Tuesday, 27 September 2011

Competency-based Job Profiles: What Are They Good For? (Continued)

Succession planning and leadership development includes all of those HR processes needed to ensure that there is a pool of qualified candidates ready and able to assume key roles with the organization as they become vacant. Typical elements include: the forecasting of movement and position vacancies within the organization; the definition of the competency requirements for the various key roles and levels; the regular assessment of current employee competencies against the requirements and predicted vacancies; and, the planned movement (e.g. career assignments) and development of employees (e.g. formal development programs; mentoring; self-directed learning; etc.) to prepare them for future roles and levels within the organization. Succession planning differs from career management in the extent to which the activities are employee versus organizationally driven.

While the organization is responsible for providing the structures, tools and processes to support effective career management it is typically an employee-drive process – in other words, it is up to the employee with the assistance of his/her supervisor to take advantage of the structures, tools and processes the organization has in place to advance in his/her career. While all employees must take responsibility for planning and managing their personal careers, succession planning tends to be a more proactive organizationally driven program of activities on the assumption that having vacancies in key roles would leave the organization vulnerable.

This post is based on content from 'Framework for Competency-based Management' by Human Resource Systems Group, Ltd

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