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4 Implementation & Evaluation SUCCESSION PLANNING & TALENT MANAGEMENT FRAMEWORK
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
Page 1 and 2: Naza World Group’s SUCCESSION PLA
Page 3 and 4: “Today we operate in an environme
Page 5 and 6: “We only achieve what we do becau
Page 7 and 8: About This Guide provides a broad f
Page 9 and 10: Contents Foreword i - iv About 1 Pa
Page 11 and 12: Our Talent Management Strategy comp
Page 13 and 14: 2 Succession Planning SUCCESSION PL
Page 15 and 16: Key Elements of Naza World Group’
Page 17 and 18: Naza World Group’s Succession Pla
Page 19 and 20: Succession Planning Process The suc
Page 21 and 22: Step I: Identifying the Critical Po
Page 23 and 24: II Profiling of Critical Positions
Page 25 and 26: III Identifying the Talent Pool SUC
Page 27 and 28: ck on d top m t roval uence d 5 App
Page 29 and 30: Approach 3(ii) Administering the As
Page 31 and 32: IV Creating a Succession Plan SUCCE
Page 33 and 34: 3 Talent Development SUCCESSION PLA
Page 35: Development Plans for Identified Ta
Page 39 and 40: The Succession Management process i
Page 41 and 42: 5 Appendix SUCCESSION PLANNING & TA
Page 44: For further information refer to: G

Framework Edit 2-2-17

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