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BENCH STRENTHG
Bench strength is defined as a backup of employees who are ready to fill the vacant
place in case of another employee leave the organization. This is mostly use in top
positions, because here you need a person who run the organization if existing
leader leave the organization.
Bench strength is a part of succession planning, whereas succession planning
and leadership development comes under the umbrella of talent management.
Furthermore Succession planning, bench strength and talent management comes
under the responsibility of human resource manager (Hand field-Jones et al 2007).
In addition to, succession planning is defined as right people at the right time
at the right place (Henderson, 2005).Purpose of succession planning is to place
right people at the right place for every position in the organization but placing
right people at top level manager is more important because they are the decision
maker and policy maker and they drive companies to skies or to the failure (Levine
& crom, 1993).
Carnegie D. (2009) suggests that succession planning is a new trend to ensure that
employees of organization have much capable for training and then gain strategic
roles in organization.
As well as , Organization which have not succession planning, face a
number of issue like key positions vacant for long time, hire an external employees
for that position, always risk of employees turnover ,these are the problem
organization face due to lack of formal planning Roth well (2005).
Moreover using succession planning have some benefits, these are by doing
succession planning a contingency plan is prepared & keep the organization well
prepared for sudden loss of an employee .for example a person got a serious
accident, or a person switch his job so in case a backup is essential .another benefit
is, manager get a way to identify the skills of their employee by giving stretch
assignment to the employees, they measure the competency of employee.
employees get a clear path for their future & then perform accordingly, employees
who know that their organization have a succession planning are tend to stay
longer with the organization ,they see their bright future in the organization,
internal employees have knowledge about the organization culture ,values,
working environment so cost of advertisement ,recruiting and training become
minimize. (OGUTU, 2016).
On the other hand there is also some challenges in implementing succession
planning ,now what they are, difficulty in identifying true success for the
organization ,organization don’t do performance appraisal to check the capability
of an employee to get a top position in the organization or replace by top position.
Another thing is lack of focus on what is important for the organization instead of
this they focus on current practices and problem & not giving importance to future
plans. Ensure that plans which organization makes ,employees follow it or not,
some organization just make plans in paper and don’t apply in practice which
cause a gap in organizational growth. Assessment standard should set for
measuring performance of employees and then take a capable employees for higher
post as a bench strength. Another drawback is no honest communication of
performance appraisal which cause biasness. Nepotism sees as a major drawback
of succession planning, managers are just trained their kin and not to other y
generation, impatience among y generation and dishonest among leader and
employees become a challenge for making or implementing a succession planning
(OGUTU, 2016).
However ,Succession planning are not only done for forecasting vacant
space in the organization but also sees about what type of changes required
in the organization , new technology should introduce , wealth management
of the organization(Sebold ,2015).
Talent spotting
In talent spotting main focus is on employee’s performance ,to
measure the employees performance questioners are designed which
is 80% cornered about employees competency and 20 % about
employee behavior .competency show the attitude towards
organizational goal and how much an employee is capable of giving
output to the organization.360degree feedback is also practiced in the
organization.
Talent assessment
They used a tool for assessing talent management named as
leadership potential inventory(LPI).in this tool a questioners are
designed in which individuals leadership quality is measured ,the LPI
is based on different dimensions like leadership promise in which
leader ensure to bring prosperity by bringing best talent in the
organization and also authentic. Another dimension is balance of
values and result. Try to make easy for employees to fit in culture.3rd
dimension is personal development orientation, receptivity to
feedback and eager to learn is focused. Last dimension is master of
flexibility.adaptibility, ability to navigate and conceptual thinking is
developed.
Formulation of individual development plan:
A company suggest to formulate a 70:20:10 model. An employee’s
learn 70% from new and challenging experience and by helping other
people.20% learn from social learning and 10% learn from structured
course and training program.
So the company is also focuses on training and on job rotation to gain
a talent.
Readiness level assessment
At this level employees who gain a highest points in upper given
dimension they are retained for future and gain a promotion for high
post the purpose of this talent management process you asses the
employees from very first day so in time of filling a job you have
your own talent you don’t need to outsource.at that time company has
370 managers in talent pool out of 20,000 employees (sumardi,
Othman 2011).
Communicate Clearly
Be Prepared
Here a concept of bench strength is applied, a leader might have to leave the
organization for sudden reason so company should have a contingent
employee for that position (Brenda Bouw, Forbes).
As well as, Marshall Goldsmith says, by applying four practical ideas you gain
success in the organization:
Temeli, N, Z., darvish, H. (2014).A study on the relationship between succession planning &
strategic planning .case study: payame Noor University of aleshtar.economics insight
trends & challenges, 3(1), 11-24.retrieved from
http://www.upg-bulletin-se.ro/archive/2014-1/2.Darvish_Temelie.pdf
Rothwell.J, W. (2010).effective succession planning, (4th Ed).American management Association
New York.
Groves, S, K. (2007).Integrating leadership development & succession planning best practices.
Journal of management development, 26(3). Retrieved from
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Church, H, A. (2014).Succession planning 2.0: building bench through better execution,
Strategic HR review.13 (6), 233-242.retrieved from
http://www.emeraldinsight.com/doi/abs/10.1108/SHR-08-2014-0045?journalCode=shr
Gulzar, S, S, Durrani, A. (2014) Impact of succession planning on employee engagement in
telecommunication sector in Rawalpindi, Pakistan. European journal of business &
management.6 (37), 274-281.retrieved from
http://www.iiste.org/Journals/index.php/EJBM/article/view/18718
Attri, K, R. (2009).A system model to talent management, staff retention and bench strength.
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agement_Staff_Retention_and_Bench_Strength
Timbe , W, M,.Sir N,F.(2013).Challenges facing succession management in the Kenyan civil
services ( A case study of Nairobi county in the ministry of education ).international
journal of enhanced research in management & computer applications.2(8),18-23.
Retrieved from
http://www.erpublications.com/uploaded_files/download/download_11_09_2013_18_40_55.pdf
Lee, Z, Y., Neubronner, M. (2011).talent management & succession planning in Emerging Asia.
Emerald emerging marketing case studies, 1(2), 1-3.retrieved from
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cs
Newhall, S. (2012).Preparing our leaders for the future. Strategic HR review, 11(1), 5-12.
Retrieved from
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Pandey, S., Sharma, D. (2014). Succession Planning Practices and Challenges: study of
Indian organization. Procedia Economics and Finance. 11,152-165.retrieved from
http://www.sciencedirect.com/science/article/pii/S2212567114001853
Othman, R., sumardi, A, W. (2011) Talent management at Telekom Malaysia Berhad, 1(1) 1-6.
Retrieved from
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Cfapubs.org. (2017). CFA Institute Conference Proceedings: Succession Planning for Business Owners |
CFA Institute Publications. [Online] Available at:
http://www.cfapubs.org/doi/abs/10.2469/cp.v2005.n5.3516
Harvard Business Review. (2017). Succession Planning: What the Research Says. [Online] Available at:
https://hbr.org/2016/12/succession-planning-what-the-research-says [Accessed 3 Oct. 2017].
Harvard Business Review. (2017). 4 Tips for Efficient Succession Planning. [Online] Available at:
https://hbr.org/2009/05/change-succession-planning-to [Accessed 3 Oct. 2017].