SightsIn Plus, September 2022

a www.sightsinplus.com f sightsinplus l company/sightsin t twitter.com/sightsin1 September 2022 VOL 06 I ISSUE 01 I 150 Monthly HR Magazine Harjeet Khanduja Succession Alok Nigam Planning Senior Vice President- HR Senior Vice President and Reliance Jio Sunit Sinha Group CHRO, Bhartiya Head of People, Performance and Culture (PPC), KPMG in India Sameer Nagarajan Katja Schipperheijn Global Chief People Officer Author, Keynote Speaker, Erba Mannheim and Learning Strategist

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Monthly HR Magazine www.sightsinplus.com f sightsinplus l company/sightsin t twitter.com/sightsin1 Contents Insights 28 Regular Colommen Devika Tandon Editor’s Note 04 HR Director Hilti India Mail Box 05 Movements06 News08 Social Media 10 Twitter26 Insights Building Your Leadership Pipeline 12 Effectively/ Alok Nigam 20 Insights 38 Shourya K. Chakravarty In Conversation With Sameer Chief Human Resources Nagarajan14 Officer, Aptech Limited Key Steps and Processes for the Succession Planning/ Harjeet Khanduja  18 Expert View 48 Murad Salman Mirza Interaction with Katja Schipperheijn22 Corporate Management Advisor & Global Succession Planning Challenges in Thought Leader 2022/ Jayeeta Sarkar 30 Rendezvous With Sunit Sinha 32 Succession Planning in the Age of Constant Change/ Shivani Singh 35 Succession Planning: 43 Managing Risk or Managing Sustainability?/Gargi Banerjee  Expert View Succession Planning – What’s 46 Sushma Bhalkikar Right and What’s the Risk?/Harini Head-HR, GMR Varalakshmi Sreenivasan Foundation How to Implement an Effective Succession Plan/ Sushma Bhalkikar48 Editor - In - Chief | Romesh Srivastava Published at | D-169/6, Sector-50, Noida-201301 Printed at | Eco Media Design & Photo Head | Vineeta Verma IT & Digital Head | Amit Dutta www.sightsinplus.com C- 340, Sector-10, Noida, 201301 Sales & Circulation Head | Kavita Srivastava [email protected] [email protected] Mob | 9953894881 Mob | 9971404077

Editor’s Note Romesh Srivastava a www.sightsinplus.com Editor- In -Chief f sightsinplus l company/sightsin Greetings! t twitter.com/sightsin1 It’s an irony that many organizations even don’t think about 4 SightsIn Plus succession planning until someone retires or left the company. But in uncertain economic situations and volatile job markets, that’s an important and evolving process which to be done successfully as an integral part of a company’s business strategy and operations. To address this concern, this month’s theme is Succession Planning. We had shortlisted a few renowned Industry Thought Leaders, Business Heads, and CHROs for this edition’s Interview Column and Insights. We’re proud to share that Katja Schipperheijn, Author, Keynote Speaker, and Learning Strategist is part of this edition and she shares her views on succession planning.   SightsIn Plus team had the opportunity to interact with Sunit Sinha, Head of People, Performance and Culture (PPC) KPMG in India, and Sameer Nagarajan, Global Chief People Officer, Erba Mannheim on biggest challenges and effective strategy to implement succession planning.   SightsIn Plus is being circulated amongst the top Indian & Global MNCs, big to medium-sized organizations, and increasing its circulation on the fastest mode. This issue would be reaching approximately 1,25,000 readers/professionals. The edition also shares wonderful insights and case studies; “Key Steps and Processes for the Succession Planning”, By Harjeet Khanduja, “Discovering The World Beyond Succession Planning”, By Murad Salman Mirza, “Succession Planning Challenges in 2022”, By Jayeeta Sarkar, “Succession that Works” by Devika Tandon, “Building Your Leadership Pipeline Effectively,” by Alok Nigam, “Paradigm Shift in Leadership for Tomorrow “by Shourya K. Chakravarty, “How to Implement an Effective Succession Plan” By Sushma Bhalkikar, etc. and some interesting notes through social media are part of the SightsIn Plus, September 2022 edition.  Like every time, we would be happy to hear your views and suggestions. We hereby cordially invite your feedback, insights, updates, and case study-Individual Milestone. Do write to us [email protected] Happy Reading! Romesh Srivastava

Mails ofTheMonth August Issue 2022 SEEKING CERTAINTY IN AN CONVERSATION WITH UNCERTAIN WORLD- DAVE ULRICH Nathan S V Chris Altizer Deepti Pandey According to IMF, in the United States, Powerful points reduced household purchasing power Dave Ulrich! It and tighter monetary policy will drive all resonates - growth down to 2.3 percent this year and 1 percent next year. In particularly caring for China, further self to care for others lockdowns, and the deepening real estate and creating crisis pushed growth communities. It can down to 3.3 percent seem overwhelming to this year—the slowest “start exercising” or in more than four “change my diet”, or decades, excluding the “form a network” - so pandemic. It’s really nice to know that would I’ve learned to see be a minor blip more to and take the small the fears but the actual opportunities each job in the markets that we see and day presents. opportunities are not Appreciate going to come down. your guidance on taming uncertainty! INTERACTION WITH PARAG THE IMPACT OF GLOBAL RECESSION BENGALI ON INDIA’S JOB MARKET IN FY23- DR. ANKITA SINGH Shekhar Azad True, the year 2022 saw a steady Aditi Mayker economic recovery, reflecting a positive The Indian economy has undergone a sentiment in the job market. large structural shift in the last few years The FMCG industry is known for and is currently the 5th largest its high levels of innovation, economy in the world.  This and creativity and for being is a remarkable incredibly dynamic. There are achievement by any an enormous number of standards. India’s diverse roles available within transport infrastructure the FMCG sector including is inadequate to meet jobs. This rising growth current needs, and in the FMCG sector the needs in 2035 will create more jobs will be much as FMCG greater.  I agree with companies meet you that Indian the changing economy and the consumer job market are demand by not going to be investing in R&D much and launching impacted by new products. US Recession. 5 September 2022 www.sightsinplus.com

NOKIA APPOINTS AMY HANLON-RODEMICH AS CHIEF PEOPLE OFFICER  Nokia has announced the appointment of Amy Hanlon-Rodemich as Chief People Officer and member of the Group Leadership Team, effective October 24, 2022. Amy Hanlon-Rodemich joins Nokia from GlobalLogic, a leading company in digital product engineering, where she is Chief People Officer. She is an experienced HR executive who has helped some of Silicon Valley’s top brands scale and grow, such as Yahoo and VMware. Prior to working at GlobalLogic Amy was Vice President of Human Resources at Synopsys, a software company focused on design and verification software for the semiconductor industry. She was also Executive Vice President of People at Milestone Technologies, an IT solutions company, where she was responsible for all aspects of HR and Talent Acquisition. VEDANTA ALUMINUM APPOINTS DILIP SINHA AS CHRO Vedanta Limited – Aluminium Business appoints Dilip Sinha as Chief Human Resources Officer. In his new role, he will be responsible for heading the entire spectrum of HR responsibilities for the Aluminium Business of Vendanta. Prior to this, he was associated with JSW Steel as Senior Vice President & Head- Human Resources. Earlier, he was associated with Reliance Retail as Head Of Human Resources. Previously, Dilip was associated with Rajan Raheja Group as Group Head & Chief Human Resource Officer, he has also worked with ASTARC GROUP as Group Head (Global)- HR and Future Group, Mumbai as Chief- People Office. Dilip holds his Master’s of Business Administration from Xavier Institute of Social Service. APOLLO TYRES APPOINTS DIPANKAR GHOSH AS GROUP HEAD- HR Apollo Tyres has announced the appointment of Dipankar Ghosh as Group Head- Human Resources, Asia Pacific, Middle East & Africa (APMEA) region. In this role, he would be responsible for the people pillar, overseeing people practices for the APMEA region, driving key strategies in strengthening the talent pipeline, ensuring high-performance culture, and building a highly engaged ecosystem. Dipankar Ghosh will be based out of Apollo Tyres’ corporate headquarters in Gurugram, India, and report to Satish Sharma, President, Asia Pacific, Middle East & Africa (APMEA). Dipankar joins Apollo Tyres from Bajaj Consumer Care Ltd, where he was the CHRO, leading the HR, ER, and Administration functions of the FMCG Company. SBI MUTUAL FUND APPOINTS RAJAT GROVER AS CHRO SBI Mutual Fund has announced the appointment of Rajat Grover as Chief Human Resources Officer (CHRO).  Rajat Grover is a passionate and result- oriented HR professional with 19+ years of experience. Rajat has handled various HR roles at the National, Regional & Strategic level. Prior to SBI Mutual Fund, Rajat was associated with Fullerton India Credit Company Ltd. as GM & Head of Business HR. Previously, he has been associated with companies like YES BANK, Reliance Retail Ltd, IDBI Bank Ltd etc. Rajat holds a Ph.D. in Business Management from Chitkara University. He completed his M.P.M, Human Resources from Indira Institute of Management. 6 SightsIn Plus

RAHUL VARMA STEPPED DOWN AS CHRO FROM ACCENTURE Accenture’s Chief Human Resources Officer (CHRO) Rahul Varma has stepped down from the organization. Rahul has been associated with the organization since 1994 for over 28 years. As a Human Resources professional, he inspired people to achieve their highest potential. He has led major transformations in fast-paced, complex, and multi-cultural contexts. Rahul has been associated with the organization since 1994 for over 28 years. As a Human Resources professional, he inspired people to achieve their highest potential. He has led major transformations in fast-paced, complex, and multi-cultural contexts. As the architect of Accenture’s revolutionary approach to performance management, Rahul helped create a novel solution that enabled individuals and teams to achieve high performance. PUBLICIS WORLDWIDE INDIA APPOINTS OINDRILA ROY AS MD Publicis Worldwide India has announced the appointment of Oindrila Roy as Managing Director. In this new role, Oindrila will work towards fostering rapid growth and benchmarking Publicis Worldwide as the agency of choice for brands and the industry and will report to Paritosh Srivastava, CEO, L&K Saatchi & Saatchi and Publicis Worldwide, India. Oindrila Roy comes with over 20 years of experience in advertising, media, and marketing. She has held senior positions across organizations including JWT, Leo Burnett, Edelweiss, and Essence (Group M) where she worked across multiple industries such as BFSI, FMCG, Beauty, E-commerce, Ed-tech, and a whole host of Direct-to-Consumer brands. NYKAA BEAUTY PRIVATE LABEL CEO REENA CHHABRA RESIGNS India’s biggest online destination for beauty & wellness, Nykaa Chief executive officer (CEO) Reena Chhabra has resigned from the organization. Reena Chhabra’s resignation has come into effect on August 16. She has been associated with the organization for over six years. She joined Nykaa in 2016 and was instrumental in taking its private label to more households by introducing new product lines and increasing distribution. Reena has over 25 years of experience. Prior to Nykka, she was associated with Colorbar USA as COO. Previously, she had been associated with leading organizations such as Q-Med AB, Unilever, kaya skin care Ltd, Kodak, Fosters Group, and Eli Lilly. AVIVA INDIA APPOINTS SUMITHASRI AS CHAIRPERSON Aviva India has announced the elevation of Sumithasri Eranti Venkataramagupta as Chairperson of Aviva Life Insurance Company India. Sumithasri succeeds Mohit Burman who will continue to be a non-executive Director on the Board. Sumithasri has been associated with Aviva India as an Independent Director since February 2018. She is a global business leader with 25 years of professional experience. Currently, she is also serving as an independent director on the board of Schaeffler India Limited and Navi General Insurance Limited. She holds a degree in Computer Science Engineering from the University Visvesvaraya College of Engineering, Karnataka, and a master’s degree in science, Computer science, and engineering from University of Connecticut, USA. 7 September 2022 www.sightsinplus.com

News INFOSYS WARNS EMPLOYEES: ‘NO TWO-TIMING’, NO DOUBLE LIVES India’s second-largest IT “The consent may be given second job in addition to their services subject to any terms and 9-to-5 jobs to supplement their provider, Infosys has said conditions that the company income. that moonlighting is not permitted may think fit and may be Moonlighting became a according to the employees’ code withdrawn at any time at the concern during the pandemic of conduct of the company. discretion of the company,” the when employees started Infosys said that employees mail from the company said. working from home. There was cannot take up other What is Moonlighting? suspicion that employees were assignments during or Moonlighting means working using the privacy afforded by outside business hours. The for one organisation while remote work to simultaneously company has also added taking extra jobs, usually do projects for others. that any violation will lead without the employer’s How did Moonlighting Policy to disciplinary action that knowledge. Moonlighting is come into the Limelight could include termination of side employment taken up at India’s leading on- employment. night or on the weekends. demand delivery The company describes this The phrase moonlighting platform, Swiggy recently with the taglines ‘No two- became popular when announced that its employees timing, no moonlighting’ and Americans started looking for a could take up other gigs as ‘No double lives’. Infosys has long as it does not affect their sent an internal communication productivity at the food delivery email to employees. venture, and was done outside Infosys clearly stated in the office hours. offer letter, “You agree not to Infosys is not only the company take employment, whether full- that has came not in favor of time or part-time as director/ Moonlighting. Earlier, India’s partner/ member/ employee IT services provider company of any other organization/ Wipro chairman Rishad Premji entity engaged in any form of also described moonlighting as business activity without the “cheating plain and simple.” consent of Infosys.” SWIGGY OFFERS FREE SKILL-BASED LEARNING TO DES AND THEIR KIDS Online food delivery platform Swiggy on Tuesday announced a skilling initiative to offer free learning opportunities to thousands of delivery executives and their children. The L&D  team learnt that a majority of the delivery partners wanted to acquire skills that would enhance their current role, pick up new roles at Swiggy and even prepare for opportunities that are beyond the company. “The idea is to build the right skills in our delivery partners. We want to make sure they upskill to the level that not only do they meet Swiggy’s future requirements but it has a great impact on their 8 SightsIn Plus

CAPGEMINI ANNOUNCES ITS 9TH EMPLOYEE SHARE OWNERSHIP PLAN  IT major, Capgemini has be used within the limits of the guarantee on the amount announced the launch of authorization granted by the invested into this plan. its ninth Employee Share Shareholders’ Meeting of May The voting rights will be Ownership Plan (ESOP). This new 19, 2022 and within the next exercised by the holders who – employee share ownership plan is 12 months to neutralize all or depending on the formula and offered to approximately 97% of part of the dilutive effect of this the context – will be an FCPE the employees and is part of the capital increase. (Fonds Commun de Placement Group’s policy to associate all According to the planned d’Entreprise), the employees employees with its development schedule, the reservation via direct shareholding and/ and performance. period will be opened or the financial institution This ESOP will be implemented from September 14 to structuring the offer or its through a capital increase October 3, 2022 (inclusive) counterparties. reserved for the Capgemini and will be followed by a The implementation of the employees for a maximum of subscription/revocation period leveraged guaranteed offering 3,500,000 shares (i.e. 2.0% from November 7 to November implies hedging transactions of outstanding shares), with 9, 2022 (inclusive). entered into by the financial settlement delivery no later The subscription price of institution structuring the offer than December 15, 2022. the new shares will be set (Crédit Agricole Corporate As the 2017 ESOP reaches on November 3, 2022 and and Investment Bank), on- its term at the end of the the capital increase will be market or off-market, through year, this ninth plan will completed on December 15, purchases and/or sales of help maintain employee 2022. shares, purchase of call shareholding at around 8% of Employees will be able to options and/or any other capital. subscribe to Capgemini transactions, at any time, As in 2021, the Board of shares within the framework including during the Reference Directors of Capgemini SE at of subscription leveraged and Price fixing period, i.e. from its meeting on June 15 and guaranteed formulas. These October 6 to November 2, 16, 2022 decided to authorize formulas will allow employees, 2022, and over the entire a dedicated share buyback until the shares become course of the plan, i.e. until envelope. This envelope could available, to benefit from a December 15, 2027. future as well,” says E. Thomas offer courses on non-functional topics such as spoken English, Henry Mathuranayakam, AVP – time management, hygiene and dressing, computer use, personal Learning & Development, who finance, and mental-physical health and wellbeing. is heading this project. During a brainstorming session, the team realized that they wanted “We didn’t want to offer to also involve the DEs family in this learning process. just about anything to our Shambhavi Chaudhary, who has been handling the program since partners, we wanted to make day 1, says, “We started working on the project a few months ago sure that they actually take after conducting detailed research.” away something from this “Once we completed the groundwork, we launched the pilot programme,” Thomas says. program in the month of May and received positive responses from It was revealed that most of delivery partners and their families”, Shambhavi Chaudhary added. the partners wanted to learn “Multiple teams across Swiggy came together and supported us English to enable them to in the launch. The best part is that Swiggy Skills Academy has communicate better with retained the vision just the way we envisaged it to be”, Shambhavi customers. The academy will said 9 September 2022 www.sightsinplus.com

Social Media MAKE SUCCESSION PLANNING A The other benefit that comes KEY PART OF STRATEGY from treating succession planning as a key to corporate By@ Bob Ryan the gravitas that it deserves as strategy is the assist it a business exercise versus an provides in identifying high Throughout my career as HR project. potentials because that practice a human resources leader, I also believe succession forces that conversation. As working with clients who planning needs to go beyond part of that examination, are CHROs, and just consulting just thinking about the CEO. leaders may also identify the into businesses, all too often I In fact, if you think carefully vulnerabilities that exist in have seen succession planning about your organization, what those key positions – all of become a box-checking exercise are the key positions? Yes, those issues that fall under rather than something leaders pay what comes to mind is the the “T” in the SWOT analysis. enough attention to. This is a top of the organization, the C The other part about this is shame because neglecting the level, but it could go beyond opportunities, the “O” in SWOT right plan for leadership changes, there. If you look into your analysis. The opportunity to especially when unplanned, can be supply chain, what if one of develop others, to make growth disastrous to a company. your strongest plant managers within the company part of your I strongly believe in manufacturing isn’t available strategy and culture, part of the that succession planning is anymore or leaves the company principles that you have, which one of the most important without warning? That is not is something that would be very strategies put in place by the C level spot, yet it is a positively viewed. both leadership and boards critical. An interesting position Executing your succession because it goes beyond just to consider is payroll. If that plan allows you to measure what happens if the chief manager wasn’t there, would the current state of your executive officer gets hit by you be able to make a payroll? company quite easily. If you the proverbial bus. I think the This was a point of vulnerability look at the key positions in the secret to succession being a for a few of the past companies organization, including your more living, breathing, more that I worked for and that really C-Suite, and where you do not useful exercise is if it is part of put us at risk. Can you imagine have a successor, that is a gap the overall strategic planning of what it would be like if you that can be measured. Once the company. If you think about had to tell the organization you identify the holes and the it when you do your SWOT that they’re not going to be high-potential employees to fill analysis the “T” is for threats. paid this week and it’s going those openings, the next step One of the biggest threats that to be delayed until next week to seriously consider is bringing could challenge an organization because your payroll manager on a coach to help get those is if a key person up and was not available. That was people ready to assume leaves for any reason and the why we put payroll manager as leadership positions. This is organization is just not ready for one of the critical positions in where a development plan that kind of sudden leadership the organization. comes into play. vacuum. After all, recruiting There are many benefits to the right replacement can take treating succession planning as up to nine months. This is why a key part of the business plan, we counsel our clients to treat however leaders overlook this succession as part of the overall impactful element of strategy. corporate strategy. This simple We always advise clients to act change in mindset allows on succession now to ensure a succession planning to receive smooth transition in the future, not when the company is in the 10 SightsIn Plus throes of dealing a leadership crisis.

MENTAL HEALTH AILING INDIA’S there are those who can’t fit and WORKERS will leave. Thus you end up with a company with only the toxic By@ Alpana Mandal culture. The file-pushing people remaining. As a service Toxic relationships bureaucracy may have gone, provider in India, you can’t always aren’t always within but the culture of spending say “I won’t work with such one’s personal spaces. hours a day doing-something-or- companies”. Because these the-other-yet-doing-nothing companies often comprise bigwigs Too often, there are continues. Now add to this mix of the industry and are important professionals who choose a service provider, who typically for your growth. One has to find toxicity to get the job done, by is looking for a concrete set of the fine line of doing the job well using tactics such as task lists with timelines and a and not letting your and the stonewalling, lying, clear approval structure. Huge team’s mental health get affected. manipulation, threats, etc. clash. Organisational toxicity Some ways I’ve tried to deal Along with one of my teams, I stems from a combination of with this: experienced all these tactics in hiring wrong for roles and a lack - Give the team lots of praise the last one month. It’s not of empowerment. The only way - Explain to them from time to new, but I haven’t yet spoken people can get the job done in about this lethal combination of such situations is by scratching time why we need to cater toxic behaviours and how they and clawing their way through to certain whims and fancies affect otherwise reliable and tasks. So when they mess up, of the client qualified professionals in a and they do, toxic behaviours are - Hustle with them; if they’re client-vendor setup. To start the only way to survive. Once staying late, so are you with, a lot of toxic companies enough people in the company - Draw some lines so the continue to have the ‘babu’ are toxic, it seems to have a client doesn’t treat you like ripple effect on others. Of course, a total pushover - Keep your calm at all times. Heck, find the funny in all of this! UNDERSTANDING Independent but can appear needy: A typical MILLENNIAL WORKFORCE millennial expects mentoring and gives his or her best when recognized for the work. Yet, they By@ Pradyumna Pandey will appear to behave an independent streak of Millennials are the most complex generation in thought and will hate being micromanaged. They the workforce. With perspectives that appear to love to find solutions to problems. be contradictory and, average attention spans People-oriented but gadget-friendly: Millennials will appear to be extremely tech-savvy and heavy limited to 12 seconds, engaging the millennial workforce social media users at the same time. They will is no mean task. use technology to reduce the workload to make But before coming up with a strategy to engage the life easy but will crave interaction with people. millennial workforce and create a sense of belonging Loyal but seek opportunities: Millennials are in the workplace, it is important to understand their loyal employees and will not move from their contradictory characteristics. work unless they fail to receive what they seek. If Hardworking but feel entitled: Millennials hate career progression is slow, they are likely to seek boring work. They like their work to be challenging but opportunities elsewhere. not at the cost of their personal life or commitment. Motivated by ethics and rewards: Social values They work hard and crave for opportunities and motivate millennials. But so, does their desire to progression. be fairly compensated for their efforts. They will work at a place that helps meet their ethical values but at the same time achieve their lifestyle goals. 11 September 2022 www.sightsinplus.com

Expert View Alok Nigam Building Your Leadership Pipeline Effectively The most important point is to build a culture where people want to stay and grow old. There can be no succession planning in an organization where people don’t want to stay. Thus, keeping a tight rein on your culture and values is the key. Existing leaders must make every day of work a reflection of their values. Culture becomes the strong foundation for employee engagement and retention – which is the cornerstone of succession planning. Build a culture where people are respected and where they feel they matter. Out of the many realities Alok Nigam Building a Leadership that always worry business leaders one is Senior Vice President and Role Model That succession planning. We know Group CHRO that with all the uncertainties Bhartiya Others Follow around us, there is one thing that is constant and that is change. The The most important point only way to plan for a better, is to build a culture where efficient future for our people want to stay and organizations is a well-thought-out grow old. There can be no and structured succession plan. succession planning in an organization where people Maybe for most of us, it is a don’t want to stay. Thus, cultural challenge to plan for keeping a tight rein on leadership after us. But this is your culture and values is the only way we can secure a the key. Existing leaders strong lineage and the continuity must make every day of of business growth. It is crucial work a reflection of their for an organization’s culture to values. Culture becomes develop and foster leaders that the strong foundation for not only succeed but also exceed employee engagement and in leading the organization. retention – which is the cornerstone of succession I would divide this into 4 key planning. Build a culture steps: where people are respected and where they feel they 12 SightsIn Plus matter.

Leading With Trust workers – as people whose lives pipeline is the readiness of the and Fostering the they touch? manager and the agility of the Second Line leader to move on. Giving Managers There is also a crucial stage to be It is essential to support potential Space to Lead the considered which is when there leaders to lead with passion, Organization is no internal candidate for the ownership, and a sense of pipeline or when the identified belonging. Remember, leaders And lastly plan when you will step candidate is not interested. These must be aligned with the aside, giving the leaders the space are real challenges that the board or overall goal and purpose of the to lead the organization without a the top management always has to organization. This can easily be jerk or shock – a smooth transition be ready to deal with. seen when people lead projects, into the next phase. Appreciate What always helps is keeping lines deliver on their goals, and handle people for what they bring to the of communication, transparency, change and challenges with larger purpose. Discuss the vision trust, and dialogue open. Being composure. As leaders, we must of the organization and make it transparent always leads to better allow our people to innovate, an everyday reality. A key point planning and opportunities that make mistakes, and have the for the success of the leadership can be identified to further build courage to own up and learn credibility and engagement. from them. It is also important It is essential to support Succession planning is a to have a clearly defined and potential leaders to collaborative process – it is a visual representation of roles lead with passion, rewarding experience as it allows and responsibilities in the ownership, and a sense for the leaders to work together organization for people to see of belonging. Remember, and plan for the advancement of where their future lies. Meet leaders must be aligned their teams. Having something people one-on-one, understand with the overall goal specific to work toward is their pain points, and listen to and purpose of the highly motivating and having them. organization. talented and engaged employees are rewarding for both the Supporting Managers individual and the organization. to Lead Their Teams gg Once people are in managerial www.sightsinplus.com roles of leading other people, they display all the necessary strengths and skills of leadership. Keep an eye on day-to-day operations from a distance. It is important to see how these people prioritize goals and work with their team. How do these managers support their people – do they understand when help is needed? Are they being mentors and coaches or are they jumping in with solutions curbing the growth of their people? It is crucial to see how they give or take feedback- do they consider employees more than mere 13 September 2022

Interview Sameer Nagarajan In Conversation With Sameer Nagarajan Global Chief People Officer Erba Mannheim E xclusive On Succession Planning 14 SightsIn Plus

By- Romesh Srivastava Sameer Nagarajan is currently working as Global Chief People Officer at Erba Mannheim, a global IVD company committed to providing Total Solutions for Clinical Diagnostics.  Prior to this, he was working as Global President- HR with Cadila Pharmaceuticals.  Sameer is a senior HR professional with over three decades of experience in leading the HR function while partnering businesses to growth and profitability. Before Cadila, he was working with Hindustan Unilever and Unilever in various capacities in India, Switzerland and Sri Lanka.  He completed an MBA in HR from XLRI Jamshedpur in 1988 and has a proven track record in Strategic Business Partnering and leading teams to deliver organizational outcomes. Previously, Sameer has also been associated with AstraZeneca Pharma, BPB India Gypsum, Microland, and Hindustan Ciba-Geigy.  Sameer is particularly interested in Organisation Efficiency and Talent Management with a specific focus on Capability Development and Leadership Development and has wide intercultural experience spanning Asia and Europe. Q. How do you see In order to be It is in fact one of the most succession planning in effective, succession pertinent questions to answer today’s context? Is succession planning has to be the in both an organizational and planning still relevant? joint responsibility a business continuity sense,   of the CEO, HR, because it enables businesses and key senior to confidently answer their A. Succession Planning leaders across the stakeholders when asked for (SP) as a concept has organisation. an assurance of survival in the been in vogue for several years long term. It is now even more now, comprising in its simplest relevant than ever, because it form the idea of answering the clearly conveys the following: question:     • To shareholders, that there “If this role was to fall vacant today, who would fill it?” is a longer term view on 15 September 2022 www.sightsinplus.com

Interview Sameer Nagarajan continuity in the business, Which roles to plan The reality is that there is a and we are playing for keeps; succession for – strong element of judgment in even a sudden mishap will not there is a dynamic succession planning. In that, it derail the business that suggests that is no different from any other all roles should be business process. Of course, • To high potential individuals, planned for, on the one seeks to minimize bias that there is a career path, that basis that all roles and stereotyping as much as reassures them that even while are critical in an possible (and that could be a today is rewarding, the future organisation. separate topic by itself), but is also being taken care of it is finally a decision-making planned at all times. process. One has to accept • To all employees, that there • The expectation that the that not every decision is fail- is demonstrable evidence that safe. Some errors may occur performance is rewarded and decision will be based on but as long as we learn from if they do well, they will be pure and objective data alone. them and move on, it is ok. considered for senior roles in the future • Whether one should communicate to the   individual concerned that they are identified as Q. Who is responsible for successors? There is a fear succession planning and what strategies can you use to assist in implementing effective succession planning?   A. In order to be effective, succession planning has to be the joint responsibility of the CEO, HR, and key senior leaders across the organisation. While conceptually it sounds simple, there are several issues that arise in the process of decision-making and implementation. Common issues in arriving at decisions are: • Which roles to plan succession for – there is a dynamic that suggests that all roles should be planned for, on the basis that all roles are critical in an organisation. In fact, this is not the case. Some roles can be filled easily by hiring from without. It is only the critical few roles, those that place the business at serious risk of discontinuity if they fall vacant for even a short period, , that need to have a successor 16 SightsIn Plus

sometimes expressed that this discipline to the process of • Potential. While this has may instill, in some members giving effect to a succession largely been an area of of the leadership, a sense of plan. For the successor to be subjective analysis, recent complacency and entitlement. able to effectively perform advancements have ensured But is this really the case? the role, there will be some that basis measurements It can be a strong case for training required and and assessments based on motivation and retention, and this may either be formal capabilities and competencies in fact for critical positions, classroom training or the – such as psychometrics, one would expect that the more on-the-job variety assessments, peer feedback, successors would be mature of role and project-based customer feedback, 360 enough to maintain a discreet learning experiences. This reviews, etc. – there is a silence and not take their own can be an input to the overall wealth of data available to growth and development L&D plan of the organization, support the judgment on a for granted. Again, this has thus tying the plan more person’s potential. to be viewed in the context deeply into business of the overall culture of the outcomes.   organization.   In the process of succession planning, there are several • Will the plan change every Q. How do you select supportive elements. The key so often? The answer to this employees for is of course to have reliable, is an emphatic “yes!”. The succession planning? consistent sources of data that business context today is   are nurtured over time. These VUCA and dynamic. The sources, internal and external succession plan needs to be A. The selection of the to the organization – such as reviewed as often as necessary employees who figure in customers, shareholders, peers, to ensure its relevance. A the plan is of strategic important. subordinates, etc. – can help good governance framework Broadly the following factors are form a composite image. needs to be built that ensures taken into consideration:   periodic review both in the   The second is to bring rigour light of contextual business • Age (in those countries where into the process and make sure needs as well as internal talent that the discipline is always situations. it is not a discriminatory maintained so that it does criterion). not seem as if it is a one-off • Related to the above, the exercise for the benefit of a review needs to be done at • Tenure i.e. length of service few stakeholders. There are the Board level, ideally. This in the organization (most also several excellent IT tools provides enough seriousness organisations rightfully available nowadays that help and gravity to the entire believe that there has to organisations and HR leaders exercise. A Board review can be some demonstrable collate, drive and lead the be done once a year and there performance for a length of process of succession planning. would ideally be one more time before the individual   review, done at the CEO and can be considered for a HR leader level, in the middle succession plan, so that it is Q. Any final words? of the year. not a decision based on a flash   in the pan. • All critical stakeholders A. Ultimately, taking risks should have a voice in the • Performance itself, as and betting on people in process. demonstrated by hard facts, a sensible and balanced manner numbers, changes driven, is key to the entire process of • Further, there is an entire innovation, and any other Succession Planning. criteria that the organization 17 September 2022 sees as critical to business gg success and role performance Thank you, Sameer! www.sightsinplus.com

Expert View Harjeet Khanduja Key Steps and Processes for the Succession Planning Succession planning is defined as a process of enhancing organization resilience to the attrition of employees holding critical positions. This is generally done by creating a talent pipeline for leadership roles and developing the identified successors to take up the roles over a period of 12 to 36 months. “I have always said if Harjeet Khanduja done by creating a talent there ever came a day pipeline for leadership roles when I could no longer Senior Vice President- HR, and developing the identified meet my duties and expectations Reliance Jio successors to take up the roles as Apple’s CEO, I would be the over a period of 12 to 36 months. first to let you know. What is Succession Planning?   Unfortunately, that day has Succession planning is defined Why Succession Planning? come. I hereby resign as CEO of as a process of enhancing Succession planning is done to Apple. As far as my successor organization resilience to the take care of REDS. Here is what goes, I strongly recommend that attrition of employees holding REDS mean. we execute our succession plan critical positions. This is generally   and name Tim Cook as CEO of a. Retention of Institutional Apple.” This was the resignation letter Knowledge of Steve Jobs in August 2011. Any organization The succession plan in the letter was not just a line. Steve had performs better if it is properly planned for it. As part able to retain Institutional of his succession, Steve set up Knowledge. Institutional Apple University in 2008. Apple knowledge gives an edge University is highly secretive as leaders and critical role and media-shy. However, it holders are able to make better teaches “What makes Apple, decisions at a faster speed. Apple”.   Apart from that, Steve worked b. Enhancement of morale hard to prepare Tim for the and retention CEO role. Tim was rotated to The second reason for doing multiple roles in manufacturing, succession planning is that it sales, distribution, and supply gives hope to the talent that they chain and then was trained for can grow with the organization. the CEO role with Steve Jobs. That enhances morale and gives a reason for people to stick with 18 SightsIn Plus the organization.

c. Dearth of talent coronavirus last year. All simple screening of the basics Somehow, the talent for this made Sebi even stricter like capability to deliver, about succession planning to positive attitude towards the critical positions is limited. safeguard investor interests. organization, and aspiration Over and above it is hard to   to take higher level roles. This find. Even when you are able b. More than just filling is followed by competency to spot the talent, it is even vacancies evaluation of the identified harder to attract the desired Pandemic brought Volatility, pool against the desired talent. Uncertainty, Complexity, competencies. The talent   and Ambiguity to life all which is groom-able and d. Specialized competency at once. This indicates that requires lesser time to reach development competencies required for the desired competency level is Despite Swiggy being there, future leadership positions are earmarked as a succession pool. people prefer to cook at home. going to be very different from   There are multiple reasons the current competencies. 3. Talent Development for doing that including taste, You don’t need succession Employee evaluation is touch, hygiene, digestion, planning just to fill the just diagnostics. It can tell economics etc. The same is vacant positions. You need to the potential areas for true for organizations. They develop your current leaders improvement. The real value can customize the specialized for the competencies of the comes from working on the competency development future so that they are able improvement areas. The considering their preferences, to retain the future avatar of delicate part of the exercise culture, hygiene, economics, their positions. is to ensure the buy-in and and acceptability.   involvement of the talent Key Processes pool in preparing individual Why Now? In simple words, the process of development plans (IDP). The question is why now? succession planning is BET for The IDPs may include job What has changed? Why has the future. rotations, mentoring, coaching, succession planning suddenly   leadership shadowing, and become a hot topic? Here are the 1. Business Assessment high-pressure assignments. two major reasons. Succession planning starts with     business assessment. Not for Internal competition boosts the a. Great Resignation and today, but for the anticipated value and intensity of succession business challenges of the planning. The effectiveness of Great push future. These anticipated succession planning further The great resignation has not challenges lead to identification increases by deploying a of critical positions. The job measurement system. Typical only affected the frontliners. design, competencies and measures used by organizations CEO attrition has grown organizational knowledge include Bench Strength, % IDP by 29% in the first quarter required to deliver the business completion, and talent pool of 2022. The salaries of the results are the first milestone of retention. IT executives have touched succession planning.   insane levels. A Deloitte   Finally study shows that 70% of 2. Employee Evaluation Tim Cook is successful and has executives are planning to The second milestone is to find been following the footsteps of leave their positions due to high-potential employees. You Steve Jobs in preparing a bench emotional health issues. The do not have to give electric of CEOs for his succession. market volatility and social shocks to the employees to That’s how succession planning pressures are responsible for find their potential. Pool works. the emotional health of the identification can be done by executives. Over and above, gg 40 listed Indian companies lost their CEOs due to www.sightsinplus.com 19 September 2022

Insights Devika Tandon Succession that Works Devika Tandon Most established In Short - Is Succession organizations have Planning Dead? HR Director, Hilti India succession slates - nicely Understanding why employees laid out documents with clearly are quitting provides valuable About the Author marked out successors, not just insights. According to a recent \"Ready now\" but also showing a McKinsey study which covered Devika Tandon is currently HR pipeline for the next 3-5 years. 12000 respondents across Director for Hilti India. With 15+ These plans can be detailed with countries including India, 41% some even hosted on the HRMS.  said that “lack of opportunity years of HR experience, she has But when positions fall vacant, for upward mobility” was the worked across a variety of roles are these slates really referred number 1 reason why they spanning generalist and centers to? Apart from HR, does an left. Especially the younger of excellence to consulting. Prior organisation even ask for a generation is looking for jobs to joining Hilti, she was the HR succession slate again to close that offer career advancement the vacancies? Even when – 40% of GenZ will accept a Leader for Commercial, R&D, movements happen according 5% pay-cut for a role that offers and Functions at AkzoNobel to the slate, are they happening better career growth, compared because of the succession slate to 26% of the overall workers.  India driving the people agenda. or just on their own and  later Thus, succession planning Devika also previously led the show up in fancy HR metrics is not only still relevant but of \"succession hit ratios\"? How could be one of key levers for L&D function at AkzoNobel for many leaders can we claim companies to retain Hi-Potential the IMEA region spanning 15+ have been homegrown as a employees in the long run. But countries and comprising 4000+ direct result of the succession for succession to go beyond exercise?  just being an academic exercise, employees. In the VUCA world when the HR teams must reinvent it, and entire organisation structure avoid the classic pitfalls listed 20 SightsIn Plus keeps changing every 12-18 below.  months, does that position on your succession slate prepared 6 months back even exist?  Moreover, with employee attrition projected at an average of 19% across industries, the average employee tenure has come down from 30-35 months to just 12-18 months. Where’s the time to groom people for future roles? 

Succession planning is not only still relevant but could be one of key levers for companies to retain Hi-Potential employees in the long run. Succession for Positions vs Succession Slate is Not the And for these experiences to Talent Pools End Goal happen, leaders must own the When the business Mapping successors is not and program. They can’t just put environment is so dynamic, cannot be the end goal, it’s the accountability on HR and succession planning for the start of a long process to ask them for a quarterly update specific roles is likely to fail. develop successors and facilitate on succession development This is why no one goes movements into target roles. actions. They must invest their back to the succession slate Keeping that focus right from time in providing the HiPos - because the context has the beginning means that HR with experiences. HR plays the changed and many of those drives the discussion to not just role of a facilitator, providing positions don’t even exist identify successors, but also structure and holding everyone anymore. Hence, except for clearly map out development accountable for commitments, very senior roles (CEO and needs of the candidates and but the action is all at the key CXOs), talent pools for a agree on clear actions.  leadership level.  group of roles/competencies deliver better ROI.  It’s All about Experiences Conclusion Talent pools allow the flexibility I’ve often felt that the way Why do all this when chances of to identify and groom talent HR lays out the “leadership success are low, and you aren’t for a bunch of related skills & development” journeys makes it even aiming at specific positions? domains. look like all the elements - MDP, What’s the point when you Thus, the talent can take up Self-Reflection, Coaching/ aren’t even filling up specific whatever role comes up first or Mentoring and Experiences positions? is the most preferred. This not (Shadowing, Deputation, ALPs, Internal candidates understand only makes the exercise more etc.) are equally important. Trust the organization better and relevant and flexible to the me, they are not.  have been tried and tested, changing needs of the business, One can’t learn swimming even if not, in the exact role but also has a better chance of by reading a book. So, while you are recruiting for. Thus, retaining HiPos.  MDP programs help provide positions cannot just get filled perspectives, they cannot be the faster, but chances of success 21 September 2022 center piece of your program. in the role may actually be Real development happens when higher. All this contributes to people get the business and better productivity and superior leadership experiences that are business outcomes.  lacking and keeping them away Aiming broader is the key. Even from the target role(s).  if 1 in 10 of your talent pool candidates takes up a role and Talent pools allow the ends up staying longer, consider that a success. Measure broader flexibility to identify outcomes like internal fill rate rather than succession hit ratios. and groom talent for  So, leaders, next time your succession plan fails, you know a bunch of related where to put the blame. skills & domains. gg www.sightsinplus.com

Interview Katja Schipperheijn Interaction with Katja Schipperheijn Author, Keynote Speaker, and Learning Strategist E xclusive On Succession Planning 22 SightsIn Plus

By- Romesh Srivastava Katja Schipperheijn is an internationally recognised author, learning strategist, guest lecturer, and keynote speaker on innovations that support learning and knowledge sharing from the symbiosis of humans and machines to achieve sustainable growth with a focus on engagement and well-being.  As an author, Katja gained international recognition with her inspiring and thought-provoking book Learning Ecosystems in which she does not shy away from hypes such as the Metaverse nor subscribes to old dogmas about learning and learning strategies. With this new book, she offers insights and tools that support a future-oriented strategy to grow from continuous improvement, together with employees, the organisation and society.  Besides her experience with multinationals, learning institutions and start-ups, Katja is also a philanthropist and author of Little Digital Citizens (Digitale Burgertjes published in Dutch) . More than 15,000 children have already participated in workshops about self-development and the future in an increasingly virtual world. Q. In the current scenario, but an important part of the innovations, have to offer how do you see the talent management process and today, multiple aspects of talent seriousness of organization’s continuous improvement. assessment (and subsequent in Succession Planning?   succession planning) can be   With what learning ecosystems, identified and evaluated on integrated learning and an ongoing basis.  In addition, A. Succession planning performance management skills and competency gaps can is and will become be identified and corrective increasingly important in times Succession planning action can be taken at very of accelerated change. Not only is and will become short notice through re-skilling to anticipate the (unexpected) increasingly and coaching.  Moreover, departure of employees and important in times organizations that align their managers, but even more so of accelerated business goals with performance to anticipate these changes change. management systems at the in a nimble and sustainable personal and team level can way. In this reality, succession more accurately measure the planning is therefore not just impact during unforeseen or a strategic (annual) exercise, www.sightsinplus.com 23 September 2022

Interview Katja Schipperheijn changing circumstances. grow within a company rather with CEOs to participate in   than going elsewhere to fulfil a leadership game using VR Succession planning is no longer their ambitions. These programs and AI to identify leadership a strategic, often annual, exercise increase employee morale and competencies, or should I say the from the highest echelons of retention, improve productivity, lack thereof. the organisation, but a vision of promote better decision-making,   continuous talent development. build better teams, and train It became clear to me that in This in turn has other positive future leaders a management this immersive or Metaverse effects that strengthen the style conducive to a positive environment, participants employer brand.  On the one work atmosphere. By prioritising were made comfortable with hand, it makes potential talent these programmes, organizations the uncomfortable in order to feel more connected to the demonstrate that they aim organisation, which increases to develop high-performing Leadership engagement and well-being, and employees, giving them a reason development often on the other hand, it makes the to dedicate their time and career makes the identification organisation more attractive for to the organisation. of future leaders more external talent, thereby reducing   visible and can identify recruitment costs. Leadership development often potential gaps in skills   makes the identification of and competencies. To summarize why I believe we future leaders more visible need learning ecosystems with and can identify potential gaps permanent succession planning in skills and competencies.   Innovations often open up new • With a tech-driven continuous possibilities in the process, as I learned during an experiment succession plan, your business I recently participated in. A is covered in the event one startup had invited me together of your senior staff members suddenly leaves to join another organization. • You will already be aware of which team members are ideal or suitable to take the lead with a well-considered succession plan, and • It ensures your brand identity is maintained, as you’ll be able to nurture internal candidates before the handover, aim to continue with what works in your organization, and avoid any surprises. Q. How do you see leadership development as important to succession planning?   A. Leadership development programmes offer employees the opportunity to 24 SightsIn Plus

achieve self-awareness. I admit I Q. What are the of the opportunities that was hesitant, but after I crashed interventions that innovation offers.  in the first round, I noticed that you will provide to enhance   in stressful situations I lost all leadership development and • Define the key roles that empathy for my team members succession? and only put my own interests   are eligible for Succession first (surviving the game).  Planning Something that I must confess A. Leadership development • Conduct the Talent Review could have happened in the real and succession planning Process, supported by world.  are an ongoing process with a technology and AI or not, and   holistic approach that considers assess the state of your talent Openness, being critical and an unprecedented future as • Identify who is performing, who dealing with other insights or much as possible. is ready for promotion, and who opinions, and talking about them   could be a retention risk are one of those competencies For this, I would go beyond the • Decide on the actions for that we as leaders should annual Talent Review Programs each individual (promotion, develop more.  And to return (TRP) where leaders and leadership development, to succession planning, I would managers meet to identify talent dismissal, ...) add that organisations preparing in a way that is not always free of • Inform the participants about for a world of ever faster change bias (which is very human).  One the outcome of the TRP also select future leaders on intervention I also suggest in and set up a common and other distinct human leadership my most recent book Learning shared action plan with clear competencies such as curiosity, Ecosystems,  is an executive deliverables empathy, optimism, creativity, workshop that looks holistically • Monitor the results on a resilience, and consilience. (The at the organization as a learning quarterly basis ability to see similarities in ecosystem. The first step is • Implement the TRP at least differences) to learn from past obstacles every year or problems by translating • Release budgets according to 25 September 2022 them into opportunities that development and innovation innovation can offer for the needs development of employees, the   organization, and ultimately society. Q. Any final words?     Q. What are the important A. Success planning and steps of Succession talent development Planning and how can are not isolated initiatives. succession planning be Organisations that want to grow implemented effectively nimble do so together with their within organizations? employees and use innovation   to support their well-being. In doing so, they use intelligent A. The steps I would technologies, or learning suggest go beyond what ecosystems, that generate the is within the scope of HR in data needed to make human many organisations today. decisions. It is a holistic and forward-   looking approach that involves Building learning ecosystems multiple stakeholders. However, like this requires a value-driven there are indeed some steps vision based on the principle of that should be taken for all continuous improvement. organisations today, regardless gg www.sightsinplus.com

Angela Ahrendts @AngelaAhrendts “Everyone talks about building a relationship with your customer. I think you build one with your employees first.” Indra Nooyi  @IndraNooyi “If you want to improve the organization, you have to improve yourself and the organization gets pulled up with you.” Doug Conant @DougConant “To win in the marketplace you must first win in the workplace.” 26 SightsIn Plus

Monthly HR Magazine Rattan Tata @Rattan_Tata “None can destroy iron, but its own rust can. Likewise, none can destroy a person but his own mindset can.” Timothy R. Clark @timothyrclark “Highly engaged employees make the customer experience. Disengaged employees break it.” 27 September 2022 KUNAL BAHL @1kunalbahl “Scale is important for a startup. Think big, but take one day at a time.” www.sightsinplus.com

Insights Shourya K. Chakravarty Paradigm Shift in Leadership for Tomorrow Shourya K. Chakravarty Chief Human Resources Officer, Aptech Limited The leadership of tomorrow will be more focused on ethics, empathy, empowerment and energizing. All of this will be woven around acceptance and use of transformative technology. About the Author The definition of cohesiveness and sense of leadership has evolved belongingness. This will call for Shourya K. Chakravarty is over the years and today, the development of certain the CHRO of Aptech Limited it is more situational than business-related competencies (a pioneer in the non-formal generic. In the post-COVID and skills which will be a key to world, the importance of leading ensure profitability, wholesome vocational training business is the pivot for productivity, growth and collective success. in the country with significant agility and humanity. The global presence). He has over 26 leaders of today have evolved The leadership of tomorrow years of experience in leading after going through multiple will be more focused on ethics, people strategy and its execution shifts and challenges – both empathy, empowerment and technologically and otherwise. energizing. All of this will be in diverse and progressive The focus has gradually shifted woven around acceptance environments. from Me to They to We to Us. and use of transformative With “Us” as the way forward, technology. 28 SightsIn Plus leadership for tomorrow will demand the building of Ethics: This has always been organizational relatedness, which the cornerstone of leadership is a combination of social and shall be so going into the

future. The behaviours of leaders authority and letting people Leadership for tomorrow and their words and actions in fail fast, thereby inculcating multiple situations are keenly a sense of responsibility and will call for increased observed and recorded by accountability in them. Leaders people and the same is emulated. have to believe that if you fail productivity by creating, Leaders will have to ensure fast, you realize fast, correct consistency and transparency in fast, action fast, reorient fast nurturing and encouraging their say/ do. They have to align – thereby succeeding fast. It their personal behaviour to that helps to rapidly progress in an environment of of the defined organizational achievement of the objectives. behaviours so that they can respectability and zero inculcate contextual alignment Energizing: One of the to facilitate growth. key facets of leadership for territoriality. tomorrow will be how effectively Empathy: Simply put, empathy leaders are able to energize their on #HarGharHunar, which can be defined as following people by building tenacity, recognizes that every youth the “aligned way”. This means boosting confidence, upskilling, in every house has talent. At doing whatever is best suited competency development and Aptech, we help our students for the organization. It calls for ensuring enhanced performance. and employees in nurturing and situational understanding and A leader is as effective as the channelizing their talent for explaining the context as well team they build and nurture. A success and future leadership. us being open to other people’s paradigm shift in leadership for viewpoints and perspectives. the future should be to focus Leadership for tomorrow will “My way or no way” is certainly on hiring inclusive people who call for increased productivity not the way anymore. Success bring unique competencies by creating, nurturing and in the future will depend on thereby enhancing capability. encouraging an environment how committed, collaborative, Leaders also have to consciously of respectability and zero communicative and cohesive develop people by ensuring territoriality. Irrespective of leaders are. purposeful alignment. their functional domains, leaders will have to focus on the overall Empowerment: Leaders must As an organization invested in employee experience and be decentralize decision-making to enhancing youth capabilities, conscious of the following make organizational processes Aptech has been a leadership aspects: more agile and robust. engine in ensuring that QUGs The trust in (Qualified Unemployed • Speaking to their people – people must be Graduates) are transformed politeness, courteousness, demonstrated into SEPs (Skilled Employable/ connectedness by genuine Employed Professionals). delegation of Millions of students have built • Treating their people their skills after undergoing – fairness, empathy, 29 September 2022 various courses offered and appreciation, dignity have made their mark as leaders in their respective fields. The • Responsiveness towards the House of Aptech focusses business requirements and people needs • Acceptance and celebration of failure • Living the values they profess – both individual and organizational • Learning, imbibing, practicing and propagating the use of advanced technology to simplify processes gg www.sightsinplus.com

Insights Jayeeta Sarkar Succession Planning Jayeeta Sarkar Challenges in 2022Head-L&D,HCL Healthcare About the Author A well-aligned and subjective process susceptible thought-through to human bias, both conscious Jayeeta heads the Learning & succession planning is and unconscious. Judging the Development function at HCL critical for organizations to potential of human performance Healthcare and comes with over ensure business continuity, and readiness for a new role is career progression, success, and based on a manager’s perception two decades of cross-industry achievement of business goals. and biases. We must have proper experience. She is a certified NLP As leaders we all believe in its data or more so the desire to fish practitioner and a Certified Coach. urgency and importance, out the data. however, implementing the   Known for her creative training same is a challenge. Here are Poor Mapping of Goals to methodology, she injects a catalytic some challenges that are being Skills: The new role may require seen in 2022. new sets of competencies blend of positive energy and and skills. The data is mostly resonant experiences throughout Lack of Readiness Data: One collected from performance cause for this, is qualitative appraisals and goal sheets. her training. Her leadership data, as business succession During the goal setting process qualities & ability to influence are planning, for most human the new skills and competencies perfectly suited for this critical HR resource managers is still a are not mapped or accessed. It's domain. 30 SightsIn Plus

imperative that organizations incumbent to the role as per Succession planning is mostly have well carved out competency market standards is very seen as the responsibility of models and mapping done on important to ensure the system is the HR function. It is high key critical business skills. effective. Consider this example, time now that the onus of   X is a great performer and we succession planning should Changing Dynamics: Today’s see that he/she can scale up not rest predominantly in the work dynamics post-Covid and be a great supervisor in the hands of the HR department. has surely seen a change in team. We keep assigning X work It must be a collective effort, work dynamics. The work and X delivers. All are happy. with the business team also environment is changing fast and Suddenly there has been attrition made equally responsible and so are opportunities. In many and the earlier supervisor leaves. accountable. organizations, managers do Management sees a position not map the career progression vacancy and promotes X to the rest predominantly in the hands road map with the career new role. However, doesn’t make of the HR department. It must aspiration of the employees. So, changes in the compensation and be a collective effort, with the while they may have selected benefits of X but changes the business team also made equally X role for an employee but the designation. Initially, X works but responsible and accountable. employee actually wants to do gradually looks for opportunities This should be the talk in every or aspires for Y role. Also, with and leaves. This proves to be the leadership meet and every many employees preferring to killer of succession planning. If leader in the organization should work from home, managers are the successors are compensated have a well-filtered second line. facing an additional challenge in adequately, this entire cycle will Even while hiring, leaders and identifying a willing successor.   be well-oiled, thereby reducing managers must not only hire for   the challenges. the position but they must hire Succession Induction: HR   for future potential as well. books talk of completely linked Managing Attritions: 2022   processes for induction to is the era of an apparent “post Opportunity Profiling: settle in. Then a structured KPI covid” world. The Great Many times, lack of providing process with a fair appraisal Resignation and the Big Quit are opportunities is an important and finally career progression. phenomena that are realities factor in not being able to identify In this journey an employee of today. The Pandemic taught talent for succession. Playing goes through learning and employees certain indelible life the part, once key potentials training. However, training lessons which contributed to are identified, they should be hours invested are not mapped making high attrition, a reality. given opportunity. It’s a great with career progression in the The rising gig economy has way to test various leadership organization. The employee exacerbated it. This is highly competencies like problem- ends up asking “am I generally likely to continue. Despite best solving, people management, and picking up skills or is there a efforts, attrition management very importantly, the Emotional complete plan to the process”. A may not work as desired by Quotient of the person. One correct way should be to identify the managers. Thus, we must would be surprised to see that the performers, identify roles be prepared for the same while playing the role we may available at expected timelines. by ensuring more potential find out new skills and latent Post that, have a career aspiration resources in the talent pipeline. talents. discussion and structure the     same with a good learning & Ownership of Responsibility: Effective succession planning development plan that follows Succession planning is mostly increases employee engagement the 70:20:10 principle. seen as the responsibility of and the overall employee value   the HR function. It is high proposition with an added The Comp & Ben Factor: time now that the onus of contribution to reducing Compensating the new succession planning should not attrition, thereby creating a tangible business impact. 31 September 2022 gg www.sightsinplus.com

Interview Sunit Sinha Rendezvous SWithunit Sinha Head of People, Performance and Culture (PPC) KPMG in India E xclusive On Succession Planning 32 SightsIn Plus

By- Romesh Srivastava Sunit has more than 24 years of experience in human resources. Prior to joining KPMG Sunit was working with Accenture Strategy as Managing Director – Talent and Organisation practice, where he engaged in large transformation engagements across Asia-Pacific and the Middle East. He has also built global consulting capabilities in geographies such as China, Indonesia and Latin America. He frequently publishes and is a speaker at industry conferences. His most recent research paper is on the impact of cognitive computing on workforce productivity in the future, discussing how leaders must adapt to AI in their teams. One of his keen areas of interest is in the application of human centered design thinking to help organisations tackle their most critical challenges in the areas of leadership, culture change and talent strategy. Sunit has also worked with Arthur Andersen and Mercer in the human capital field, M&A integration and talent consulting. In his leisure, Sunit enjoys blogging on contemporary interest issues ranging from military history and space exploration to geopolitics. Q. How do you see may or may not happen in 2 or 3 A few simple guiding principles paradigm shift in years from now. that may help – 1) Identify the succession planning within key roles which you need to organizations? Succession have a plan for 2) Be early in Planning has to identifying a “bench” of potential A. Succession Planning become far more leaders who can be ready to take has to become far more agile and dynamic on these roles – this cannot be a agile and dynamic especially especially as we static list – has to be kept dynamic as we have to be prepared have to be prepared and refreshed periodically – don’t for continued disruptions to for continued only rely on traditional annual business due to a myriad of disruptions to processes and 3) this is a business factors.  This disruption can business due to a led exercise not just something impact organizations in manifold myriad of factors. that the HR function has to drive.  ways including sudden loss of In fact, for C level roles in the critical leadership talent. Hence, case of public listed companies, you need to be ready now rather this needs to be on the agenda of than planning for something that the Board as well. 33 September 2022 www.sightsinplus.com

Interview Sunit Sinha Q. How do you explain the narrative on what “good” as a business process almost and ensure effective looks like from a career growth as a contingency for business succession planning? perspective, we will not see continuity robust succession strategies come 2) Do it early and often – you A. First and foremost, into play. This is the hard part never know when a Black realize that there is no that many organizations do not Swan event could disrupt perfect process or plan. But that address. your leadership bandwidth should not stop you from having 3) Involve the right level of one – and the most important Q. What are the five key stakeholders especially when facet of an effective succession aspects to consider it comes to the senior to top planning process is that you in developing an effective management roles have alternatives, you have a succession strategy? 4) Link your strategy to the Plan B and a Plan C and most business outlook – in terms importantly, you are ready to A. There are a few of the time horizon. Else change your approach quickly if principles which are non- you may set the wrong the context changes. negotiable: expectations 5) Be prepared to change your Q. What are the biggest 1) It’s not an option to be left to strategy if it’s not working. challenges in succession individual leaders – drive it Very often the best plans fail planning? as we make them too rigid A. In my mind the biggest Q. Any concluding challenge is that remarks incumbent leaders often resist the need or imperative to have a A. When it comes to succession plan for themselves. a process such as They perceive this as a zero Succession Planning, its sum situation which will make fair to say that for too long, them irrelevant or put their organizations may not future growth/ career at risk. have taken a deliberate and Unfortunately organizations intentional view towards need to spend far more time in thinking about this in an agile providing clarity to these leaders manner. Given increasing that their own future growth complexities of business and prospects are inextricably linked volatile talent markets, a one with them developing a strong size fits all or BAU (business as second line which allows them usual) approach will not work to move on and do bigger/ anymore. different roles.  The need is to have a design The other challenge is that thinking approach like a MVP career paths/ architecture (Minimum Viable Process) cannot be “one size fits all” and which is simple, flexible and unidimensional. Today most can be adapted quickly. Most organizations need to re-think importantly shifting the their career paths as horizontal ownership of doing this to and diagonal as well and not the business leaders involved/ just the traditional view of impacted is key to success. these being vertical. Unless leaders buy into this and change gg 34 SightsIn Plus Thank you, Sunit!

Insights Shivani Singh Succession Planning in the Age of Constant Change Shivani Singh Head – Talent Management and OD Hero Housing Finance About the Author While most To top it all, expert reports say organizations that innovations are making Shivani Singh, Head – Talent appreciate the need for skills obsolete faster, which Management and OD, Hero Housing effective succession planning, means even the most valuable few manage to do it well. talent today may start getting Finance. She’s an HR professional In a world that is undergoing obsolete day by day. with over 17 years of experience. constant change, businesses are With these changes already thrust with different comparison occurring, the single most Shivani is a business and HR points every second. The recent existential question for thought leader with deep exposure in pandemic and the following organizations today is – “How can - Talent Management, Organization attrition trends have further they ensure they have the talent with intensified the complex business the relevant skills in place to thrive Development, HR Processes, People environment. in the constantly changing future?” Practices, and Executive Coaching Power has shifted from and Leadership Development. She’s organizations to people. If Mckinsey reports that 70% passionate about aligning people and statistics are to be believed, the of organizations fail in their organizational capabilities to bring June 2022 report from Michael digital transformation Page suggests - a whopping journey. This is because strategy to life. 86% of employees in India are their approach is primarily planning to resign in the next based on technology 35 September 2022 six months, and 61% are willing infrastructures, process to accept lower salaries, no changes, customer promotions/or a pay raise for a journeys, cost impact, etc., better work-life balance, overall well-being and happiness. www.sightsinplus.com

Insights Shivani Singh This leads us to discuss the companies to let their business • Change: This is about having variables of the continuously strategies flow from this context. evolved change muscles changing business environment, And since succession planning like - leaning into volatility, and how the succession must also flow from the business inspiring, collaborating, planning process can evolve to strategy, it must be focused on empowering, not trying to lead complement the continuously the skills needed to thrive in the all the time but being humbly changing business needs. digitally transformed context, aware and comfortable in which brings us to the second not knowing the unknown, Acing the Rapidly variable – the skills of the future. and stepping back and being Changing Future a facilitator while allowing The hyperconnected digital world Skills of the Future empowered teams to work out may be perplexing, but the challenges Organizations today are new solutions. it presents are of our own making. struggling in a digitally It is thus in our control to address transforming context. • Driving business: The third them. To do so I believe we must Mckinsey reports that 70% of and most crucial element first address the three different organizations fail in their digital requires networking skills, but interrelated variables transformation journey. This identifying and developing impacting every organization’s is because their approach is new opportunities, providing stance and success - primarily based on technology new solutions, and taking infrastructures, process changes, calculated risks while • Context customer journeys, cost impact, maintaining integrity and • Skills etc., and they completely ignore the remaining resilient. • Way forward fact that digital change is not just about having digital infrastructure, The Way Forward - The Steps Context is Essential to but equally and as much about to Get to the Future Anticipate the Emerging having the right skills and mindsets. Once we’ve figured out the Trends and Connect the Dots But what are these skills? We can skills that our organization Whether it’s sales, customer think of these skills in terms of needs to thrive amidst change, service, supply chain, marketing, three pillars of digital context: having some framework around people process, etc., digital identifying those skills will give transformation has impacted • Agile: This requires us to be us a playfield to develop our every area of business. Today open, curious, willing to learn, succession process and better every company needs to think of reflect on our own strengths plan our talent pool. Here’s one itself as a technology company. and weaknesses, and embrace way we can think of mapping And if that’s the course future is and ready ourselves for the digitalized business context taking, then it’s imperative for change. with skills and behaviours. Skills -> Agile Change Driving Business Agility Self-secure, Humility Communication Clarity Learnability, etc. Traits Collaborative, Empowering Strategic Not a control freak, etc. Solutions-oriented, etc. Show-me it works attitude Open to suggestions Leverage market forces for Believe in incremental Humble to step back, yet business use Behaviors to be change participate as enablers Leverage team strengths to measured Expect early returns Adapt, explore, allow people drive outcomes Transparent to sharing to try, etc. Inspire teams to work with Let’s do it freaks, etc. creative conflicts, etc. 36 SightsIn Plus

This may be different for developing a future-looking from the outside, this can different organizations basis succession plan: also be organized from the their context but having internal talent pool, which something like this in place will 1. Fluidity: Considering the will also reduce external help them identify the talent future is exponentially recruitment costs, optimize with the relevant skill sets, dynamic, we need an talent utilization, and reduce develop them further and make indicative playfield that keeps attrition. the future talent pool ready shifting with the shifting to meet their needs. Taking business needs. 5. Future-looking, career this a step further we’ll discuss pathing – Organizations some of the methods that our 2. Spread across layers – The need to institute aspirational succession planning process future is not leader/role processes that spike up both must entail. reliant anymore. There’s retention and engagement very little that organizations rates and career pathing helps Succession Planning That Will can do if they have vacant with both. Work in Future critical positions across The first thing to keep in mind different layers of the 6. Line manager’s when creating a succession plan organization. By bringing responsibility – The for the future is to keep it future- different layers of the ultimate stewardship of focused. Rather than looking at organization within its succession planning must lie it from a role/position-specific folds, a succession plan will with the line managers. They perspective, we have to look at strengthen the key talent don’t develop people enough it from a future business skill pool bench for filling critical and depend on HR to do that. perspective. More than looking at vacancies for business HR here must only be the it from an individual talent lens, continuity from within. enabler. we have to look at it from a group and inter-group-talent lens. Some 3. Mirror business needs The Covid-19 crisis and mass of the questions that organization – Business strategies keep attrition threw organizations leaders can ask – shifting and re-adjusting into chaos and exposed to changing business their critical strategic gap. If • How does the individual scenarios. The succession organizational leaders are not skill play out in a group plan needs to echo the driven to have in place a well- setup? change if the strategy has to suited succession plan that be implemented. Therefore, factors in both internal and • Does the individual amplify having a fluid succession plan external market instability, the collaborative strength enables HR to pivot mid-way it might throw their business or is he/she a complete and mirror businesses’ agile projections out of the standout? capability needs. window. This is because the future is 4. Create an internal Therefore, as daunting and getting exponentially dynamic, marketplace – According to painful as it may seem, we and no one individual or group Josh Bersin, an ex-Deloitte must remember that businesses is sufficient in itself. Therefore, Partner and founder of today are like surfers who are the interplay of skills between The Josh Bersin Academy, constantly trying to balance different individuals and companies have been themselves on rapidly shifting groups is going to be the key to restructuring at lightning waves. Avoiding planning their amplifying creative solutions. speed. To keep up with critical skills (talent) pipeline will change, we need a smarter only make it more difficult to Here are some of the criticalities way to move the right people survive and thrive. that must be looked into when into the right role. Apart gg 37 September 2022 www.sightsinplus.com

Expert View Murad Salman Mirza Discovering The World Beyond Succession Planning Prodigious talent requires a healthy and supportive work environment for sustained excellence. Consequently, high potentials can be very demanding and persuasive as they realize the true extent of their worth to the organization. Murad Salman Mirza The Backdrop Corporate Management Succession Advisor & Global Thought Planning is increasingly Leader being viewed as an organizational imperative to ensure timely availability of qualified and competent candidates who can take up the reins of critical leadership positions upon the availability of relevant vacancies. It is generally seen as a proactive measure that marginalizes ‘Replacement Planning’ and hedges against the risk of a ‘Leadership Vacuum’ to ensure a steady stride in achieving strategic goals and objectives. Generally, key steps in the respective context are: 38 SightsIn Plus

Define within the realm of Talent Succession Management as follows: Planning Hiring and Orientation Goals This is the key entry point into an organization and has a ‘ripple Monitor and Identify effect’ for the other functional Evaluate Goal Key Leadership processes in terms of adjusting to Attainment Positions and the quality of the inducted talent. Mostly, organizations focus on Relevant the fulfillment of the available Requirements vacancy by emphasizing direct requirements, however, Develop & Conduct this ‘short sightedness’ often Deploy Suitable Comprehensive overlooks the prospect of employing ‘potential successors’ Succession Gap Analysis who have the basic ingredients Strategies that can be nurtured into the desired leadership traits. The Challenge system. The trivialized This foresight is required The aforementioned initiatives functional processes in the by both the HR/Talent are often tampered by a heavily respective context include: Management function and the skewed focus on streamlining Hiring and Orientation, Career relevant line manager with the process of primarily Guidance and Progression, unambiguous support of the Succession Planning. Normally, Employee Relations and senior management dedicated this is reinforced by relying on Engagement, Employee Exit to a progressive working the efficacy of the following Management. Let’s ponder environment. Otherwise, the aligned functional processes for these examples of elements adage of ‘garbage in, garbage producing ‘suitable’ potential out’ will create unhealthy successors from the available Prodigious talent reverberations throughout the talent pool: requires a healthy organization and exacerbate the • Performance Management and supportive work leadership crisis by straining • Reward and Recognition environment for the functional processes of • Training and Development sustained excellence. Performance Management, However, this frequently Reward and Recognition and alienates other functional Training and Development. processes necessary for the It requires proactively robustness of talent pipelines synchronizing desired traits with that are the backbone of a the specifications of the highest productive Talent Management position that can be attained within the relevant career path 39 September 2022 and astutely using onboarding to inculcate a conducive mindset that manifests into meeting/ exceeding behavioral and job performance expectations as a treasured member of the organization. In the words of Stephen Covey, ‘Begin with the End in Mind’. www.sightsinplus.com

Expert View Murad Salman Mirza Career Guidance and Employee Relations and brokers to secure their future. Progression Engagement Succession Planning suffers There comes a stage in every Prodigious talent requires a greatly in such situations and employee’s work life when he/ healthy and supportive work often requires rescue through she starts confronting their environment for sustained timely intervention from the top ‘career fears’ and indulges in excellence. Consequently, in terms of visibly supporting matching their own priorities high potentials can be very the functional head responsible with those of the organization to demanding and persuasive as for cultivating the next crop see if it makes sense to stay with they realize the true extent of of suitable leaders for the his/her current employer or look their worth to the organization. organization. In the words of for better prospects elsewhere. While organizations try to Maya Angelou, ‘I’ve learned that Such ‘cost-benefit’ calculations ensure that such ‘prized assets’ people will forget what you are a particular challenge for are secured against poaching said, people will forget what talent managers who need to from ravenous competitors and you did, but people will never ensure that the ‘High Potentials continue steadily on the available forget how you made them feel’. (HIPOs)’ do not opt for leaving career path through insightful the organization since it causes engagement strategies; there is Employee Exit Management major disruptions with respect also an increased prospect of One of the most overlooked to the Succession Planning ‘class warfare’ with respect to functional processes within the initiatives. This can become ‘talent differentiation’ which realm of Talent Management an acute problem, especially, can be waged by peers who feel is the way in which employee during uncertain economic marginalized. Their ‘internal departure is handled within the environment, disruptive dissonance’ can compel them to organizations and how it impacts changes in top leadership, creating an unfavorable work the potential successors. This emergence of agile competitors, environment for high potentials varies a great deal in accordance acidic organizational politics, by resorting to Machiavellian with the specific circumstances inevitable family pressures tactics. This can have a that prompt the departure of an and corrosive relationships debilitating impact on harmonious employee, e.g., someone retiring between supervisors and high employee relations as a rampant after a long and distinguished potentials. Therefore, it becomes grapevine takes precedence over career is generally given a fond imperative for organizations ‘ground realities’ and everyone farewell that can include a to implement strategies that jostles for reliable allies within party peppered with emotional ensure minimization of talent the senior management/power speeches and evocative attrition, especially, among those considered to be top prospects for critical senior positions. This can include timely mentorship from influential senior managers, frequent informal interactions, customizing benefits package within available resources, encouraging productive interaction at suitable professional forums with peers and healthy exposure to growth opportunities. In the words Franklin D. Roosevelt, ‘The Only Limits to Our Realization of Tomorrow will be Our Doubts of Today’. 40 SightsIn Plus

mementos, whereas, anyone who and honest review to curtail Figure Reference: https://lnkd. is fired may not even be accorded any derailment from strategic in/eab9yPxp the ‘privilege’ of an Employee imperatives. The aforementioned approach Exit Interview/Survey/ A more comprehensive and ensures that an organization Questionnaire to gain insightful fruitful strategy would be gains more stability, reliability feedback. Such marked to embrace and incorporate and consistency in its relevant differences in the application of systems thinking in terms of functional processes to divergent procedures resonate upgrading and synchronizing deliver the expected level of with employees in different all the interrelated functional performance with respect ways, e.g., high potential peers processes, i.e., move from to Succession initiatives and of a fired employee might feel Succession Planning to thrives under a strengthened increasingly insecure since the Succession Management. This Talent Management system. reason for which their colleague would involve the establishment This should be ultimately was fired doesn’t register with of service level agreements, taken to an ever higher level them as a serious transgression backed by appropriate policies/ of excellence where the claims and may have been used as an procedures, between process for being ‘world class’ can ‘excuse’ to ‘cleanse’ the workforce owners that include clear hold merit. Such a status can by influential quarters as a performance expectations be achieved by planting the consequence of an internal reflected through the relevant roots of Succession within the power struggle with rival KRAs and KPIs, at the point Corporate Values espoused factions. Consequently, they of ‘handshaking’ with each by the organization. Thus, may be forced to think about the other. The following illustration identifying, developing and ‘shaken’ security of their career depicts the respective transition: grooming potential leaders progression and contemplate the becomes an ‘ingrained exercise’ possibility of exiting in a more Succession Planning woven within the fabric of dignified manner. Measures (Process Focused) organizational culture. This to counter such deeply rooted enables the establishment of misgivings need to be handled Succession Management an ‘embedded nursery’ for very delicately since such (System Oriented) producing skilled leaders ‘psychological bruises’ are rarely who are not only critical to highlighted on any formal forum The efficiency and effectiveness ensuring a bright future for and tend to linger in whispers of the functional processes the organization, but also, between the corridors of power. involved at both the become worthy ambassadors In the words of Peter Drucker, aforementioned stages can be of the organizational brand. ‘The most important thing in refined by utilizing the following Such a move also converts communication is hearing what Deming Cycle: associated risks with having isn’t said’. competent leaders into competitive advantages, e.g., The Way Forward talent poaching is embraced The aforementioned examples instead of being feared since provide a sampling of tantalizing there is no shortage of skilled challenges that can derail even successors within the ranks the best of intentions behind and ‘fresh blood’ flowing Succession Planning initiatives. through the corporate veins Therefore, it is prudent to do ensures long term vitality, periodic ‘Quality Assurance’ of agility and relevancy in an the Succession Planning process increasingly unforgiving and take necessary corrective/ corporate world. This can preventive actions in a timely be visualized through the manner followed by an impartial following graphic: 41 September 2022 www.sightsinplus.com

Expert View Murad Mirza Core Phases of Succession Planning Healthy Presence of Competent Leaders Ensures the Robustness of The Strengthens the Talent Pipelines Talent Organizational Brand Magnet Invites Talent Poaching of Incentivizes Consistent Focus on Cycle Leadership Development Capable Leaders Creates Upward Movement of Reinforces the Achievement of Organizational Strategic Goal Quality Successors Cream of Fresh Talent Attached Generates the Need for and Included New Top Talent Created & Developed : Murad Salman Mirza Consequently, an organization Such a status elevates an THE PARTING WORD should eventually strive organization to being a role Evolution is a natural to achieve the position of model not only within its own phenomenon and organizations ‘Succession Leadership’ that goes industry, but also, in the wider that are prepared to timely beyond ‘Succession Management’ corporate world as an enviable synchronize their development and is illustrated as follows: focus for benchmarking. with the changing times are the ones with the best Succession Planning probability of assuring (Process Focused) continued prosperity. While others languish and anguish Succession Evolution is a natural over the question of survival; Management (System phenomenon and progressive organizations driven organizations that are by enlightened leaders continue Oriented) prepared to timely to redefine the boundaries of synchronize their success with the help of capable Succession Leadership development with the potential successors. In the (Culturally Driven) changing times are the words of Tom Peters, ‘Leaders ones with the best don’t create followers, they 42 SightsIn Plus probability of assuring create more leaders’. continued prosperity. gg

Insights Gargi Banerjee Gargi Banerjee Succession Planning: Managing Risk or Strategic HR Leader Managing Sustainability? With Multi Industry Succession Planning is key for long-term business Exposure sustainability and success. It fosters growth in future leaders and protects organizational health About the Author when key contributors leave. Gargi Banerjee, GPHR, SPHRi As the great resignation management is to mitigate the is certified as a Senior Global wave continues with a risk of vacancies in critical roles. recent trend of quiet Professional in Human Resources quitting haunting the workplace, What is Succession Planning?  (HRCI, USA) and an astute leader employees are leaving their roles In August 2013, Steve working in the strategic HR domain at unprecedented rates, often Ballmer abruptly announced that since last 15+years. She is currently unexpectedly and without much he would step down as chief warning. executive of Microsoft as soon as heading the Talent Management, The war for talent empowers his replacement could be found. Learning and Organization employees to weigh their Thus began one of the most professional options, resulting important CEO searches in the Development function in Gulf in large-scale talent loss for past decade—and a case study Pharmaceuticals Industries with organizations worldwide. Along in the dos and don’ts of senior responsibility for leading the HR & with that, there is a looming risk leadership succession. organization transformation both that a vacancy in a critical role Succession planning is the domestically and internationally. She cannot be filled satisfactorily process used to identify has worked with major multinational within an acceptable timeframe. replacements for high-level organizations like, Novo Nordisk, Fortunately, well-thought-out positions. It helps increase Johnson & Johnson, Amway, Reckitt and strategically positioned the availability of candidates Benckiser, Zydus Cadila group etc & succession planning make it easy prepared to fill critical roles having a strong sectoral knowhow of to plan for the unexpected and when your senior leaders Pharmaceuticals, Medical & FMCG replace top talent seamlessly. leave or retire. But succession The aim of succession risk planning is so much more than industries. www.sightsinplus.com 43 September 2022

Insights Gargi Banerjee simply picking replacements— of fact, HR must ensure that the in at board level but somewhere leaders need to understand how following pointers are taken care below so that they become open positions and bad hiring of and communicated well within accustomed to the organization’s decisions can potentially impact the organization culture before making the next the company.  step up. Others argue that An effective succession plan • Succession planning is closely bringing in outsiders at board equips identified successors tied to medium to long-term level should be done where with the skills and competencies business strategy and goals appropriate and that a failing needed in their future roles. By business, in particular, needs to using a customized development • Engaging the executive team recruit from outside and to be plan, organization can build and and senior leaders in the seen to be doing so, to satisfy promote employee growth and process investors. ensure that the successors make the right impact. Plus, Talent • Clearly defining the Nurturing internal talent- team won’t be scrambling to fill development of key talent and While many employers want open positions when top leaders related agendas to attract highly talented leave.  individuals from outside the • Ensuring that the staff organization for key or senior Why is Succession Planning So understand their role in the positions, there’s also the desire Important for Organizations? process and know what is to promote widely from the Specialised talent with right expected of them home-grown talent pool. This kind of cultural and competence is particularly so where there’s fitment is hard to find. More • Identification of business- a high degree of organization- so for an organization which critical roles at all levels within specific knowledge in business- is undergoing a massive the organization and not limit critical roles. transformation in business the succession planning only Some commentators believe that processes, culture and people to the leadership positions leaders developed from within practices. Talent shortage tend to be more successful than is a universal phenomenon The Debate Continues…. those brought in. They have regardless of industry or While we believe that every relevant operational experience, company. It is one of those top company should first master the understand cultural nuances, HR challenges which needs art of spotting internal talent and have benefited from in- constant planning, assessment and create succession plans house leadership programmes. and a robust implementation based on its current roster, muscle for better management. we also see value in external There are valid Succession Planning is key for searches for benchmarking and reasons to recruit long-term business sustainability comprehensiveness. Whether externally, especially and success. It fosters growth you’re shopping for a house at senior levels, to in future leaders and protects or for your next top executive, bring new ideas and organizational health when key comparative evaluations produce approaches. contributors leave. better decisions. Organization should design & follow the modern succession ‘Insiders’ versus ‘outsiders’- planning approach, with a broader There are valid reasons to recruit vision, greater openness and externally, especially at senior diversity, and closer links to wider levels, to bring new ideas and HYPERLINK \"https://www. approaches. However, many cipd.co.uk/knowledge/strategy/ organizations seem to rely either resourcing/talent-factsheet/\"talent too much on outsiders or too management practices. As a matter much on insiders, suggesting that it’s difficult to find the right 44 SightsIn Plus balance. It’s also sometimes argued that outsiders should not be brought

Succession planning can help futureproofing the business.  knowledge that are critical retain talented individuals 3. Identify key leaders- success factors for future. as they are aware of internal Evaluation phase opportunities to progress in their With the right approach to Step 4:  Consider high careers. It’s therefore central to succession planning, we can potential hi performer the internal elements of talent identify key employees and employees. management programs. top quartile talents with the Step 5:  Select the abilities to perform well in competencies individuals will Here are 4 top reasons why business-critical roles. Plus, need to be successful in positions succession planning is critical companies can ensure that the and to meet identified business to the business:  succession pool aligns with challenges. 1. Guideline for Capability the organization’s diversity & Development phase inclusion goals.  Step 6:  Capture the talent’s Building- The right 4. Promotes long-term interest and readiness to fill succession plan will guide planning & foresight- top roles understanding each the organization’s capability Businesses that aim for long- individual’s skill set, learning development plans and term success need long-term agility, role fitment and potential prepare employees for their plans. In the face of rapid Step 7:  Develop a pool future roles. A structured change, volatility, post- of talent to step into critical succession planning pandemic era, organization positions through targeted career framework highlights areas need a set of robust strategic development strategies. for growth within each plans to guide key actions. employee so they can develop With a thorough succession Conclusion critical skill sets, empowering plan, HR can create a path Succession planning helps to them to thrive now and in the to retirement for top leaders protect the company and bring future.   and ensure their expertise greater sustainability. Let’s face 2. Significant cost reduction and institutional knowledge it, top leaders may be swayed to recruit, hire & onboard are transferred to their to leave for higher pay or be talent -The resources used successors. affected by a serious illness, to recruit and hire top talent With clarity and focus, HR can for example. Whatever the will soar if you don’t have outline clear plans to equip, case, when top roles within the a plan in place. If top roles support, and lead the people organization go unfilled for too go unfilled for too long, in practices for future growth and long, the business success may desperation often companies eventually evolve as a successful be put in jeopardy. If we are are forced to make rushed and organization.   blindsided by top talent loss costly hiring decisions, only and have no backup plan, the to regret them later.  Checklist for Implementation, business is likely to face negative Hiring top talent typically Having a Blended Approach impact.  requires bonus offerings Of Clubbing Business Succession planning helps you and relocation costs. By Intelligence With A Robust shape the mindset that is key for shaping a talent pipeline, we Technology Backbone. continuity. While replacement can safeguard the return on identification is important, the hiring investment with Assessment phase succession planning promotes well-equipped and sound Step 1:  Identify significant big-picture growth. When successors.  business challenges in the next leaders continually think about When successors come 1–5 years. how certain events can affect from within the company, Step 2:  Identify critical the business, they’ll be more which reduces costs further. positions that will be needed to agile and resilient in the face of Companies can invest the support business continuity. unexpected events. money elsewhere—like in Step 3:  Identify competencies, reskilling and upskilling thus skills, and institutional gg 45 September 2022 www.sightsinplus.com

Insights Harini Sreenivasan Succession Planning – What’s Right and What’s the Risk? Harini The office was unusually on a 9-box grid and classified Sreenivasan chaotic one Monday anything between “Star Leader” morning as Anamika to “Useless Worker”. The Stars Partner, Semcostyle walked in. In her tenure as HR were identified as successors Institute India LLP Manager for the last 7 years, she to their respective managers had not seen anything like this. and their “readiness” for the About the Author She learnt that 3 high profile next level was filled in a form. Harini Sreenivasan, Partner- employees had announced their These documents were stamped Semcostyle India. A seasoned resignation and the impact was too “Confidential” and stashed HR leader with expertise in all sudden to handle. There were areas of HR across geographies speculations about retention away! Sounds including India, Middle East strategies, possible replacement normal? Then (GCC countries), Europe and candidates, and what not! Anamika stepped back in retrospect. What why the chaos APAC countries. Certified has caused this? What could have today? Design Thinking practitioner, been done differently? Let’s travel Hey! Wait! back in time along with Anamika Wait!! Transactional Analyst, and to find out. Wait!!! Behavior Analyst. A Maverick Flash back about six and half CHRO who believes in making years ago… Anamika has just Most organizations get it right settled in her role and the annual when it comes to the “What” of work awesome. performance appraisal was on. the process but may falter on Everything happened like a the “How”. Succession planning 46 SightsIn Plus ritual, time-boxed and triggered is not just about identifying by software. The process was successors and keeping them high-tech and low-touch, so waiting in the wings. much that she could hardly see anyone enjoying the process. She navigated through every step in this ‘annual ritual’ and reached the activity called succession planning. Today Anamika’s retrospection zoomed into this activity. It sounds so important for business continuity and yet it was being conducted mindlessly. Ironic, isn’t it? She recalled how it was done. Performance history of employees was looked at and their potential was judged. Each employee was assigned to a ‘box’

Take a look at the above process. the process but may falter on plan, but when the time The HR Team facilitated the the “How”. Succession planning comes to advance, the exercise with the respective is not just about identifying organization decides the role Head of Department. Fair successors and keeping them is no longer needed. enough, but in all this, where is waiting in the wings. For all you   the employee whose future and know waiting in the wings might The overall risk here is that it fate are being decided?? Does give them wings to fly away, just can damage the relationship this require transparency or like it is happening in Anamika’s between the successor and should it remain confidential? organization right now. leadership and erode trust. Is it a top-down activity or Readiness for the next role is Leaders should be prepared to should there be a focus on how not just a skill gap identified have transparent conversations the incumbent perceives it? by assessment centres. More about what has changed in the If the incumbent knew where important than that is what is business and share the growth she/he is heading, would it not on the incumbent’s mind about opportunities that are still have avoided the chaos today?? their career path. Here are a available to the employee. Anamika stopped with a jolt and few risks associated with the   almost cried out loud “Eureka!!!”. traditional succession planning Anamika made her notes – The She had found her answers! process – only way to mitigate these Succession planning is a risks is transparency about business-critical activity and 1. The incumbent is not planning and opportunities therefore not just an HR ritual. It interested in the year- can build trust, credibility, needs to be carried out keeping marked future role. A and engagement.  Convene a in mind principles that help highly talented employee group of all manager-and-above drive resilient organizations - may feel misunderstood employees and review their or undervalued if they are nine-box rating and readiness for • Transparency of processes identified for a role that future roles. Give them a chance • Busting bureaucracy doesn’t align with their career to hear from their peers who can • Building flexibility goals. offer fresh insights about them • Enabling multiskilling and their interactions. • Empowering innovation 2. The timing just isn’t right As a group, let them identify for both parties. High- specific developmental Most organizations get it right potential talent may be ready experiences, help raise each when it comes to the “What” of for their next opportunity other’s profiles and find stretch before the organization has opportunities to prepare 47 September 2022 a spot for them. While they themselves for future roles. may be encouraged by being Won’t it be a great, collaborative part of the succession plan, process to be part of because a hypothetical three-year the leaders would have worked window for advancement together to plan for the may not align with their advancement of their teams? career goals or their own After all, there is motivational sense of what they are ready value in having something and able to take on. specific to work toward, and having highly engaged, talented 3. Business changes could employees are rewarding mean an identified role is for the individual and the no longer needed. A high- organization……Anamika thus potential employee is told of started envisioning a new-age their place in the succession succession planning process. plan following the planning session. They progress gg through their development www.sightsinplus.com

Insights Sushma Bhalkikar How to Implement an Sushma Bhalkikar Effective Head-HR, GMR Succession Varalakshmi Foundation Plan Succession Planning is essential not only for leadership level or top-level managers but also for all the critical roles irrespective of level or grade; not only for roles where the incumbent is scheduled to retire but also for situations where there could be sudden departure or roles getting vacant overnight due to unavoidable circumstances. About the Author Organizations take many proactive measures Sushma Bhalkikar is currently to face disruption and Head HR for GMR Varalakshmi unforeseen circumstances to Foundation, CSR arm of the GMR mitigate various kinds of risks.   There are many unexpected Group. She has been associated events related to the external with GMR Group for more and internal environment, including that of human than 14 years and her previous resources; being prepared for all assignment was with Nagarjuna helps in business continuity. Fertilizers and Chemicals Limited   for 11 years. She has been a One of the critical challenges member of the Internal Committee is that of talent movement – voluntary and involuntary, for Policy Against Sexual retirements, or any unfortunate Harassment in other companies instance.   People are key to and now in GMR Group. 48 SightsIn Plus

the success of an organization.  Once an effective Succession Plan is in place So, when an employee in any it needs to be evaluated every now and crucial position leaves, there then. Regular talent reviews, integrating should be someone to step succession planning with annual hiring into that role soon.   Hiring strategy, talent mapping, focused efforts on and training someone is a L&D, etc., will prepare the organization for time taking process.   While smooth transition. it is mostly possible to hold the ground and carry on with be sudden departure or roles Review and Succession essential operations temporarily, getting vacant overnight due to Planning.  Nevertheless, a very to sustain in the long run with unavoidable circumstances.    A competent internal talent pool high-quality standards, there well-designed Succession Plan will be available when leaders must be a structured Succession in an organization helps develop constantly identify members Plan, so that the critical role and managers and leaders, who are in the team with high potential functions are not undermined.    groomed to take on future roles, and develop them.  Apart   whenever they become available.  from that, job rotation within The Need for Succession   or between departments, Planning in Organisations Usually planning for a successor reshuffling of responsibilities Succession Planning is essential is easy for retirals, but if a amongst the team members, or not only for leadership level or position becomes vacant job enhancement will prepare top-level managers but also for overnight due to some untoward people to manage different roles.   all the critical roles irrespective incident, grappling with not   of level or grade; not only for having anyone to manage that Once an effective Succession roles where the incumbent is role will put the organization at Plan is in place it needs to scheduled to retire but also for risk.  Hence the need to identify be evaluated every now and situations where there could all critical roles and develop a then.  Regular talent reviews, good Succession Plan.   integrating succession planning 49 September 2022   with annual hiring strategy, Preparing for a Simple yet talent mapping, focused efforts Effective Succession Plan on L&D, etc., will prepare Once talent is identified with the the organization for smooth potential to become successors, transition.   the next step is to invest in   learning and development.  Strategic Directions in Different programs and Succession Planning     interventions are required • Giving prominence to depending on the type of role, level, grade, criticality of the role internal talent over external in the organizational hierarchy, hires -It is very rare that and the timeframe when the identified internal successors successor is to occupy the are 100% ready for the position.   available roles.   However,   organizations should create Organization can use a culture of promoting many models for Talent internal talent.  When growth opportunities and career www.sightsinplus.com

Insights Sushma Bhalkikar prospects are created, it helps invest in self-development, Performance-Average retention of top talent.    For and whether there are any Potential or even High instance, to create a talent possible roadblocks to Performance-Low Potential.  pipeline at a CXO levels, the plan as successor – for   designating someone as Dy instance, an employee may • Assimilate new manager CXO and developing them be highly suitable, but if the into the new role - for the role is a good strategy role requires relocation or Sometimes there may not be as it helps organisation with extensive travel and if they an overlap in handing-over/ readily available resources and are unwilling, it will be a futile taking-over.   In such cases, the employees also are aware exercise and investment.   it is extremely important to that they are being groomed   assimilate the new managers for the next level role. • Strategize investment for into the new role.   Closely   developmental needs- While monitoring the transition, • Consider immediate step- developing leaders for the providing appropriate in successors apart from future, not everyone will be coaching, mentoring, long-term successors -For viewed on the same scale.    360-degree feedback, every critical role, there should Organizations need to make creating platforms for new be a resource who is able to considerable investments managers to connect with step in that role immediately in training employees, so the team etc., will help in whenever it becomes vacant.  there should be clarity on understanding the role and to It is important for smooth how limited resources are deliver responsibilities better.   functioning without causing spent.   Some crucial and   any major disruption.   important roles, developing Removing Any Possible Whenever retirement is known niche technical skills, dealing Roadblocks for Smooth or sometimes possibility of with leadership roles etc., Implementation separation is predicted, there may need more investment A good succession plan is when is enough time to plan for compared to other roles in we can identify right persons successors.   But for sudden the succession pipeline.   It for the right future roles, vacancies, some employees can be done based on where without any biases, familiarity should be developed as ‘ready the employees are placed issues or mixing up potential step-in successors’ who are able in the 9-Box matrix – it with performance.   Extra to manage multi-disciplinary helps to invest more in High care should be taken when the tasks providing cushion until Performance-High Potential management is looking for long-term successors are compared or medium successors with employees being identified.  performance-high potential present (superannuating cases   rather than Average- or preparing ready talent for • Communicate about the critical roles).   possible future growth Organizations need prospects to the employees- to make considerable Existing employees should Bringing in transparency investments in not make the learning journey is important in Succession training employees, difficult for successors or have Planning.  Having open and so there should be issues in handing over the honest conversations with clarity on how reins.   During this period, a employees about a possible limited resources lot of support is needed for the higher role and their growth are spent. new incumbent and constant prospects in the organization assurance that things will get will set clear expectations.   right.  Thus, making a well- It will also throw light to structured succession plan ready know their aspirations, for seamless implementation.   the extent to which they gg 50 SightsIn Plus