HR Supply

Ascertaining HR Supply
Presented byTasnuva Rahman

Eastern University
H
Skill Inventory:
An individualized personnel record held on each
employee except those currently in management
positions.
It contains information in the following areasPersonal information
Education, training and skill competencies
Work history
Performance appraisal
Career Information
Hobbies and interests
Management Inventory:
An individualized personnel record held on each
employee except those currently in management
positions.
It contains information in the following areasHistory of management jobs held
A record of management training courses and their
dates of completion
Key accountabilities for the current jobs
Assessment centre and appraisal data
Professional and industry association membership
Aspect of Succession
Planning/Replacement Chart
Succession Readiness Code:
1. The employees level of performance in the current job
2. The employees readiness for movement for promotion
Ripple or Chain Effect:
- The effect caused when one promotion or transfer in
the organization causes several other personnel
movement as a series of subordinates are promoted to
fill the sequential openings.
Succession Planning
Succession Planning is a systematic
process of identifying and ensuring the
availability of highly qualified people for
all the key business positions not only
in the present time, but at any point in
the future as well.
Succession/ Replacement Chart
WHY WE SHOULD DO SUCCESSION

PLANNING
To accelerate the development and improve the
retention of talented people.

To identify ongoing needs for replacement and design
appropriate training and employee development
programs.
To increase the pool of talented employees to fill key
positions.
To add value to the organizations strategic plan and
contribute to ongoing business strategies;.
To ensure individuals receive appropriate developmental
opportunities and are successful in their career goals.
Reasons for failure of

Succession planning
Fear of the successor

Perceived poor candidate pool
Lack of a long-term vision
Shortage of Time
TRADITIONAL SUCCESSION
PLANNING
Traditional
succession
planning
approaches is that they often rely solely
upon the opportunities for development
that exist within the walls of their
organization
External succession planning

The scope of external succession planning is expanded
to external talent and job assignment opportunities for
development outside the organization.
This can be in the form of job assignments outside the
boundaries of the traditional organization. Such
opportunities could occur with customers, vendors,
strategic partners, andeven competitors.
There are
planning:
Aspects of Succession
Planning
two
aspects
of
succession
Long term succession- A process of training
and work experience to enable individuals to assume

higher level job appointments in the future.
Short term emergency replacement- A
process for those who have quit, been terminated
because of performance related problems.
MODELS OF SUCCESSION
PLANNING
Three Models of Succession Planning
Succession
planning
by
position
management driven .
Creating succession planning pools .
Top-down/bottom-up succession planning .
Succession planning by
position Management driven
The authority of an organization identifies the
individual(s) who are in their view best qualified to
move into the position.
short term (1 year)
the medium term- (2-3 years)
the longer term (3-5 years);

The management may also identify their perception of
the development needs of the candidates they have
named;
Sometimes the organization decides that the
succession plan is a strictly confidential document
Advantages of this approach:
This is the simplest model; based on the assumption
that the best person to identify who would be able to

do the job is the person who is currently doing it;
The most common reason why organizations use this

model is that it is often the approach the CEO is most
comfortable with.
If there are any positions which have no identified

successors (thus identifying succession gaps in the
organization).
Disadvantages/risks:
Problematic in large organizations in which the

incumbent in the position does
employees across the organization.
not
know
Risk that the person identified does not aspire to

the promotional
identified for .
positions
they
have
been
Creating succession planning

pools
In this model, high potential candidates are identified
within the organization as the senior managers of the
future.
They are usually selected by a task force of senior

managers (often with the assistance of Human
Resources).
To facilitate decision making, they will often agree on

some criteria by which to select the individuals.
In some cases, candidates may be further narrowed

down through an assessment center process or
through an interview/evaluation process.

pools
This type of approach tends to be fair because more
managers are involved in the selection of the people
who are identified for the High Potential program;
thus providing some checks to offset bias.; and
This approach is also more likely to recognize the

value of providing broad background for the high
potential employees rather than a single functional
stream of experience.

pools
In large organizations, most decision are influenced
by the level of visibility the person has in the
organization As a result, talented employees who do
not have a high profile may be overlooked all
together; and
In many organizations, it is widely known which

employees have been identified as high-potentials;
the other non-identified employees can be severely
discouraged and demoralized.
Senior
Top-down/bottom-up succession
planning
management as a group determines what
competencies are required to enable a person to take on the

key roles .
Senior Management conducts a session about succession
planning .
Employees then participate in a workshop in which they are
given guidance and led through such processes as:
a) using 360 degree feedback
b) developing their own individual development plan and reviewing it
with other appropriate people,
c) learning how to take responsibility for their own career growth,
and
d) considering what would be good "next moves" for them to make
in their careers.
planning
The program serves to empower employees; to

help them feel that they have some control over
their careers.
The process is transparent. There need be no

secrets or hidden agendas.
planning
Three things are pre-requisite for the success of this

program:
Strong support from the most senior levels of the

organization
Consistency in application, and

Follow-through
Guidelines for effective succession

planning
Succession planning should be driven by the line function
and not HR executives.
Succession planning should develop key candidates, in

anticipation of future openings.
Succession planning is not just selection. Development

through job rotation, mentoring and formal training
programs is equally important.
Succession planning must be consistent with the future

strategic direction of the company.
Conclusion
Succession
planning
can
help
an
organization be more effective in filling
vacant positions.
Succession planning is a key strategic issue
that needs the time and attention of top
management on an ongoing basis.
Markov Analysis: Supply

Technique
This is a simple method of predicting the internal
supply of labor at some future time.
It uses transition probability matrix which describes
the probabilities of an incumbents staying in his or
her position for the forecast time period (usually one
year), moving to another job in the organization, or
leaving the organization.
This matrix is multiplied by the number of people
beginning the year in each job, and the results show
how many people are expected to be in each job by
the end of the year
Markov Analysis: Supply

Technique
Markov Analysis works best if there are at least 50
people in each job or job state
It also assumes that the Transition Rates do not vary
too greatly from year to year
Markov Analysis assumes that the probability
movement is determined solely by the employees
initial job state, which may not always be true.
Renewal or Replacement Analysis is another type of
Transition Matrix that overcomes this barrier.
Thank You

HR Supply

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Ascertaining HR Supply

Presented byTasnuva Rahman

Succession/ Replacement Chart

WHY WE SHOULD DO SUCCESSION

retention of talented people.

Reasons for failure of

Fear of the successor

External succession planning

Long term succession- A process of training

and work experience to enable individuals to assume

short term (1 year)

the medium term- (2-3 years)

the longer term (3-5 years);

This is the simplest model; based on the assumption

that the best person to identify who would be able to

The most common reason why organizations use this

If there are any positions which have no identified

Problematic in large organizations in which the

Risk that the person identified does not aspire to

Creating succession planning

They are usually selected by a task force of senior

To facilitate decision making, they will often agree on

In some cases, candidates may be further narrowed

Creating succession planning

This approach is also more likely to recognize the

Creating succession planning

In many organizations, it is widely known which

competencies are required to enable a person to take on the

The program serves to empower employees; to

The process is transparent. There need be no

Three things are pre-requisite for the success of this

Strong support from the most senior levels of the

Consistency in application, and

Guidelines for effective succession

Succession planning should develop key candidates, in

Succession planning is not just selection. Development

Succession planning must be consistent with the future

Markov Analysis: Supply

Markov Analysis: Supply

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