Programme Overview
Introducing a smart career development programme to your organisation can fulfil a variety of functions – the most important of which is to improve the performance of the organisation, which is of course, a factor of individual performance. By implementing such a programme, you will encourage staff to make themselves more marketable in the long term. By assisting people to prepare for promotion or job rotation, you will be assisting them to increase their contribution to the organisation. And by investing in their development, you will help improve their motivation.
You must however, also consider how development activities are linked to business strategy, which will lead to the activities being supported by the top level management and accepted more by employees and line managers alike.
Succession planning takes career development one-step further. It is a strategy which allows an organisation to prepare personnel with the potential to take the next step – to move up to fill vacancies in key positions. Implementing a succession planning programme will help ensure that your company doesn’t suffer when planned or unplanned vacancies occur. By identifying appropriate people and developing their skills, you can protect
your organisation from the adverse impact of unexpected staff losses, and ensure a smooth hand-over for planned staff movements.
Programme Methodology
This programme will be highly interactive, with a mix of theory and practical sessions. You will have the opportunity to share your experience and learn from others through group discussions and develop your skills through a series of individual and group exercises.
Programme Objectives
Successful organisations are intent on creating opportunities for all employees ranging from career development in the early phases of employment and transitioning into succession planning at managerial and executive levels after having achieved the desired level of career development.
By Attending This Programme You Will:
• Explore why career development and succession planning are vital to your
organisation’s success
• Discover how to take a systematic approach to career development and succession
planning
• Learn how to integrate your career development and succession planning based on real
business needs and potential benefits
• Demonstrate the ROI on your career development and succession planning initiatives
• Become a key supporter of career development and succession planning initiatives in
your organisation
• Gain experience from discussions and practical exercises
• Learn how to evaluate options to ensure the effectiveness of your initiatives
Programme Timings
Registration will be at 08.00 on the first day with the programme beginning promptly at 08.30 each day. There will be two breaks for refreshments at appropriate intervals with lunch being served at 14.30 at the close of the day
| Day One – Sunday, 3 August 2008 |
Introduction
• Career development concepts, principles and theories
The Context For Career Development And Succession Planning In
The Middle East
The implications of social, cultural, economic and work trends
• Localisation
• Increased competition
• Leadership perspectives
• Skills formation
• An overview of the contribution of career development and succession planning
programmes to organisational effectiveness
| Day Two – Monday, 4 August 2008 |
The Framework
• Alignment to business plans
• Job groupings – job families – career clusters – job ladders
• Horizontal and vertical career paths
• The building blocks
• Competencies – behavioural and technical
Identifying Areas For Development
• Assessing the competencies of key staff
• Identifying high flyers - testing and assessment - measuring performance
• Developing people to fill key management and leadership positions in the future
• Closing the “development gap” when operating a succession planning programme
• Use of psychometric testing
• Development centres
• Personal development planning
• Performance reviews
| Day Three – Tuesday, 5 August 2008 |
The Development Plan
• What development activities can be used?
• Determining the correct mix of development activities
• Understanding learning styles
Options For Development
Using career resources and communication skills creatively to provide ethical and effective assistance in a variety of settings
• Action learning
• Training programmes
• On-the-job training
• Coaching and mentoring
• Self-study programmes
• Computer-aided training
• Special assignments
• Job rotation
• Secondment to other companies
• Shadowing
| Day Four – Wednesday, 6 August 2008 |
Why Do We Need Succession Planning?
• Key benefits to individuals and organisations
• Linking succession planning to business strategy
• Succession planning as a strategy to promote localisation
• How do career development and succession planning link together?
Structure Of Succession Planning
• Six steps to succession planning
• From strategy to implementation
• Organisational Gap Analysis
• Developing a skills/talent inventory
Identifying Targeted Positions
• Talent pools – how to identify them, use them and benefit from them
• How to identify which positions should be targeted for succession planning – linking
succession planning to organisational goals
• Mapping – linking career development to succession planning activities
| Day Five – Thursday, 7 August 2008 |
Who’s Responsible? How Much Of The Effort Should Be The Responsibility Of The Individual And How Much Belongs To The Organisation?
• The manager’s role versus the role of HR
Evaluating The Effectiveness Of The Development Activities
Monitoring And Evaluating Succession Planning And Associated Benefits
• The benefits of succession planning
• Measuring the Return On Investment
• Identifying and solving problems with various approaches to succession planning
• Motivational issues – what can go wrong, and how can we fix it?
• What is the role of HR in succession planning?
• Measuring performance