Preparing for the Future: Planning for Retirements Instead of Reacting to Them
8 June 2011
Read by 2104 persons
Any successful company needs a medium-term vision, particularly regarding recruitment, mobility, career management, and training.
"This year, I had to manage three retirements in addition to an assistant going on maternity leave. I struggled to find replacements," explains this manager. The head of a consulting firm also had a similar experience. "My company was growing year after year. I couldn't manage this growth alone. I promoted one of my employees to the position of deputy director. She had the potential, but the results weren't there. Maybe I didn't support her enough in her new role." Many companies experience these situations, which can reduce their performance due to a lack of sufficient advance preparation.
Until recently, workforce and skills planning (GPEC) was not a major concern for many companies due to a stable economic environment. Today, this is no longer the case. Because the world is changing and the business environment is evolving, a proactive approach is now necessary. To ensure the continuity of the company, it is important to have medium-term visibility in terms of recruitment, mobility, workforce and career management, training, etc. "This is a major strategic challenge and a priority for HR departments in what can be considered a new battle for businesses," explains Hassan Chraibi, consultant and CEO of Ingea Conseil. Any company seeking high performance must therefore prepare for succession at all hierarchical levels of the company. This involves using systems to identify and manage high-potential employees and a well-thought-out recruitment strategy. There is no shortage of tools to identify and support high-potential employees. "Peer review," "assessment centers," "balanced scorecards" evaluation techniques, there is a whole range of techniques that can be used alone or in combination.
For example, to facilitate vertical mobility, companies like Renault have opted for career committees, including the CEO and members of the management committee (see interview with Mohamed Bachiri, Group HR Director of Renault Morocco, on page 4). "Today, all management levels can be involved in succession management. We bring together selected candidates for promotion to a higher level in a pool of high-potential employees, even without immediate vacancies," notes Mr. Bachiri. In this group, a list of potential successors for each position (generally three people) is drawn up well in advance.
"Each case is handled by the committee. During performance reviews, we also gather everyone's expectations to implement appropriate actions. Thanks to this pool, we accelerate the development and careers of employees to prepare them for their intended roles," explains the Group HR Director of Renault Morocco.
Like Renault, many companies, especially multinationals, have implemented this type of system. At GlaxowSmithKline Morocco, for example, three types of profiles are identified to take over. First, junior managers who are able to fill middle management positions in the medium term, senior managers expected to fill central director, site director positions in the medium term, and leaders expected to fill positions of responsibility internationally.
Several selection criteria are used. To qualify for new responsibilities, an employee must demonstrate excellent performance and very good behavioral qualities. A coaching manager training program for all senior and intermediate managers has been implemented so that everyone can manage high-potential employees within their unit.
Knowledge transfer is a motivator
HR departments emphasize that selection is generally done carefully, paying attention to the balance between services or departments. Mastering the promotion process is also essential. "You must go through important steps to reach the desired position, just as the company must regulate requests that are sometimes disproportionate to the individual's potential," warns Mr. Bachiri.
That said, proactive management or a succession plan is primarily based on knowledge transfer, stresses Hassan Chraibi. Such an approach offers several advantages for the company, the mentor, and the mentee. Even if the goal is not vertical promotion, "knowledge transfer is a motivator for employees," explains Mohamed Bachiri. Succession planning is not only of interest to large companies, but also to SMEs. For the latter, it is not only a matter of identifying high-potential employees and preparing for succession, but also of fostering conditions for growth.
More broadly, the message conveyed by effective career management is clear: it is a way to retain the best talent and a tool to attract more and more talent.
Published June 8, 2011
Posted online June 9, 2011
Lavieeco.com
"This year, I had to manage three retirements in addition to an assistant going on maternity leave. I struggled to find replacements," explains this manager. The head of a consulting firm also had a similar experience. "My company was growing year after year. I couldn't manage this growth alone. I promoted one of my employees to the position of deputy director. She had the potential, but the results weren't there. Maybe I didn't support her enough in her new role." Many companies experience these situations, which can reduce their performance due to a lack of sufficient advance preparation.
Until recently, workforce and skills planning (GPEC) was not a major concern for many companies due to a stable economic environment. Today, this is no longer the case. Because the world is changing and the business environment is evolving, a proactive approach is now necessary. To ensure the continuity of the company, it is important to have medium-term visibility in terms of recruitment, mobility, workforce and career management, training, etc. "This is a major strategic challenge and a priority for HR departments in what can be considered a new battle for businesses," explains Hassan Chraibi, consultant and CEO of Ingea Conseil. Any company seeking high performance must therefore prepare for succession at all hierarchical levels of the company. This involves using systems to identify and manage high-potential employees and a well-thought-out recruitment strategy. There is no shortage of tools to identify and support high-potential employees. "Peer review," "assessment centers," "balanced scorecards" evaluation techniques, there is a whole range of techniques that can be used alone or in combination.
For example, to facilitate vertical mobility, companies like Renault have opted for career committees, including the CEO and members of the management committee (see interview with Mohamed Bachiri, Group HR Director of Renault Morocco, on page 4). "Today, all management levels can be involved in succession management. We bring together selected candidates for promotion to a higher level in a pool of high-potential employees, even without immediate vacancies," notes Mr. Bachiri. In this group, a list of potential successors for each position (generally three people) is drawn up well in advance.
"Each case is handled by the committee. During performance reviews, we also gather everyone's expectations to implement appropriate actions. Thanks to this pool, we accelerate the development and careers of employees to prepare them for their intended roles," explains the Group HR Director of Renault Morocco.
Like Renault, many companies, especially multinationals, have implemented this type of system. At GlaxowSmithKline Morocco, for example, three types of profiles are identified to take over. First, junior managers who are able to fill middle management positions in the medium term, senior managers expected to fill central director, site director positions in the medium term, and leaders expected to fill positions of responsibility internationally.
Several selection criteria are used. To qualify for new responsibilities, an employee must demonstrate excellent performance and very good behavioral qualities. A coaching manager training program for all senior and intermediate managers has been implemented so that everyone can manage high-potential employees within their unit.
Knowledge transfer is a motivator
HR departments emphasize that selection is generally done carefully, paying attention to the balance between services or departments. Mastering the promotion process is also essential. "You must go through important steps to reach the desired position, just as the company must regulate requests that are sometimes disproportionate to the individual's potential," warns Mr. Bachiri.
That said, proactive management or a succession plan is primarily based on knowledge transfer, stresses Hassan Chraibi. Such an approach offers several advantages for the company, the mentor, and the mentee. Even if the goal is not vertical promotion, "knowledge transfer is a motivator for employees," explains Mohamed Bachiri. Succession planning is not only of interest to large companies, but also to SMEs. For the latter, it is not only a matter of identifying high-potential employees and preparing for succession, but also of fostering conditions for growth.
More broadly, the message conveyed by effective career management is clear: it is a way to retain the best talent and a tool to attract more and more talent.
Published June 8, 2011
Posted online June 9, 2011
Lavieeco.com
