--

--
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Identify Leaders GoalsIdentify Leaders Goals

!! E.g. Department HeadE.g. Department Head

!! Satisfy my own studentsSatisfy my own students

!! Maintain currency in my subjectsMaintain currency in my subjects

!! Manage and develop staffManage and develop staff

!! Manage budgetsManage budgets

!! Develop business in theDevelop business in thedepartmentdepartment

Identify Leaders Multi-Identify Leaders Multi-

dimensional Competenciesdimensional Competencies

!! Operational ResultsOperational Results

!! Customer ResultsCustomer Results

!! Leadership ResultsLeadership Results

!! Relationship ResultsRelationship Results

!! Social ResponsibilitySocial Responsibility

!! Technical CompetenceTechnical Competence
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Australia PostAustralia Post

!! Evaluated top 2,000 for potentialEvaluated top 2,000 for potential

not past behavioursnot past behaviours

!! 3-day role plays A day in the life3-day role plays A day in the life

ofof

!! 70-80% predictive70-80% predictive

!! Identified leadership competenciesIdentified leadership competencies

((DrotterDrotter used by GE)used by GE)

OutcomesOutcomes

!! Identified 620 out of 2,000 forIdentified 620 out of 2,000 for

Talent PoolTalent Pool

!! People can go in an out of poolPeople can go in an out of pool

open processopen process

!! Challenge to keep them and get lineChallenge to keep them and get linemanagement buy-inmanagement buy-in
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Key LessonsKey Lessons

!! Customized to the organisationCustomized to the organisation

!! Driven by top management &Driven by top management &

guided by HRguided by HR

!! Focused on developmentFocused on development

opportunitiesopportunities

!! Aligned to future strategy andAligned to future strategy and

cultureculture!! Using objective multi-Using objective multi-raterrater

assessmentsassessments

!! Developing a leadership pool notDeveloping a leadership pool not

queuequeue

Succession Planning ModelSuccession Planning Model

DesignDesign

Identify required competenciesIdentify required competencies

!!Values based management & leadership competenciesValues based management & leadership competencies

!!Job and industry specific competenciesJob and industry specific competencies

Measure and DevelopMeasure and DevelopEvaluate all managers using multi-dimensionalEvaluate all managers using multi-dimensional

toolstools

Develop and coach all managers for future successDevelop and coach all managers for future success

SuccessionSuccession

Summarise succession readiness for each managerSummarise succession readiness for each manager

Plan for succession and continued developmentPlan for succession and continued development
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References and f urt her reading:

Charan R, Drotter S, & Noel J., (2001), The Lead ership Pipeline: How to Build theLeadership Pow ered Com pa ny. Josey - Bass, San Francisco, 2001

HR Report Issue 272, 30 th April 2002

Schofield, K., (2002) ,A new ba la nce: in vestin g in pu blic in fra structure t o sustainVictorias trainin g an d sk ills developm ent. Report to the Victorian Minister forEdu cation and Training. Janu ary 2002

Sorcher M and Brant J., (2002), Are you Pick in g the Right Leaders: Harvard BusinessReview, February 2002, Pages 78-85.

Victorian TAFE Association., (2001), TAFE Workforce: The Cont inuous Tran sition ,VTA Discussion Paper
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Documents

Implementing Succession Planning in TAFE