Objectives
By the end of the course, participants will be able to:
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Demonstrate understanding of the basics of career development and succession planning
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Distinguish succession planning and management from replacement planning, talent management and human capital management
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Compare traditional HR focus to career planning oriented HR focus
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Explain the role of employee and employer in career development
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Apply innovative corporate career development initiatives
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Evaluate and operate an effective succession planning program to close the developmental gaps in the organization
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Prepare individual development plans and manage career choices
Outlines:
Putting people first
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Putting people before numbers
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People’s wants from their organizations
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Organizations’ wants
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The war for talent
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Today's Top priorities in HR
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Disengagement and the downward performance spiral
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People based strategy
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HR activities: traditional focus versus career development focus
The basics of career management and succession planning and management
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Careers today: the importance of development
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Definition of career development
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The career development process and links with HR
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Essential elements in an integrated career development system
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Definition of succession planning
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Main aims and reasons for establishing a succession planning and management system
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Distinguishing succession planning from replacement planning
Organizational readiness for change
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Promoting a development culture
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Characteristics of a development culture
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Career development as a change agent
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Roles and responsibilities in a development culture
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Role of human resources
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Role of line managers
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Role of top management
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Role of developees
Identifying high potentials
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Key positions
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High potentials and high professionals
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Assessing individual potential
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Best practices to improve the management of high potentials
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Qualities of processes to spot, develop, and retain high potentials
Career development: tools and methodologies
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Competencies: the foundation for career development
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Competencies framework
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Coaching: an essential managerial function
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Mentoring: a must have system for career development
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Career counseling services
Developing internal successors
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Making the business case for succession planning and management
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Starting the systematic succession planning and management program
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Refining the program
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Assessing present work requirements and individual job performance
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Assessing future work requirements and individual potential
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Closing the development gap: the Individual Development Plan (IDP)
Designing the individual development plan
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