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Question
“Retaining talent, inculcating sense of loyalty for maintaining efficiency in terms of profit generation, managing survival and growth, are some of the most difficult challenges before a professional manager in evergrowing competitive business environment”.  
Elaborate this statement, explain underlying concepts with examples from the organization you have worked for or familiar with. Briefly describe the situation and the organization, you are referring to.

Answer
  
1.“Retaining talent, inculcating sense of loyalty for maintaining efficiency in terms of profit generation, managing survival and growth, are some of the most difficult challenges before a professional manager in evergrowing competitive business environment”.  
Elaborate this statement, explain underlying concepts with examples from the organization you have worked for or familiar with. Briefly describe the situation and the organization, you are referring to.


MOST COMPANIES  USE A  VARIETY  OF  COMBINATION  OFFERS,
IN THEIR  PACKAGE.

THIS  IS  A  MUST  FOR  ANY  ORGANIZATION.
-pay for  performance
-incentives
-bonus payments
-recognition  awards
-promotions
-job  enrichments
-further  training
-eduction courses  attendance
-special  coaching.

SOME  OFFER  
-an  initial  entry  payment.

SOME  OTHERS  OFFER
-YEAR  BY  YEAR  LOYALTY  PAYMENT.
ETC

BUT  REMEMBER, THIS  ALONE  IS  NOT  SUFFICIENT.

''PAYPACKET ALONE CANNOT ATTRACT & RETAIN COMPETENT EMPLOYEES ''
THIS  IS   A  VERY   TRUE  STATEMENT  IN  THE  CORPORATE  WORLD.
WHAT  DOES  THE   ''REAL  TALENT''   SEEK  FROM  THE  JOB ?
-CHALLENGES.
-EMPOWERMENT
-SUITABLE  LEADERSHIP
-RESPECT
-ACCOUNTABILITY
-REWARDS
-RECOGNITION
ETC
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WHAT DO  THE  TALENTS   THINK  OF   THEIR  JOB?

1.WHAT  IS  EXPECTED  OF  ME?
1.A satisfied employee knows clearly what is expected from him every day at work. Changing expectations keep people on edge and create unhealthy stress. They rob the employee of internal security and make the employee feel unsuccessful. I’m not advocating unchanging jobs just the need for a specific framework within which people clearly know what is expected from them.
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2.DO  I   HAVE  THE  RIGHT  LEADERSHIP ?
•   2.The quality of the supervision an employee receives is critical to employee retention. People leave managers and supervisors more often than they leave companies or jobs. It is not enough that the supervisor is well-liked or a nice person, starting with clear expectations of the employee, the supervisor has a critical role to play in retention. Anything the supervisor does to make an employee feel unvalued will contribute to turnover. Frequent employee complaints center on these areas.

--lack of clarity about expectations,
--lack of clarity about earning potential,
--lack of feedback about performance,
--failure to hold scheduled meetings, and
--failure to provide a framework within which the employee perceives he can succeed.
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  3.CAN   I   EXPRESS   FREELY  MY  THOUGHTS?
•   3.The ability of the employee to speak his or her mind freely within the organization is another key factor in employee retention. Does your organization solicit ideas and provide an environment in which people are comfortable providing feedback? If so, employees offer ideas, feel free to criticize and commit to continuous improvement. If not, they bite their tongues or find themselves constantly "in trouble" - until they leave.
  -------------------------------------------------------
  4.WILL  THEY  USE  EFFECTIVELY MY  KNOWLEDGE/SKILLS.
•   4.Talent and skill utilization is another environmental factor your key employees seek in your workplace. A motivated employee wants to contribute to work areas outside of his specific job description. How many people could contribute far more than they currently do? You just need to know their skills, talent and experience, and take the time to tap into it. As an example, in a small company, a manager pursued a new marketing plan and logo with the help of external consultants. An internal sales rep, with seven years of ad agency and logo development experience, repeatedly offered to help. His offer was ignored and he cited this as one reason why he quit his job. In fact, the recognition that the company didn't want to take advantage of his knowledge and capabilities helped precipitate his job search.
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  5.WILL  I   GET  THE  ''FAIR"  MERIT  BASED  TREATMENT?
•   5. The perception of fairness and equitable treatment is important in employee retention. In one company, a new sales rep was given the most potentially successful, commission-producing accounts. Current staff viewed these decisions as taking food off their tables. You can bet a number of them are looking for their next opportunity.
  ------------------------------------------------------------
•   6.WHAT  SORT OF  SUPPORT WILL I   GET  FOR  MY  CAREER  PATHING?

6. The easiest to solve, and the ones most affecting employee retention, are tools, time and training. The employee must have the tools, time and training necessary to do their job well – or they will move to an employer who provides them.
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  7.WHAT  SORT OF  MEANS  AVAILABLE FOR  MY  GROWTH  /DEVELOPMENT?
•   7.Your best employees, those employees you want to retain, seek frequent opportunities to learn and grow in their careers, knowledge and skill. Without the opportunity to try new opportunities, sit on challenging committees, attend seminars and read and discuss books, they feel they will stagnate. A career-oriented, valued employee must experience growth opportunities within your organization.
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  8.WHAT  RECOGNITION  WILL I  GET ?
•   8.The employee never felt senior managers knew he existed. By senior managers I refer to the president of a small company or a department or division head in a larger company. Take time to meet with new employees to learn about their talents, abilities and skills. Meet with each employee periodically. You'll have more useful information and keep your fingers on the pulse of your organization. It's a critical tool to help employees feel welcomed, acknowledged and loyal.
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  9.IS   THERE   A   SITUATION  FOR DISPLACEMENT  OF MY CAREER?
•   9.No matter the circumstances, never, never, ever threaten an employee's job or income. Even if you know layoffs loom if you fail to meet production or sales goals, it is a mistake to foreshadow this information with employees. It makes them nervous; no matter how you phrase the information; no matter how you explain the information, even if you're absolutely correct, your best staff members will update their resumes. I'm not advocating keeping solid information away from people, however, think before you say anything that makes people feel they need to search for another job.
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  10.FINALLY,   WHAT  WILL  BE  MY  REWARDS/RECOGNITION?
10. This  is so key and critical to retention success. Your staff members must feel rewarded, recognized and appreciated. Frequently saying thank you goes a long way. Monetary rewards, bonuses and gifts make the thank you even more appreciated. Understandable raises, tied to accomplishments and achievement, help retain staff. Commissions and bonuses that are easily calculated on a daily basis, and easily understood, raise motivation and help retain staff.
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AT  THE  RECRUITMENT/SELECTION LEVEL
Select the right people in the first place through behavior-based testing and competency screening. The right person, in the right seat, on the right bus is the starting point. Offer an attractive, competitive, benefits package with components such as life insurance, disability insurance and flexible hours. Provide opportunities for people to share their knowledge via training sessions, presentations, mentoring others and team assignments. Demonstrate respect for employees at all times

•   Offer  market  oriented /better  compensation   benefits.
•   Offer  potential  career  development  opportunities.
•   Offer  job enrichment - job  enlargement - job  rotation  opportunities  for  new  experience.
•   Provide tuition reimbursement.
•    Offer competitive vacation and holiday benefits.
•   Listen to them deeply; use their ideas; never ridicule or shame them.
•   Offer performance feedback and praise good efforts and results.
•   People want to enjoy their work. Make work fun. Engage and employ the special talents of each individual.
•   Enable employees to balance work and life. Allow flexible starting times, core business hours and flexible ending times. (Yes, his son's soccer game is important.)
•   Involve employees in decisions that affect their jobs and the overall direction of the company whenever possible.
•   Recognize excellent performance, and especially, link pay to performance.
•   Base the upside of bonus potential on the success of both the employee and the company and make it limitless within company parameters. (As an example, pay ten percent of corporate profits to employees.)
•   Recognize and celebrate success. Mark their passage as important goals are achieved.
•   Staff adequately so overtime is minimized for those who don't want it and people don't wear themselves out.
•   Nurture and celebrate  ORGANIZATIONAL   TRADITIONS.. Have a costume party every Halloween. Run a food collection drive every November. Pick a monthly charity to help. Have an annual company dinner at a fancy hotel.
•   Provide opportunities within the company for cross-training and career progression. People like to know that they have room for career movement.
•   Provide the opportunity for career and personal growth through training and education, challengine assignments and more.
•   Communicate goals, roles and responsibilities so people know what is expected and feel like part of the in-crowd.
•   According to research by the Gallup organization, encourage employees to have good, even best, friends, at work.
Now that you have the list, why not work to make your organization one of the few, the best, that truly honor and appreciate employees. If you treat your employees wonderfully, you will never lose them.
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THE   IMPORTANT  FACTORS  FOR  TALENTS  ARE
the most important are: respect, empowerment and flexibility.

the tangible things - the things that we can all do that affect all of us, such as encouragement, leadership, environment, compensation, challenges, recognition, influences and fun.
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HOW  DO  WE  MOTIVATE  THE  ''TALENTS''  AND  RETAIN.

But let's go into tangibles.

1.Money.
As I said, this may be the first thing you might think of as a motivator but really it’s not. There are really many other more important reasons that people are motivated, but we still need to address this one. Salary is important to creative people. They want to feel as though they are getting fair money, that there is value created by the work they are doing for the company that they are working for. It’s the first layer or the foundation of anyone’s relationship with a client or employee. But, at some point, there has to be a limit on how much you can pay. So how else can you give employees compensation? You can talk about benefits.
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2.Stature.
There are opportunities for people within your organization to grow, and to benefit from that growth within your company. They're adding value so you may want to give them opportunities over time to earn or be invited to be partners or associates within the company. Titles are not necessarily motivating in themselves. They have to be meaningful, obviously. But that certainly is a way for someone to feel better compensated. Most of us aren’t party to any of the stuff that is available within larger institutions such as shares and employee options so we have to do it our way. As I said, there should be opportunities for growth - knowing when someone comes in, there is potentially a place that they can move to.
-that to know that there is a way for your employees to learn and grow within the organization can be incredibly motivating.
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3.Environment.
The environment we work in is incredibly important. We do a fair amount of work for interior designers and people in the furniture world. And the importance of the work environment, because of people our age, and people like us who are creative, has really changed immensely in the last little while. First of all is the location. The spaces are interesting. It is proven that people like relatively raw spaces. They like tall ceilings. They like good light. We prefer spaces where we have our individual space on the outside of our office, communal space on the inside. We tend to like bright colors.
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4.Resources.
Do you have the resources by which to accomplish what you want, in your office? You still have to send your colour out and wait for that to come back? What is the level of your computer equipment? Do you have other kinds of equipment that maybe pull you away from your computer? Do you have digital cameras for people to fool around what? Do you have other things that would help people to experiment? We had a co-op student come and spend some time with us this summer. The same student worked with three different studios this summer, and the feedback we got back from the student was that the experience with us was very enjoyable and a lot of it had to do with the environment. One of the things that people respond to is a clean, orderly office. You can find your work. You know where stuff goes. It's not chaos.
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5.Challenges.
Challenges are the number one reason that creative people get excited and motivated. Challenges can be about things you set for yourself or your outside extreme forces set for you. Interesting work is one of the most important factors. Are there opportunities for learning? Is there an opportunity for someone who is particularly interested in something to do that kind of work in our office? I think if the work is interesting, it’s really worth taking on and you can make the evaluations about money secondarily.
Deadlines are important to think about. Challenges of getting work done on time. Obviously we didn't want to not say it, but that is a very self-evident motivator.
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6.Company and personal goals.
Through discussions with the people who work with you, you can identify what is going to make them stay with you. Remember it is much easier to keep people than to continue to hire new people. Try to engage them. Find out what their interests are. You have to try to delve into them.  Find the things that get people excited and interested and try to cultivate those things. Say no to crap! You want people to be happy with the work they are doing and sometimes you just have to say no, this is not, on any level, work that is worth having are doing.
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7.Recognition.
We all love to be recognized for what we do. We like to be recognized by our peer groups. It's my task within our company to make sure that we enter different award shows. It's amazing the number that are out there and they're expensive. Find the ones that are meaningful to you. Not only is it important to you as a company that your work is out there and to let people see it. It is important for the people who work for you that their work is out there representing you and that they get credit for it.
You want your work to make a difference, and you want to hear about the results. You want to know that you spent all this time and effort. Knowing that it has an impact.
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8.Meritocracy.

-Being  recognized  for  merit  performance.
When you do things well, and you prove that you fit in and you belong and you’re passionate. What better way to recognize you than by advancing you or giving you more responsibility?

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9.Credit.

We strongly believe that when you submit work, when our work is out there, when we are showing our work to a client, that A) we're recognized as a company, but B) the individuals who have worked on it get recognized.  It's important to put the people forward who did the work.
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10.Leadership.
This is a really important one. It is lead by example. One of the main factors that people cited ,  was that the standards and values of the people in charge are very important. And they want to know what you stand for as a company and individually. So when someone asks you to do certain kinds of work for instance, that maybe you don't want to do or you just don't feel is ethical, they are willing to say no, and not take on every job.
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11.Ethics.
as  mentioned, are important. The  code of ethics is important to our work.
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12.Mentoring.
I think there is a responsibility on the part of the people who are trying to motivate people to share your knowledge, share your time. That can be both internal and external.  I think that you have to be able to listen to people and work with them no matter what level they’re at or what stage they’re at in their careers.

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13.Support.
It is really important to be able to show that you are working with you that you are one hundred percent behind their work, that is a great motivator.
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14.Encouragement.
It's pretty self-explanatory. In giving feedback to somebody, and this is a learned art, it is very easy to cite something when it is a problem. But how do you help someone fix that problem. You have to be positive. You have to position things in a positive light.
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15.Influences.
This is pretty obvious. All of us have sponges for brains where all kinds of outside forces and media can influence your work and should influence your work.
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16.Flexibility.
This is one of the things that might be slightly intangible. This are, as we said, important to recognize.

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17.Adaptability  to your role.
Find out what you can be, and make a job yours.

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18.Empowerment.
The term self-actualization  is   well  known. Give people that power to be their best, to do what they want to do. Make sure that their input is valued. When they come to present their work to you, or to a group, give them time to explain it, to show it. That process for a lot of people will take a little bit of time. Some people are shy about it; other people dominate. But people need to defend what it is they’re doing. I think that it’s important that people feel that they can contribute that way and that it's not just our direction. We all need our autonomy.

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19.Respect.
For us probably the most important thing. It is the major motivator to a lot of people. Giving people the freedom to do what they do. Trust that they are going to be able to do the job and people will support the work that you do. As an employer, trusting that they are going to get the job done and trusting that they know what they're doing is critical. Give them feedback. Spend the time to give them feedback and bring them along. Understand them. Show them empathy. These individuals are really what make up this creative group. So share your time. I think that feedback also means, listen to their feedback. Listen to how they're reacting to what's going on. You have to respect their opinion.
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Guidelines for Retaining  TALENTED Employees

Develop a process to identify key individuals and positions needed in the
transition and in the new organization.

Focus on retaining the true "value creators" in the organization, not just top
management players.

Determine how long you need to keep various people on the basis of
business needs, and offer them stay bonuses as appropriate.

Assess employees against key competencies required for key positions. Use
these to objectively assess talents you will retain to meet important business
needs.

Remember when you dictate objectives, people show less commitment, but
when the process is collaborative, there is visibly more commitment. Involve
key talent in a "retention task force" where they can have input into
workforce planning and participate in discussions to help determine what it
will take to keep key talent in the new organization.

Determine which individuals will need to be relocated, if any, as early as
possible in the transition process.

Tell people what you know as quickly as you know it, and tell them what you
do not know.

Try to minimize the time that employees must endure a period of uncertainty
about whether they will be staying or leaving.

Consider developing a retention bonus plan for those considered absolutely
critical to the organization's success during and after the transition.

Understand up front that retention bonuses can have unintended
consequences and limited success. Those who get stay bonuses may be
seen as "the anointed ones" by those who don't receive such bonuses. Be
prepared to risk losing these people. Those who receive the bonuses will also
have a date by which they can voluntarily leave the organization and still
receive a bonus.

Approach all those you want to retain one on one and let them know they are
important to the organization's success. The simple phrase "I need your help"
has a kind of magic in it. "Re recruit" these people by letting them know what
is in it for them if they choose to stay on.

Try to retain all star performers and high performers even though their jobs
may have been eliminated in the reorganization. This is the same principle by
which professional sports teams draft "the best available athlete." However,
be mindful of the fact that if YOU cannot find a challenge that fits their talent,
you will not be able to keep them.
====================================================
SOME  Retention Practices .


Be a company people want to work for- BRANDING  THE  COMPANY.

1. Adopt a "give and get back' philosophy.

2. Measure what counts and pay for it.

3. inspire commitment to a clear vision and definite objectives.

Select the right people in the first place.

4. Understand why some leave and why others stay.

5. Redesign the job itself to
make it more rewarding.

6. Define the results you expect and the talent you need.

7. Ask the questions that require proof of talent.

8. Use multiple interviewers and
reference checking.

9. Give a realistic job preview.

10. Reward employee referrals of successful new hires.

11. Hire and promote managers who have the talent to manage people.

12, Hire from  within when possible.

13. Creatively expand your talent pool.

Get them off to a great start.

14. Give new hires the "red carpet treatment."

15. Communicate how their work is  vital to the organization's success.

16. Get commitment to a Performance agreement.

17, Challenge early and often.

18. Train  for autonomy and initiative.

Coach and reward to Sustain commitment.

19. Proactively manage the Performance agreement.

20. Recognize results.

21. Train managers in career coaching and expect them to do it.  

22, Give employees the  tools to take charge of their careers.  

23. Know when to keep and when to let go.

24, Have more fun!

THE  PAY  FOR  PERFORMANCE  COMES  IN  THE   SHAPE
OF
-base pay increase
-merit  increase
-bonus  for performance
-management  scope  performance  awards.

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THE  ORGANIZATION, I   AM  REFERRING  TO

The  organization, I am  familiar  with  is  a
-a  large  manufacturer/ marketer of  safety products
-the products  are  used  as  [personal  protection safety] [ industrial  safety]
-the products  are  distributed through  the distributors as well as  sold directly
-the  products  are  sold  to various  industries like  mining/fireservices/defence/
as  well  as  to  various  manufacturing  companies.
-the  company employs  about  235  people.
-the  company  has  the following  functional   departments
*marketing
*manufacturing
*sales
*finance/ administration
*human resource
*customer  service
*distribution
*warehousing/  transportation
*TQM  
===============================================


THIS ORGANIZATION  EXISTS IN  A  VERY  COMPETITIVE  FIELD. PROFIT  MAKING  IS  THE  PRIME  MOTIVE  OF  THE  BOARD.
HENCE  KEEPING  THE  RIGHT  PEOPLE  IN  THE  RIGHT  JOB  AND  MANAGING  TO  KEEP  THE  TALENT  IS  A MAJOR  TASK  OF  THE CEO / MANAGEMENT.

HERE  IS   THE  APPROACH

TALENT   MANAGEMENT  /  SUCCESSION PLANNING/  CAREER  PLANNING
is  an  integrated  development  processs.

Succession planning requires more of a commitment to a longer-term, strategic view of how to meet talent needs than short-term, and sometimes panic-driven, efforts to fill vacancies as they occur. It can be established and operated using ten key steps that have been field-tested in many organizations, industries, and economic sectors.

Step One: A first step for any systematic succession effort is to clarify the senior leaders’ expectations and preferences for a succession program.  A fundamental mistake, and a formula for disaster, is to dump the responsibility for the succession effort on the Human Resources department.
While the Human Resources function or other parts of the organization must participate, the leadership responsibility for succession planning rests with the CEO. If he or she does not favor systematic succession planning, it cannot be successful.

FORM   A  COMMITTEE  OF   3/4  PEOPLE
*CEO  [ CHAIRMAN]
*FINANCE  MANAGER
*SENIOR  MANAGER
*HR  MANAGER  [ SECRETARY   COORDINATOR]
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Step Two: A second step is to establish competency models by talent pool considering the positions that will be fed by that pool. A competency model is a narrative description of the knowledge, skills, attitudes, and other abilities that lead to exemplary performance. Competency models provide blueprints of the talent to build at present and in the future. In short, a competency model describes "what should be" for such hierarchical levels as executives, managers, supervisors, salespersons, technical professionals, or other groups. Alternatively, competency models may be created for specific departments. A recent innovation in some corporations has been to articulate the organization's ethics, values and code of conduct and then rate individuals against that as well as against competencies. Ethics, values and codes of conduct provide a basis by which to assess individuals against a dimension that goes beyond what it takes to get good results on the job
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Step Three: A third step is to conduct individualized multi-rater, full-circle assessment. (This is sometimes called 360-degree assessment.) The idea is to assess individuals against the competencies required for success in an organization. The results of a multi-rater, full-circle assessment usually indicate gaps between what competencies an individual currently possesses and what he or she should possess to be successful.
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Step Four: A fourth step is to establish (or reengineer) an organizational performance management system. One fact of life is that individuals are seldom eligible for promotion, advancement, or other developmental opportunities if they are not performing successfully in their current jobs. Individuals must thus be measured, as objectively as possible, against the performance expectations for their current level of responsibility.
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Step Five: A fifth step is to assess individual potential for success at higher levels of responsibility. Unlike past or present-oriented performance management, potential assessment focuses on the future. Some means must exist to examine the talent available for future possibilities--and advancement. Regular potential assessment provides the means to do just that.
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TO  plan  and  develop  a  succession /TALENT/ CAREER  plan, to  answer  
-most  of  the  above  questions
FOR  which  you  need  data   supplied  by
-COMPETENCY  MAPPING
-PERFORMANCE  APPRAISALS
-POTENTIAL  ASSESSMENTS.

Data  Input  Table
Critical Role Selection
Organisation Hierarchy
Competency Data by role/position
Manager Ratings
Employee Aspirations
Employee Readiness
Employee History
Performance Rating
HR Rating (High Potential and Others)



Step Six: A sixth step is to establish a means of regular, ongoing individual development planning. Once it is clear what present and future gaps exist for individuals as a result of performance assessment and potential assessment, some means should be established to help them prepare for the future by narrowing those gaps. To that end, individual workers--and their immediate supervisors--devise a plan to help individuals develop themselves and thereby prepare for possible future promotions.
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Step Seven: A seventh step is to implement individual development plans (IDPs). There are various ways by which to do that. One way is to establish in-house leadership and management development programs. A second way is to develop competency menus, in print or online, that provide specific developmental suggestions for individuals. Examples of developmental suggestions might include books to read, classroom courses to attend, online courses in which to participate, on-the-job assignments to seek out, and action learning projects that bring together groups of people to solve practical business problems while simultaneously permitting the means by which to build competence in new areas.
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Step Eight: An eighth step is to establish a talent inventory. Increasingly, decision-makers must be able to find the organization’s talent on short notice. To that end, they must have information about the pools of talent that the organization is developing and has readily on tap so that teams can be marshaled on short notice to fight fires, seize opportunities, outdraw competitors, and fill vacancies.
As part of this step, it may also be useful to create depth and development charts to show how many people fall into different categories. Different HR strategies may be needed to manage individuals in different talent grids.

Step Nine: A ninth step is to establish accountability for the systematic succession planning effort. Individuals--and their bosses--must be held accountable, for cultivating their talents over time and closing developmental gaps. Otherwise, individual development plans will not be realized. Often, financial incentives for talent development can help. For instance, individuals can be given bonuses if they achieve their developmental objectives, and supervisors can be given bonuses if their workers achieve their developmental objectives. Alternatively, periodic meetings may be held in which individuals must report on how well they are implementing their individual development plans, and senior executives may report to the CEO or the Board on how well their employees have been progressing toward realizing their individual development plans.
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Step Ten: A tenth and final step is to evaluate the results of the systematic succession planning effort. Often, the time-to-fill metric is a key measure of success. How long does it take to fill positions with qualified applicants? While not directly a financial measure, the time to fill does translate into financial terms. Productivity is lost, and so are opportunities, when vacancies exist in today’s right sized corporate settings.
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Data Outputs Table
Critical Role List
Role List without nominated successors
Nominated Successors Short List (Based on weighted data which is customized)
Full Succession Plan
High Potential Report
Readiness Report
Drill down to individual Development Plans – ensure development is appropriate for the individual
Management development plans/career counseling/mentoring/
management training/ education.
The system provides you with instant answers across your entire Talent Pool. Succession Planning is now available not just for the executive team but for your entire Talent Pool.
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IN  SUMMARY,  FOR
SUCCESSION  PLANNING/ TALENT MANAGEMENT/CAREER  PLANNING
focus on a particular step in the following planning process.
Develop a communication strategy
Identify expected vacancies
Determine critical positions
Identify current and future competencies for positions
Develop a recruitment strategy
Create assessment and selection tools
Supplement HR functions to include active recruiting and staffing
Identify gaps in current employee and candidate competency levels
Develop Individual Development Plans for employees
Develop and implement coaching and mentoring programs
Assist with leadership transition and development
Develop an evaluation plan for succession management
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Human Resources

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Leo Lingham

Expertise

human resource management, human resource planning, strategic planning in resource, management development, training, business coaching, management training, coaching, counseling, recruitment, selection, performance management.

Experience

18 years of managerial working exercise which covers business planning , strategic planning, marketing, sales management,
management service, organization development

PLUS

24 years of management consulting which includes business planning, corporate planning, strategic planning, business development, product management, human resource management/ development,training,
business coaching, etc

Organizations
Principal---BESTBUSICON Pty Ltd

Education/Credentials
MASTERS IN SCIENCE

MASTERS IN BUSINESS ADMINSTRATION

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