Employee Experts at BIMTECH's Art & Science of Developing Leaders, Building a Ladder of Growth with Succession Planning: Learnings and Experience share, Mumbai.

To share our ideas of building sustainable Leadership using Organizational Culture and Employee Service with Industry Thought Leaders and HR Practitioners, we will be present at the BIMTECH's HR Roundtable Conference in Mumbai, on 16th October, 2012. (

Employee Experts is being represented by Srini Mallampooty.

You can also follow us at Employee Experts

 Event Updates by Srini from BIMTECH's HR Roundtable Conference, Mumbai.

Dr. Yosho Verma, COO of LG India, made the following points about Succession Planning –

Succession Planning doesn’t always work in real life as the commitments and investments are huge to make it successful. Given the Organizational focus on Market Share and Profitability, this could be highly challenging.

However, the effort should be to mentor and train high potential Employees to become Leaders who could take on Roles, both Succession and New, as per the business needs.

The focus on building competencies is a meaningful one, but he highlighted the fact that we may not even know the competencies and skills that required for the future roles in the changing business scenario.

He mentioned that the shortage of Leaders in India and China is a result of Organizations not exactly knowing what competencies are required to those roles. In this context Succession Planning, Career Development or Training do not work.

The challenges are unknown, excellence parameters are constantly changing, and competencies required for a Role are changing……given this scenario the best way to enable an competitive Employee is to assign him/her into the role, empower him/her and let the Candidate learn on the job and grow.

He highlighted that ‘Accountability’ for the business results is the greatest tool for Leadership development.

He also shared his ‘Succession Planning’ implementation experience when he was managing the HR of LG India. For effectively implementing the process across the Organization, many times he had to get into the Line roles as a final decision point to resolve issues. And hence he feels it may not be a sustainable process over longer periods of time.

10 months ago

Rajan Dutta of RCOM, highlighted that Succession Planning gives a framework to develop Larders within the Organization and SP should be managed at all Levels.

However, the challenges for making SP work effectively are many –

Investment in development and managing SP is an issue as they the benefits are spread over long term and many times it is not easy to justify.

Fresh talent is required in the changing business context and that creates challenges in managing the internal aspirants.

In the short term and midterm, there is a real danger of increased attrition as the people who are in the SP for a role may leave creating a bigger problem within the Organization.

Commitment of the Organizational top leadership may be a challenge for the SP.

For successful and effective running of SP process in an Organization, the entire machinery should be put to work. The entire Organization should be involved, all should be bought in to the philosophy and idea of Succession Planning, Training and mentoring processes should be defined to get the Candidates ready for the new roles….

10 months ago

Vivek Paranjpe of Reliance Industries insisted that apart from theoretical modeling, Success Planning for a Role doesn’t work in real life scenario.

With the organizational growth, diversification, market conditions and workforce requirements the Roles will evolve and change. So planning for a Role succession may not be the right thing.

Instead, he argued, Organizations should focus on creating Leaders (holistic growth) and put efforts to create the bench strength and utilize it to manage the growth.

10 months ago

Yogi Sriram of LG expressed his views strongly that it is essential for the Organizational development and business continuity.

L&T follows it rigorously and it is part of the DNA of the organizational culture.

In the backdrop of other panel members expressing their doubts about the effectiveness of a Succession Plan for a Role against creating leaders, he insisted that SP should be done for a Role.

He mentioned that SP itself will act as a Process and Framework to assess talent, built and develop people for the future Organizational needs.

10 months ago

Additional points shared by Rajeshwari Murali from Aon Hewitt -

Holistic growth, as compared to traditional Vertical growth, is critical for grooming leaders. Holistic growth to cover geographical, cultural and functional diversity as it creates more collaborative and culturally sensitive Leaders.

Diversity exposure also drives innovation in the Organization.

As per Aon Hewitt survey more than 85% high performers demand diversity exposure for their growth. The ladder for Succession Planning and Career Development can be classified into 4 steps – 1. Emerging Leaders, 2. Operational Leaders, 3. People Leaders, 4. Strategic Leaders

Good Succession Planning creates more leaders than the Organization can accommodate and hence they may leave the Organization to pursue their own aspirations. The Organizations should not consider this as wastage of efforts as it significantly enhances their brand in the industry and society.

10 months ago

Rajeshwari Murali from Aon Hewitt shared following observations about Career Development and Succession Planning with respect to Gen Y workforce in India -

‘Career Growth opportunity’ ranks as one of the top 3 among Employee motivation and retention parameters.

Gen Y, which approximately makes up 57% of workforce, is demanding more visibility and clarity in their Career growth path. Integrating them into Succession Planning from the beginning is essential for success.

Right now, the Management focus on Gen Y from Career Development and Succession Planning is not sufficient.

Unlike previous generation of workforce, Gen Y is comfortable to grow horizontally and more and more of them are not getting into the Rat race of reaching the top. This is a new trend they are finding in Indian workforce.

10 months ago

What makes a Candidate most suitable to be part a Succession Planning? And, who is the best Candidate?

I think there are three important perspectives we need to look at -

1. The Leader or the Management Team should have personal belief in the Candidate. They should trust him/her. They should know the Candidate to a great extent at a person level, and be cognizant of his/her character and abilities. They should have a clear understanding of the Candidate’s weak and break points and should be comfortable with those points in context of their assessment of the future challenges the new Role will offer. Without this personal belief and trust in the Candidate, the chances of the Candidate succeeding the Succession Plan are very slim.

2. The Candidate should have Motivation and Commitment to the new Role he/she being considered and groomed for. Now, almost all the Candidates will raise their hands for this question. But the important aspect is to evaluate their Motivation and Commitment to the ‘Engineering’ dimensions of the new Role and not the ‘Romantic’ dimension. (I am using Robert Pirsig’s classification here.) Every higher Role comes with, what I classify as, ‘Romantic’ dimension – wine, dine, travel, publicity, etc., including the most dreaded option of delegating all problems to somebody down in the chain. The other dimension, ‘Engineering’ one, will have increased responsibility for success of more number of people in the team, making more number of critical decisions with less information, preventing more things from going wrong, etc. Those Candidates who have energy and enthusiasm to put in effort in ‘Engineering’ dimension of the new Role are the most likes to be successful in the new Role.

3. The Candidate’s ability to manage the Organizational Culture and Execution abilities. The skill and the knowledge required to run the business can be derived out from the team and external sources. But the ability to make decisions/take risks, ability to motivate the team and take them with him/her, and ability to foresee the outcomes and change directions accordingly cannot be outsourced. These are very personal skills/attributes the Candidate should possess and should be evaluated.

Any Candidate who sits in the intersection of these three perspectives will be the Best Candidate to succeed.

All Succession Planning exercises should evaluate these perspectives carefully along with any other method or process they adopt.

10 months ago

Great panel for the discussion today at the BIMTECH HR Roundtable -

Mr. Rajan Dutta, President-Corporate HR at Reliance Communication, Mr. Vivek Paranjpe Consultant and Strategic HR Advisor at Reliance Industries, Dr. Yasho Verma, COO at LG Electronics, Mr. Yogi Sriram, EVP for HR at L&T Ms. Indira Parikh, Founder President, FLAME Mr. Prashant Srivastava, Partner Aon Hewitt.

Looking forward for the evening discussion.

10 months ago

At the airport ready to fly out to Mumbai for the conference…..Interesting topic - ‘Building a Ladder of Growth with Succession Planning’.

Wonder how many succession plans are actually successful in real life? What would be its relevance, at least the way it is traditionally understood, in the current changing business scenario?

There are great examples of successful succession planning at GE and the last one at IBM. And I am sure there are more smooth leadership handovers at many companies that provide business continuity.

But, is succession planning a mere transitioning of responsibility from one person to the other?

Succession Planning, and Succession thereafter, should lead to growth (which probably happens in most of the successful transitions) and more importantly Advancement of the Organizational Culture so that there is a new purpose and preparedness to face the future business context.

That is the real question we need ask. These are the Examples we need to seek. In there are the Lessons we all can Learn.

I am eager to see what points are discussed and what new things we can learn from the Conference.

10 months ago



Event at


Event at