Case studies on SUCCESSION PLANNING and JOB DESCRIPTION

1. Case studies on SUCCESSION PLANNING and JOB DESCRIPTION PREPARED BY: Pervez M R Khan (012) PREPARED FOR: Professor AKM Rafiqul Islam

2. Sequence • SUCCESSION PLANNING • JOB DESCRIPTION- Example of my job description.

3. Case studies on SUCCESSION PLANNING and JOB DESCRIPTION

4. SUCCESSION PLANNING

5. Succession planning enables our organization to identify talented employees and provide education to develop them for future higher level and broader responsibilities. Succession planning helps us "build bench strength." Succession planning helps us decide where people belong on the bus. Definition: Succession planning is a process whereby an organization ensures that employees are recruited and developed to fill each key role within the company. Through our succession planning process, you recruit superior employees, develop their knowledge, skills, and abilities, and prepare them for advancement or promotion into ever more challenging roles.

6. KEY BEST-PRACTICE INSIGHTSDeploying a Succession Management Process • Best-practice organizations make succession planning an integral corporate process by exhibiting a link between succession planning and overall business strategy. This link gives succession planning the opportunity to affect the corporation's long-term goals and objectives. • Human resources is typically responsible for the tools and processes associated with successful succession planning. Business or line units are generally responsible for the "deliverables" -i.e., they use the system to manage their own staffing needs. Together, these two groups produce a comprehensive process.

7. Technology plays an essential role in the succession planning process. Ideally, technology serves to facilitate the process (make it shorter, simpler, or more flexible) rather than becoming the focus of the process or inhibiting it in any way.

8. Identifying the Talent Pool • Best-practice organizations use a cyclical, continuous identification process to focus on future leaders. • Best-practice organizations use a core set of leadership and succession management competencies.

9. Engaging Future Leaders • Best-practice organizations emphasize the importance of specific, individualized development plans for each employee. • Individual development plans identify which developmental activities are needed, and the "best practice" firms typically have a mechanism in place to make it simple for the employee to conduct the developmental activities. Typically, divisional human resource leaders will monitor employee follow-up in developmental activities.

10. Best-practice partners rely on the fundamental developmental activities of coaching, training, and development most frequently and utilize all developmental activities to a much greater extent than the sponsor organizations. • In addition to traditional executive education programs, best-practice partners increasingly use special assignments, action learning, and web-based development activities.

11. Monitoring and Assessing the Program • Best-practice organizations develop methods of assessment to monitor the succession planning process. These methods vary according to business goals and company culture.

12. Keys to best practice succession management Succession management is playing an increasingly important role in many organisations. However more holistic and strategic approaches often elude both HR professionals and executives. Robert Fulmer examines the evolution of succession management and rev eals how a number of best practice organisations are leading the way We’re currently witnessing the impact of an emerging new breed of succession management systems. Contemporary systems no longer think just about the replacement of talent, but also focus on development. These new approaches take a more systemic approach toward an organisation’s human capital.

13. Best practices: metrics Sonoco Products Company does not perform any statistical analysis of its succession planning process. Instead, its HR department supports a functional measure of the system to determine whether candidates are being placed in appropriate open positions and whether they are successful in those positions. When the company implemented its process, divisions reported a 75 per cent saving in time, compared to time spent in previous years. In addition, Sonoco has an 80 to 90 per cent success rate in performance and promotability.

14. One of the primary metrics reviewed by Dell Computer is ‘bench strength’. Each business unit is responsible for reporting the percentage of positions with a current successor and with identified successors.The succession planning process at Bank of America is a twofold process. Through measurement of performance goals, the bank tracks whether it is achieving its talent goals and whether it is positioned to do so in the future. In addition, the bank tracks and monitors the number of ‘ready now’ replacement candidates for the company’s top 50 jobs.

15. Other lessons for success While the succession management process differs from one organisation to another, there are certain characteristics of an effective program that are universal: • Smooth transitions. Having someone to step into an important vacancy is a critical measure of the effectiveness of succession management. However, helping that person transition in a positive manner with all the necessary skills and knowledge is as important and often more challenging to execute. • The ‘right’developmental assignments. A successful process includes job assignments that properly prepare candidates for their new positions, as compared to a sink-or-swim approach.

16. 3.Meaningful appraisals and feedback. Objective assessments are essential in order for management to specify what’s required for a successful promotion. 4. Appropriate selection criteria. A successful succession management system depends on the development of competencies for each job, giving everyone involved a clear picture of the skills, values, behavior and attitudes required to succeed. 5. A range of good choices. A working succession system results in having more than one good person available for a key job. Real success requires choices between two or more qualified people.

17. JOB DESCRIPTION

18. Definition: A job description is a written statement of what the jobholder does, how it is done, under what conditions, and why. It should accurately portray job content, environment, and conditions of employment. A common format for a job description includes the job title, the duties to be performed, the distinguishing characteristics of the job, environmental conditions, and the authority and responsibilities of the jobholder. An example of a job description for a benefits manager is provided in Exhibit.

19. Job Title: Asst Director (Budget)Occupation Code: 133.252.01Reports to: Treasurer Job No: 1564Supervises: Staff of ten Date: 27 Oct 2009Environmental Conditions: NoneFunctions: To prepare budget for BUP. Responsibilities: Within delegated authority, the Asst Director, Budget will be responsible for the following duties: __BUDGET PREPARATION:__ Reviews, analyses and finalizes cost estimates and budget proposals.

20.  Peacekeeping operations; ensure compliance with the medium-term plan and other legislative mandates. Provides detailed input with respect to resource requirements for budget submissions. Reviews, analyzes and finalizes program budget/financial implications to the Security Council statements in light of additional mandates. Provides substantive support to relevant intergovernmental and expert bodies in their budget review; assists in securing approval from the General Assembly. __BUDGET ADMINISTRATION:__ Issues allotments, authorizes sub-allotments, including redeployment of funds when necessary, ensuring appropriate expenditures.

21.  Manages and monitors budget implementation and recommends reallocation of funds as necessary. Monitors expenditures to ensure that they remain within authorized levels. Administers and monitors extra-budgetary resources, including review of agreements and cost plans, ensuring compliance with regulations and rules and established policies and procedures. Prepares budget performance submissions. Reviews and finalizes budget performance reports, analyzing variances between approved budgets and actual expenditures. Provides substantive support to relevant intergovernmental and expert bodies.  ACCOUNTS: Manages a complete financial operation, encompassing a wide variety of funding sources, a large volume of transactions, and extensive dispersed activities. Act as Approving Officer to approve obligations and expenditures relating to contracts, agreements, purchase orders and other forms of undertaking. Analyses accounts, reviews/prepares regular financial reports. Proposes/implements solutions with respect to problem transactions and irregularities.

22.  Ensures that accurate and complete accounting, reporting and internal control systems are functioning and that all relevant records are maintained. Takes initiative to improve accounting processes and approaches. __GENERAL:__ Provides advice and guidance, including training, to headquarters and field staff on budgetary and financial policies and procedures, including results-based budgeting. Participates in inter-departmental meetings and/or technical survey missions on matters related to resource requirements, programming and budgetary issues. Keeps up-to-date on documents/reports/guidelines that have a bearing on matters related to program and/or project budgets, ensuring compliance with intergovernmental recommendations and decisions as well as with United Nations policies and procedures.

23.  Drafts reports for intergovernmental bodies and for management on budgetary issues, and correspondence. Undertakes research and analysis of budgetary policies and procedures, makes recommendations for changes and/or modifications. Ensures the integrity of financial and management systems and the controls that underpin them. Prepares responses to internal/external audit observations. Plans, organizes, manages and supervises the work of the Budget and Finance Section. Incumbents may be asked to perform other related duties.

24. Competencies  PROFESSIONALISM: Knowledge of financial and budgetary principles and practices, budget development and financial administration of resources. Ability to develop budgetary policies, procedures and new programmes. Ability to formulate new strategies and technical approaches to budgetary matters. Shows pride in work and in achievements; is conscientious and efficient in meeting commitments, observing deadlines and achieving results; is motivated by professional rather than personal concerns; shows persistence when faced with difficult problems or challenges; remains calm in stressful situations. Takes responsibility for incorporating gender perspectives and ensuring the equal participation of women and men in all areas of work.  PLANNING AND ORGANIZING: Develops clear goals that are consistent with agreed strategies; identifies priority activities and assignments; adjusts priorities as required; allocates appropriate amount of time and resources for completing work; foresees risks and allows for contingencies when planning; monitors and adjusts plans and actions as necessary; uses time efficiently.

25.  ACCOUNTABILITY: Takes ownership of all responsibilities and honours commitments; delivers outputs for which one has responsibility within prescribed time, cost and quality standards; operates in compliance with organizational regulations and rules; supports subordinates, provides oversight and takes responsibility for delegated assignments; takes personal responsibility for his/her own shortcomings and those of the work unit, where applicable.  CLIENT ORIENTATION: Considers all those to whom services are provided to be “clients” and seeks to see things from clients’ point of view; establishes and maintains productive partnerships with clients by gaining their trust and respect; identifies clients’ needs and matches them to appropriate solutions; monitors ongoing developments inside and outside the clients’ environment to keep informed and anticipate problems; keeps clients informed of progress or setbacks in projects; meets timeline for delivery of products or services to client.

26.  Languages: English and French are the working languages of the United Nations Secretariat. For this post, fluency in English (both oral and written) is required. Knowledge of another official UN language is an advantage.  Other Skills: Proficiency in the use of IT tools such as IMIS and Excel is an asset. Familiarity with UN Financial Regulations and Rules is desirable.