Succession planning is one of the elements of human resource management in an organization that has an important and strategic position. A professor who is also an expert on succession planning, William J. Rothwell, in his book entitled Effective Succession Planning states that the existence of succession planning has the aim of ensuring the continuity of leadership roles in key positions, maintaining and developing intellectual resources in the future, and encouraging individual progress. By providing development, acquisition, and strategic placement of key people, succession planning will be very useful to ensure the continuity of effective performance of the organization, department, and division. Therefore, knowing who can be regenerated to become future leaders is important for the organization, so that the organization can prepare these individuals to fill these strategic positions.
In general, the preparation of potential employees for succession planning itself can be divided into three points: assessing performance, conducting assessments to identify potential employees, and mapping potential employees.
Performance appraisal is an important part of succession planning because it provides an overview of which talents are considered capable of delivering above average performance (high performers). An effective performance appraisal must be based on the work performed by employees, and combined with an assessment of potential. In general, performance appraisals consist of two parts: key performance indicators (KPIs), which relate to prioritizing work outcomes, and behavioral indicators related to job success at the individual's current level of responsibility.
There are several approaches to performance appraisal. The first approach is a global rating, which assesses the overall performance of incumbents. Next is the trait rating, which is an assessment that assesses the performance of incumbents over a period of time based on certain traits such as "initiative", "cooperation", and so on. Next is the activity rating, which focuses on how the incumbent carries out the activities, functions, duties, and responsibilities of his position.
Another more complex assessment is to use the Behaviorally Anchored Rating Scale (BARS). Assessments using BARS focus on observable work behaviors that distinguish between effective and ineffective performance. BARS can generally be included in a competency-based management approach. Another approach is to use Management by Objectives (MBO). MBO focuses more on the results of the work rather than the process of achieving results. In MBO, the appraiser and the appraiser agree on what work results are expected before the performance appraisal period, and then at the end of the performance appraisal period, a comparison is made between the results that have been shown and the agreed performance.
Potential employees, also known as high potentials, are a collection of future leaders of the company. They are generally people whose careers are able to increase two levels or higher than their current position, those who are prepared for key positions, or those who have not yet reached a "career plateau". In addition, not all high performers are high potentials. Although employees who have outstanding performance are one of the main requirements to be considered as high potential, the current performance criteria are not necessarily the same as the potential criteria in the future.
There are a number of approaches to assessment. The first approach is self-assessment, where employees are asked to assess their perception of their ability to be able to carry out roles in higher positions. The next approach is manager assessment, where here superiors are asked to assess the abilities of their subordinates. To be able to perform at a higher level of responsibility. The next approach is a multirater assessment or 360-degree assessment, which assesses employee capabilities carried out by superiors, colleagues, and subordinates, as well as other parties such as customers.
Assessment of employee potential can also be carried out using psychological assessment, which can more objectively assess employee potential (especially employee personality and intelligence) compared to self-assessment and manager assessment. In addition, an assessment center can also be carried out, namely an assessment using a simulation of the target level to see if a person can perform under the simulation conditions. In addition, a work portfolio assessment can also be carried out, in which employees are assessed for their potential based on work results or outputs based on the work that has been given.
After the organization obtains the results of the assessment, the next step is to map out potential employees by comparing employee competencies and performance. As mentioned, a person who is a high performer is not necessarily a high potential, because the criteria for current performance and potential for the future may be different.
One way to map potential employees is to use a method called the 9-Box Grid. In this method, employees are categorized into 9 categories, based on their potential and performance, whether they are at low, medium, or high levels. Employees who are considered potential are those who have high potential and high performance, and employees who enter this grid need to be prepared as future leaders. On the other hand, employees who have low potential and low performance need to be given special treatment for their performance.
After the mapping is done, the next step is to conduct a Talent Review Meeting, which provides an opportunity for key decision makers to discuss how to develop talent within the organization for succession planning. In this meeting, key decision makers agree on who is considered high potential and high performer talent, how to develop these talents, re-examine who the talent may be leaving the organization, and develop a talent pool. In addition, it is also seen who are the employees with low performance or low potential and how to handle these employees.
Preparing employees for succession planning is an important thing to do in order to ensure the sustainability of the organization in the future. Therefore, companies need to be able to ensure that they have properly conducted performance appraisals, assessed potential employees, and mapped employee potential to be able to have a talent pool of quality employees.
Succession planning is one of the elements of human resource management in an organization that has an important and strategic position. A professor who is also an expert on succession planning, William J. Rothwell, in his book entitled Effective Succession Planning states that the existence of succession planning has the aim of ensuring the continuity of leadership roles in key positions, maintaining and developing intellectual resources in the future, and encouraging individual progress. By providing development, acquisition, and strategic placement of key people, succession planning will be very useful to ensure the continuity of effective performance of the organization, department, and division. Therefore, knowing who can be regenerated to become future leaders is important for the organization, so that the organization can prepare these individuals to fill these strategic positions.
In general, the preparation of potential employees for succession planning itself can be divided into three points: assessing performance, conducting assessments to identify potential employees, and mapping potential employees.
Performance appraisal is an important part of succession planning because it provides an overview of which talents are considered capable of delivering above average performance (high performers). An effective performance appraisal must be based on the work performed by employees, and combined with an assessment of potential. In general, performance appraisals consist of two parts: key performance indicators (KPIs), which relate to prioritizing work outcomes, and behavioral indicators related to job success at the individual's current level of responsibility.
There are several approaches to performance appraisal. The first approach is a global rating, which assesses the overall performance of incumbents. Next is the trait rating, which is an assessment that assesses the performance of incumbents over a period of time based on certain traits such as "initiative", "cooperation", and so on. Next is the activity rating, which focuses on how the incumbent carries out the activities, functions, duties, and responsibilities of his position.
Another more complex assessment is to use the Behaviorally Anchored Rating Scale (BARS). Assessments using BARS focus on observable work behaviors that distinguish between effective and ineffective performance. BARS can generally be included in a competency-based management approach. Another approach is to use Management by Objectives (MBO). MBO focuses more on the results of the work rather than the process of achieving results. In MBO, the appraiser and the appraiser agree on what work results are expected before the performance appraisal period, and then at the end of the performance appraisal period, a comparison is made between the results that have been shown and the agreed performance.
Potential employees, also known as high potentials, are a collection of future leaders of the company. They are generally people whose careers are able to increase two levels or higher than their current position, those who are prepared for key positions, or those who have not yet reached a "career plateau". In addition, not all high performers are high potentials. Although employees who have outstanding performance are one of the main requirements to be considered as high potential, the current performance criteria are not necessarily the same as the potential criteria in the future.
There are a number of approaches to assessment. The first approach is self-assessment, where employees are asked to assess their perception of their ability to be able to carry out roles in higher positions. The next approach is manager assessment, where here superiors are asked to assess the abilities of their subordinates. To be able to perform at a higher level of responsibility. The next approach is a multirater assessment or 360-degree assessment, which assesses employee capabilities carried out by superiors, colleagues, and subordinates, as well as other parties such as customers.
Assessment of employee potential can also be carried out using psychological assessment, which can more objectively assess employee potential (especially employee personality and intelligence) compared to self-assessment and manager assessment. In addition, an assessment center can also be carried out, namely an assessment using a simulation of the target level to see if a person can perform under the simulation conditions. In addition, a work portfolio assessment can also be carried out, in which employees are assessed for their potential based on work results or outputs based on the work that has been given.
After the organization obtains the results of the assessment, the next step is to map out potential employees by comparing employee competencies and performance. As mentioned, a person who is a high performer is not necessarily a high potential, because the criteria for current performance and potential for the future may be different.
One way to map potential employees is to use a method called the 9-Box Grid. In this method, employees are categorized into 9 categories, based on their potential and performance, whether they are at low, medium, or high levels. Employees who are considered potential are those who have high potential and high performance, and employees who enter this grid need to be prepared as future leaders. On the other hand, employees who have low potential and low performance need to be given special treatment for their performance.
After the mapping is done, the next step is to conduct a Talent Review Meeting, which provides an opportunity for key decision makers to discuss how to develop talent within the organization for succession planning. In this meeting, key decision makers agree on who is considered high potential and high performer talent, how to develop these talents, re-examine who the talent may be leaving the organization, and develop a talent pool. In addition, it is also seen who are the employees with low performance or low potential and how to handle these employees.
Preparing employees for succession planning is an important thing to do in order to ensure the sustainability of the organization in the future. Therefore, companies need to be able to ensure that they have properly conducted performance appraisals, assessed potential employees, and mapped employee potential to be able to have a talent pool of quality employees.
