Framework Edit 2-2-17

Naza World Group’s 

SUCCESSION PLANNING & 

TALENT DEVELOPMENT FRAMEWORK 

1

SUCCESSION PLANNING & TALENT MANAGEMENT FRAMEWORK

“Today we operate in an environment which is 

increasingly competitive and demanding. It is 

no longer enough that we are good at what we 

do. 

In today’s business landscape, innovation, 

strategic mindset and entrepreneurial values 

are some of the key competencies which a 

company needs to drive its business forward.” 

Datuk Wira SM Faisal Tan Sri SM Nasimuddin, 

Group Executive Chairman & Group Chief Executive Officer 

i

Foreword 

Nearly 30 years ago, my late father, Tan Sri Nasimuddin 

SM Amin ventured into the automobile business due to 

his great passion for cars. It wasn’t an easy start and 

the years that followed were very challenging to say 

the least but with a clear vision on what he has set out 

to achieve and through years of hard work, my late 

father has developed a small family business into one 

of the largest conglomerates in Malaysia. 

As I reflect on our company’s journey, I am very proud 

of what we, as a company have achieved over the 

years. From our humble beginning as a small motor 

trading company, we have established a strong brand 

name in the market, ventured into the production of 

vehicles and expanded our partnerships with several 

prominent brands from around the world. 

At the same time, I am also mindful of the challenges 

which we face, both current and in the future. Today 

we operate in an environment which is increasingly 

competitive and demanding. It is no longer enough 

that we are good at what we do. In today’s business 

landscape, innovation, strategic mindset and 

entrepreneurial values are some of the key 

competencies which a company needs to drive its 

business forward. 

The Succession Planning and Talent Development 

initiative is our response to the new demands of doing 

business. We want to enhance the capability of our 

employees to ensure that they have the 

competencies which are relevant not just for the 

present but also for the future. We also want to groom 

new leaders so that our company will always be led 

by a strong leadership to steer our business to achieve 

greater heights in the future. 

This initiative is beneficial not just for the company but 

also for our fellow Nazarians who are involved and I 

would like to take this opportunity to extend my 

genuine appreciation to those who share the same 

optimism and have contributed to the successful 

implementation of this initiative. 

Datuk Wira SM Faisal Tan Sri SM Nasimuddin, 

Group Executive Chairman & Group Chief Executive Officer 

ii

“We only achieve what we do because of our 

people. Naza World’s success is because of the 

talent and dedication of Nazarians, working 

together for a common purpose.” 

Rozana Ismail 

Head, Group Corporate Human Capital Division 

iii

Foreword 

During his brief lifetime, Alexander the Great created 

one of the greatest empires in the ancient civilization. 

Considering his remarkable achievements, it was 

indeed tragic when he could not identify his successor 

in his last hours. Legend has it that when Alexander 

was asked to name his successor at his deathbed, he 

could only say “to the strongest” and we know from 

history that soon after his death, his great empire fell 

apart rapidly. 

This example is still relevant today to illustrate just how 

important it is to have a clear leadership succession 

plan in any organisation be it a business, a public or a 

non-profit organisation. Without a succession plan, 

companies face the risk of disruption to their business 

continuity and the inability to realise their planned 

visions or targets. 

These risks are real and could potentially hit us one 

day. We, in the Senior Leadership team are very 

mindful of the risks and have therefore embarked on a 

succession strategy for our company. We have added 

to this an equally important component of talent 

management. This two-pronged approach would 

ensure that we not only identify suitable successors 

but also focus on the professional 

development of our employees to create a wide pool 

of talents, from which the potential successors may be 

identified. 

We also want to put this Framework in place to ensure 

that we have a structured approach which is 

transparent and merits-based. The approach and the 

values which we have embedded into this Framework 

is important to reach an outcome which is just and 

fair. 

I am very honoured and delighted to lead and 

oversee the implementation of this important initiative. 

I want to express my appreciation to those who have 

supported this initiative and were involved in it. A lot of 

thoughts and work have been put into this initiative 

and I trust that this Framework would be helpful for 

interested parties involved in the succession process 

directly or indirectly. 

Rozana Ismail 

Head, Group Corporate Human Capital Division 

iv

About 

This Guide provides a broad framework to help Naza 

World Group identify critical positions and find 

potential successors for those roles within the 

organization. It also includes processes and templates 

that we hope will equip you with a variety of 

approaches to effective succession planning. 

This framework, therefore, is meant to serve as a guide 

and resource for management team, Human Capital 

personnel members and other internal stakeholders 

involved in part or in whole with the succession 

management and talent development process. 

iv

1 

Strategy & Aspirations 


Contents 

Foreword 

i – iv 

About 1 

Part 1 : STRATEGY & ASPIRATION 

• Succession & Talent Management Strategy 2 - 4 

• Objectives & Value Proposition 4 

Part 3: TALENT DEVELOPMENT 

• About Talent Development 25 

• Development Plans for Identified Talents 26 

Part 2; SUCESSION PLANNING 

• Introduction 6 – 7 

2a: Succession Planning Policy 9 

2b: Succession Planning Process 11 

• Step 1: Identifying the Critical Positions 13 - 14 

• Step 2 : Profiling of Critical Positions 16 

• Step 3 : Identifying the Talent Pool 18 - 22 

• Step 4 : Creating a Succession Plan 24 

Part 4: IMPLEMENTATION & EVALUATION 

• Implementation and Evaluation 28 

Part 5: STAKEHOLDERS, ROLES & RESPONSIBILITIES 

• Roles & Responsibilities 30 -31 

APPENDIX 

• Table of Content 33 

• Step 6 : Implementation and Evaluation 26 - 27

Naza World Group’s 

Succession & Talent Management Strategy 

Naza World Group’s Succession & Talent Management Strategy is developed to be in line with the Group’s Human Capital 

strategy, and importantly equips the Group to deliver its strategic goals through a talented and diverse workforce. 

Our vision is for the organisation to be populated by ready talents highly skilled and committed to realise our ambitious 

business goals. Against this vision, we have defined the following aspirations which underlies our talent strategy definition: 

Naza World Group 

Strategic Aspirations for Succession & Talent Development 

2 

Our Succession Management & Talent Development strategy is closely 

1 

aligned to the company's Strategic Plan to ensure that we deliver our 

key objectives 

Our human capital will have the confidence and capabilities to work and 

lead in diverse and challenging business environments 

3 

Our diverse people will work together and capitalise on their 

Individuality to innovate and excel 

It is against the above vision and strategic aspirations that we have defined the Group Succession and Talent Management Strategies. 

2

Our Talent Management Strategy comprises three inter-connected thrusts which together provide a structured approach for 

succession management and talent development. Our aim is to create the people capability needed for future success by 

developing talents for leadership, operational and service excellence. 

Talent Pipeline Readiness 

Leadership Capability 

Development 

Strategic Talent 

Management 

We will ensure that the organisation has a 

talent pipeline with readiness for future 

challenges by maximising the potential of 

our human capital. 

We will create a pool of robust and 

dynamic leaders capable of driving 

achievement of business results through 

great leadership. 

We will provide talents with the 

opportunity to realise their potential and 

develop their talents, through succession 

planning, advancement opportunities 

and structured development. 

Naza World Group Succession Management & Talent Development Strategy 

3

Objectives & Value Proposition 

Succession management influences how people 

across the company think about performance, 

potential, job assignments, career paths, staffing 

decisions, and employee development. Ultimately, 

succession management is about ensuring a 

continuous supply of high performing talent in critical 

positions. 

Traditionally, succession management initiative places 

emphasis on determining who would replace top 

executive position. However, in line with best practices 

Naza World Group’s Succession Management and 

Talent Development Framework encompasses a 

broader pool of critical positions. 

The key objective of this Succession Management & 

Talent Development framework is to define and 

streamline the approach and processes of succession 

planning and talent development in Naza World 

Group. 

Effective succession management will provide Naza 

World Group with an improved ability to maintain 

continuity of operations during leadership transitions 

with minimal disruption, delivering benefits to both 

individual employees by preparing them to be strong 

leaders, as well as to our organisation by facilitating 

smooth leadership transitions. 

Value Add of Succession Management 

A means of ensuring the organisation is prepared with a plan 

to support service continuity when people in critical positions 

exit the organisation 

A continuing supply of qualified, ready talents, which forms 

the ‘bench strength” of the organisation 

An alignment between organisation's vision and people 

strategy that demonstrates an understanding of the need to 

have the right human capital to achieve strategic plans 

A commitment to developing career paths for employees 

which will facilitate our organisation's ability to recruit and 

retain top-performing employees and volunteers 

Enhancement of Naza World Group’s “employer brand” or 

external reputation as an employer that invests in its people 

and provides opportunities and support for individual career 

advancement 

Communicating a message to all “Nazarians” within Naza 

World Group that that they are valuable 

4

2 

Succession Planning 

SUCCESSION PLANNING & TALENT MANAGEMENT FRAMEWORK 

13

Introduction 

Succession planning is a strategic planning exercise that seeks 

to ensure that an organisation has a pool of highly skilled and 

talented employees available and ready to step into senior 

leadership and other critical roles should the need arise. It 

enables an organisation to have business continuity and realise 

its business objectives. 

It consists of several processes that will guide an organisation to 

identify critical positions in the organisation, the current and 

future competencies (i.e., knowledge, skills, and abilities) 

individuals need to be successful in that position, and 

assessment of current talent to fulfill those roles to ensure an 

organisation’s business continuity. 

It also drives an ongoing, proactive dialogue between 

managers and senior executives that identifies and tracks key 

performers / high-potentials within the organisation. 

By implementing an effective succession planning process, Naza 

World Group aims to: 

• Proactively monitor critical talent needs and gaps for 

continued organisation growth; 

• Identify, develop and promote key talent and leaders; and 

• Improve the base of information about talent within the 

organisation. 

This section outlines the policy and process determined by the 

Group to achieve the above objectives. 

At the end of the process the organisation will have a 

comprehensive pool of talent to draw upon to meet current 

and future needs to ensure that the right person is in the right 

place, in the right position, at the right time. 

6

Key Elements of Naza World Group’s Succession Planning Initiative 

Identifying the bench strength 

within the organisation 

Putting the right people 

in critical and/or leadership positions 

Managing and developing 

a steady internal pipeline 

A systematic approach to look at 

current strengths and skill gaps at every 

level of the organisation. 

A fair and equitable process to assess 

employees potential in order to support 

future business needs 

Provide individual and career 

development opportunities to internal 

talents. 

7

2a 

Succession Planning Policy 


Naza World Group’s Succession Planning Policy 

• Succession Planning is used by Naza World Group to assess, develop and evaluate a talent pool of individuals and 

high potentials to determine their readiness to assume higher positions within a certain time frame. 

• The talent pool are willing and able to learn and occupy these higher positions. 

• The Succession Planning initiative is a method to help Naza World Group in preserving its information and 

knowledge that may be lost due to retirement and attrition. 

• Criteria for successor evaluation will be determined at the sole discretion of the company. 

• A developmental plan for high performing employees at various levels to undertake the next higher position would 

be provided for by the company. 

• An employee on a succession planning programme can be removed if he/she fails to upkeep the qualifying 

criteria. 

• NAZA does not commit to keep the potential successors informed of their role during the succession planning 

duration. 

• Being on Succession Planning Programme is no guarantee that a career progression will happen in the preplanned 

direction. 

9

2b 

Succession Planning Process 


Succession Planning Process 

The succession planning process focuses on defining 

requirements for critical roles and then identifying 

participants who meet these requirements. 

Naza World Group’s succession planning processes is rolebased 

focusing on specific roles that are considered 

critical to the current and future performance of the 

organisation. 

These pivotal or key roles can be strategic or operational, 

as well as developmental roles that are viewed as key 

“feeder positions” for providing employees with the skills 

and experiences needed to move into critical or pivotal 

roles. 

This framework provides a six-step process to help initiate 

succession management efforts, as well as detailed 

considerations regarding the approach to assess the 

leadership pipeline end-to-end implementation of effective 

succession management programmes with the goal to 

increase “leadership pipeline” or “bench strength”. 

This systematic approach begins with identifying succession 

requirements and culminates with implementing effective 

development programmes for successors or leaders. 

STEP I 

Identifying the Critical Positions 

STEP II 

Profiling of Critical Positions 

STEP III 

Identifying the Talent Pool 

STEP IV 

Creating a Succession Plan 

Naza World Group’s Succession Planning Process 

11

I 

Identifying the Critical Positions 


Step I: Identifying the Critical Positions 

Purpose 

Identifying critical positions is the starting point for the succession 

planning process. 

• Critical positions can potentially impact business operations 

(e.g., financial operation, process efficiencies, loss of 

institutional knowledge, etc) due to retirement, attrition and 

voluntary/involuntary separation. 

• A critical position is one that, if it were vacant, would have a 

significant impact on the organisation’s ability to conduct 

normal business. These positions may be Managerial, 

Technical or Support in nature. 

Approach 

• Develop or review the *Critical Position Criteria based on 

present business and operational requirements. Any 

existing Critical Position Criteria and Critical Position listing 

should be reviewed and validated for every succession 

planning exercise to ensure they remain relevant. 

• Obtain necessary approval for the said criteria 

• Identify and shortlist the Critical Positions across the Group 

based on the latest organisation structure 

• Obtain necessary approval for Critical Positions for the 

succession planning exercise 

* Refer to page 23 for critical position criteria 

Note: 

List of the latest approved critical positions is attached to this Framework as Appendix 1 

13

Selection Criteria For Critical Positions 

Strategic & Business Impact 

Stakeholder Relations 

Unique Nature 

of Position 

1. Business contribution of the position 

To what extent does the position plays a 

pivotal role to drive revenue and impact 

bottom-line financial results? 

2. Position’s contribution to the Company’s 

future 

To what extent does the position involve 

developing strategies, designing new 

products, or creating growth opportunities 

for the Company for the future? 

3. Relevance to core business 

To what extent is the position relevant to the 

Group’s core business, both in terms of 

operations and management? 

4. Strength of the product brand 

To what extent is the position important in 

representing the product brand? 

5. Relationship with Customers 

To what extent does the position involve 

relationships with internal & external 

customers 

6. Relationship with Customers 

To what extent does the position’s relations 

with key stakeholders affect company’s 

reputation and credibility? 

6. Position’s Uniqueness 

To what extent is this position unique to the 

company; such that it will be extremely 

difficult to recruit an external candidate? 

7. Specialised Expertise 

Is the position one that requires a very 

specialised set of skills, knowledge and 

expertise? 

14

II 

Profiling of Critical Positions 


Step II: Profiling of Critical Positions 

Purpose 

All positions have a requisite set of knowledge, skills and 

abilities that are expected of employees who are filling 

that function. Thus, knowing the success factors of a job 

is necessary to: 

• Establish the desired requirements for job success; 

• Create a baseline for assessing interested potential 

employees; and 

• Identify the appropriate learning and development 

opportunities. 

Approach 

• Job descriptions or role profiles offer a good 

starting point for the identification of the job’s 

success factors. Other sources could include, for 

example, interviews with senior management, 

immediate supervisors and other stakeholders 

who can offer insights on the profile requirements 

of every critical position. 

• Current incumbents of the positions may also 

have a good understanding of the competencies 

that are important for their roles. Interviewing 

present job holders may reveal critical 

knowledge, skills and abilities that potential 

successors should possess to assume those 

positions in the future. 

• Other considerations may include: 

• What are the specific behavioural and 

functional competencies that apply to a key 

job or group? 

• What competencies apply to all employees 

and groups? Are these competencies aligned 

with the Company’s vision, mission and 

values? 

• The Corporate Human Capital Division (CHCD) 

will create a *Position Success Profile for the 

positions within the organisation which are seen 

as critical. 

*Template is attached to this Framework as Appendix 2 

16

III 

Identifying the Talent Pool 


Step III: Identifying the Talent Pool 

Purpose 

The purpose of this step in the sucession planning process is to 

identify Naza World Group’s Talent Pipeline. The process shall 

focus on: 

i. Identification of potential talent pool who shall be assessed 

for potential and readiness for critical positions 

ii. 

Administering the assessment of potential talents to 

determine the Group’s talent pipeline 

At the end of this process, a Talent Pipeline would have been 

established, represented by a pool of talents who are either 

ready to assume critical positions, or high potential talents who 

shall undergo the appropriate structured development 

programmes to be ready for critical roles in the near future. 

The Talent Pipeline answers these 3 key questions: 

Which employees must be retained and 

grown (either vertically or laterally)? 

Which employees need to be engaged 

and developed? 

Which employee-related issues need to be 

managed and resolved? 

Talent refers to high performing and high potential 

employees, which the organisation would like to retain 

and develop for the future. 

18

ck on 

d top 

m t 

roval 

uence 

d 5 

Approach 

3(i) Identification of Potential Talent Pool through formal 

Assessment 

The following guidelines outline the steps which the Corporate 

Human Capital Division (CHCD) should take to ensure that the 

identification process is equitable, inclusive and without any 

prejudice or biases: 

*SELECTION CRITERIA FOR POTENTIAL TALENT POOL 

CATEGORY 

Discipline & Conduct 

CRITERIA 

No record of disciplinary cases or 

misconduct 

1. CHCD shall invite the incumbents of the critical positions to 

nominate potential talents and advise on the selection 

criteria. The nominations must be reviewed and shortlisted 

by CHCD against the Criteria for Potential Talents.* 

2. CHCD filters existing employee database and shortlist 

participants against the Criteria for Potential Talents. 

3. Prepare Potential Talent Database 

(Template is attached to this Framework as Appendix 3) 

4. Group the Potential Talent Pool by similar functions. Where 

possible, potential talent can be assigned to specific 

critical position or pool under skill groups/ job families such 

as Marketing, After Sales etc. for talent assessment purposes 

5. The list of nominees shall be presented to the Senior 

Leadership for review, deliberation and approval. 

6. The approved potential talent pool nominees shall undergo 

a series of assessments to determine their state of readiness 

and competency gaps. 

Qualifications 

Job Grade 

Years of Service/ 

Experience 

Performance Appraisal 

Rating 

Each participant must fulfill a minimum 

education requirement. Either a 

degree/equivalent in the relevant field. 

In special circumstances, a lower 

qualification may be acceptable if 

there is a compelling justification such 

as experience or attainment of 

specialised training. 

Job Grade of JG13 and above 

(exceptions can be made subject to 

management discretion) 

Impose a minimum tenure in their 

current position 

Impose a rating score for annual 

appraisal result 

19

Talent Performance & Potential Criteria 

It focuses on identifying high performing/high potential employees’ position on the Talent Pipeline 

Map. It also gives a reference and guideline to identifying low performers. 

Marginal 

Performers 

Either just meeting objectives 

or too often missing objectives 

Under 

Performers 

Current performance reflects an 

urgent and significant need for 

improvement 

Incompatible 

Values 

Current behaviour reflects a need 

to fundamentally and urgently 

change their approach to working 

High 

Performers 

“ At Level ” or with Potential 

Effective 

Performers 

Sustained Effective Performers 

Note: Performance must be high or 

better before Potential is considered 

relevant 

Future Leaders 

+ Professionals 

Highest Performers 

with Potential 

Sustained highest performers 

currently have the potential to move 

higher (one or more levels) within 3 

years 

Current Leaders 

+ Professionals 

Highest Performers 

“ At Level ” 

Sustained highest performers who 

we currently believe will most likely 

remain at their current level over the 

next 3 years 

“ Manage and Resolve “ Engage and Develop “ Retain and Grow” 

Sustained Lowest Performers 

Sustained Highest Performers 

20

Approach 

3(ii) Administering the Assessment 

a. About Assessment Centre 

There are a number of assessment methods to identify or 

assess the potential candidates once a pool of potential 

talents is finalised, as illustrated by the table below: 

• ‘Assessment Centre’ (AC) is a method of assessment that 

assesses thinking, behaviours, skills and potential of individuals 

through scenario-based simulations exercises and tests. 

• AC is built around a leadership and behavioural competency 

model designed to identify essential skills necessary for 

effective leadership and role fulfilment. They contain a broad 

range of non-threatening assessment techniques to promote 

willing participation. 

• The objective of the AC is to identify employee’s potential by 

assessing their behavioural competencies. As such, the design 

of the AC has to be effective to ensure successors and high 

potential leaders can be identified. 

• The findings from the AC shall highlight each incumbent’s 

competency gap and lead to the application of the 

appropriate Individual Development Plan to accelerate his or 

her advancement. More importantly, the information will 

provide the CHCD valuable insights to determine pipeline of 

successors and their readiness to assume higher position. 

• A combination of different methods shall be used to identify 

Naza World Group’s talent pool. 

Method 

Competency 

-based 

Interview 

Individual 

activity 

Psychometric 

profiling 

Group 

activity 

Role play 

Paired 

activity 

Presentation 

Objective 

Assess leadership capabilities, performance 

track record, and job fit 

A written activity with a series of scenario which 

requires the participants to read and respond 

individually 

Measure personality and leadership style and 

interpersonal needs 

Facilitated group discussion of a leader’s 

demonstrated capabilities, predicted potential 

and development requirements 

G a t h e r m u l t i p l e p e r s p e c t i v e s f r o m 

knowledgeable sources on leadership 

behaviour and job-related competencies 

Participants are required to work in pairs to 

respond to a business scenario 

Participants are required to review a case study 

or scenario and present the information 

required to the group 

21

Approach 

3(ii) Administering the Assessment (cont’) 

b. Design of Assessment Centre 

1. Create a competency/ activity matrix based on the 

competencies which have been identified during the profiling 

of the critical positions. 

2. Design the AC’s tools, process, schedule, activities and 

guidelines. 

3. The activities for the assessments are designed for a 

particular set of job grade or job functions e.g. individual 

activity/ presentation for senior job grades and group 

presentation for junior and mid-level employees. It is 

therefore essential that in assessments for large group of 

individuals that the groupings include employees of the 

same job grades. Employees of different job grades may 

be included in a particular group but the gap should not 

be too big. The following example illustrates this: 

Group 1: all JG 13 employees 

Group 2: JG 13 & JG 14 employees 

Group 3: JG 15 and JG 18 employees 

Coordination of the Assessment Centre 

• CHCD shall contact the individual employees to notify 

them about their respective sessions. 

• On the day of the assessment, the lead assessor shall 

brief the employees prior to the start of the assessment. 

• An individual assessor shall be assigned for each 

employee or a group of employees, depending on the 

activities. 

• The assessors shall take down notes during the 

assessments for the preparation of the individual report 

after the assessments. 

• Assessors shall prepare individual reports of each 

potential talent based on tests, activities and/or 

interviews undergone by the participants. 

Due to nature of Assessment Center, typically external help is 

required for design and facilitation. CHCD will source and 

appoint consultants or certified assessors for this step of the 

process 

22

IV 

Creating a Succession Plan 


Step IV: Creating a Succession Plan 

Purpose 

A succession plan documents the steps which will be taken to prepare the successors for future vacancies. It shows the current 

level of readiness for the talent bench and the development plans which have been identified to prepare the individual 

successors for the intended positions within the Naza World Group. 

Approach 

Identification of Successor Pool 

Identification of Successor Pools is the actual “matching” phase where a pipeline is created for each critical position. In other words, succession pools are 

finalised by placing high-potentials into a pipeline for roles. 

Detailed Steps 

1. Review the information gathered during the assessment: 

• Placement of employees on the Talent Pipeline Map 

• Psychometric assessment individual profile and report 

• Assessment Centre individual evaluation and results 

• Result comparison of the prospective successor’s competency (summary of the overall result) 

2. Determine the individual’s readiness based on: 

• Inputs from Step 1 

• Knowledge of the job requirements 

• Extent of the individual’s competency development before he/ she is ready to assume the target position (based on the analysis of competency 

gap) 

• The individual’s experience history and the relevance to the target role 

3. Capture the successor’s readiness to promote/ transfer on 

the Succession Readiness Worksheet (attached to this Framework as Appendix 4) 

• Ready now (RN) 

• Ready in One Year (R1) 

• Ready in Two Years (R2) 

• Ready in Three Years (R3) 

4. Complete/ Update the Succession Plan Matrix (attached to this Framework as Appendix 5) 

5. Review the Succession Plan Matrix to ensure that the information is correct and complete. 

24

3 

Talent Development 


About Talent Development 

A strategic succession planning exercise is based on learning and development to fulfil a talent’s potential, rather than 

merely suceeding a vacancy. Therefore, once the talents or successors have been identified, based on their interest and 

potential for success in a critical position, the Company must plan and ensure that these employees have access to 

focused learning and development opportunities. 

Talent Development Planning is where Naza World Group will match the right talent with the right growth opportunities, 

maximise the learning captured from those experiences and align individuals' goals with corporate priorities in order to 

ensure a lasting, robust pipeline of internal talent. 

Planning for Talent Development: Key Implementation Steps 

Conduct training and development needs analyses based on the successors’ 

Competency Profiles in order to identify strengths and weaknesses within the 

high-potential talent pool. 

1 

2 

Conduct one-on-one discussions with successors on their candidacy and 

development plans towards future roles. 

Consolidate plans in order to set up specific development programs (e.g. Firstline 

Management Development Program; Sales Management Development 

Program, Coaching & Mentoring, Job Shadowing, Short-term Job Assignments, 

Job Rotation etc). 

3 

4 

Monitor the implementation of the plans and developmental progress of the 

successor pool. 

25

Development Plans for Identified Talents 

• The plans should focus on decreasing or 

removing the gap between the required 

competencies and the current 

knowledge, skills and abilities of the 

individual. 

Example of Learning & Development Programmes 

for Naza World Group Talents 

• Explore several options of learning and 

development opportunities such as: 

• Job assignments that develop and/ or 

improve an individual’s 

competencies; 

• Job rotations; and 

• Formal training 

• Ensure that appropriate strategies are in 

place to support the transfer of 

knowledge to the individuals for the key 

positions, which can include: 

• Mentoring, coaching or jobshadowing; 

• Documenting critical knowledge; 

• Feedbacks from exit interviews; and 

• Establishing communities of practice. 

Notes: 

The examples above are not exhaustive and may include other programmes from time to time. 

26

4 

Implementation & Evaluation 


Purpose 

The final step in the succession planning process is to monitor 

and evaluate the strategies implemented to close identified 

and prioritised talent gap(s). It is important to regularly 

evaluate the succession planning process to ensure 

effectiveness. 

It is recommended that the succession planning efforts be 

measured and monitored: the relationship between inputs, 

activities, outputs, and outcomes; and impact of the process 

based on stated goals and objectives. Additional measures 

may focus on the framework functional strengths and 

weaknesses, and assessing gaps in developing succession 

candidates. 

Approach 

Sample Quarterly Metrics 

• How well are individuals progressing through their 

development assignments? 

• Progress toward development goals and career 

development plans. 

• Percent of candidates in a rotational position with a 

formal action plan. 

• Percent of candidates in cross-functional 

assignments. 

Sample Annual Metrics 

• Number of successful promotions into key leadership 

positions. 

• Percent of open positions filled. 

• Percent of turnover. 

• Diversity demographics of “talent pool”. 

• Percent of talent pool candidates that are “ready 

now”. 

28

4 

Stakeholders 

Roles & Responsibilities 


The Succession Management process is not merely a human resource initiative, but a strategic initiative which 

impacts the business & operations of the Group. Therefore, it is pertinent that internal stakeholders play their roles 

accordingly to ensure the realisation of succession management and talent development strategies and 

objectives. 

Executive Director / Group Executive Chairman 

The Executive Director/ GEC is the ultimate owner of Naza’s succession plan and talent management 

programmes for all positions that report to the Executive Director/ GEC and other identified critical positions. 

The Executive Director/ GEC should personally participate in the process including regular reviews and updates 

for the Company’s succession plan. The Executive Director/ GEC acts as a champion or ambassador to the 

process, including showing the Company’s commitment to the process and ensuring Succession Planning and 

Talent Management become embedded in the Naza’s culture. 

Senior Leadership 

The Senior Leadership’s should ensure that Succession Planning and Talent Management is embedded into 

Naza’s culture and are included as one of their key accountabilities. These responsibilities may include 

identifying high potential employees, conducting meetings with identified employees, assessing employee 

skills, knowledge and competency levels and assisting in the creation and execution of individual 

development plans for the high potential employees. Senior Managers should have regular succession 

planning and talent management update meetings with the GEC and the Head of GCHCD. 

Group Corporate Human Capital Division (GCHCD) 

GCHCD is primarily responsible for administering the Company’s Succession Planning and Talent Management 

Programme. Some of the main duties should include: 

• Collaborating with the Senior Leadership to develop the Succession Planning and Talent Management 

toolkit for use in the Company 

• Ensuring that the company’s Performance Appraisal system supports the Succession Planning and Talent 

Management Programme 

• Tracking and measuring progress of talent management (databases, reports etc.) 

• Facilitating talent review meetings with the relevant stakeholders 

• Assisting the management in evaluating potential talent 

• Providing templates, tools, etc. to assist in the process 

30

Managers 

Management staff (may include Supervisors/Directors) play a very important role in liaising between the Senior 

Leadership and direct support employees. This can include participating in talent review meetings, helping to 

identify potential talent, understanding employees’ future career goals and aspirations. Managers can also 

ensure effective performance appraisals occur where individual development plans are created to assist 

potential talent in developing to the required competency levels for career growth, as well as evaluating 

employee performance and progress on individual development plans. Managers should also participate in 

talent review meetings with the Senior Leadership to help identify potential talent and update on individual 

development plans. 

Employees Employees who are interested in their career growth should take ownership of their future by 

actively seeking out opportunities for skill and knowledge growth. This can be done by learning about the 

critical positions in the Company and having discussions about their interest with their manager. Employees 

should feel able to discuss their career aspirations and interests with their manager and develop mutually 

agreed on individual development plans as part of the performance appraisal process. Employees should 

also seek out professional development opportunities in partnership with their managers/ superiors. 

31

5 

Appendix 


Appendix of Forms & Templates 

No Title Reference Page 

1 Approved Critical Positions 

2 Position Success Profile 

3 Potential Talent Database 

4 Successor Readiness Worksheet 

5 Succession Plan Matrix 

Sucession Planning 

Process: Step1: 

Identifying the Critical 

Positions 


Process: Step II: Profiling 

of Critical Positions 


Process: Step II: Profiling 

of Critical Positions 


Process: Step Iv: 

Creating A Succession 

Plan 

22 

25 

28 

32 

33

For further information refer to: 

Group Human Capital Division 

Naza World Group 

Lot 1, Jalan 51A/221, 

Seksyen 51a, 

46100 Petaling Jaya, 

Selangor, Malaysia 

E : info@nazaworld.com.my 

T : +603 79532888 

F : +603 

First version 2016 

Published by 

Naza World Group Sdn Bhd 

Developed by

Framework Edit 2-2-17

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