Succession Planning

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ACKNOWLEDGEMENT
It is a pleasure to acknowledge our sincere gratitude to

all those who have rendered guidance and help to us in
submitting this report. This report contains whatever we
have learn so far in this training. This helped us a lot in
understanding product and product development
process and what various deapplying the theoretical
concepts of classroom to practicalproblem solving. I
have gained several valuable insights into not only
Human Resources function, but also the general
functioning of a business.
I would like to express our heartfelt gratitude to VP HR
Malikarjun Rao for his valuable guidance.Sr. Manager
C A K Thampi for giving me this innovative concept of
Succession Planning for my project. This gratitude
extends to Mr. Devidas Rajguru Sir for giving me an
opportunity to work in VIL.
I would also like to thank Mr. Sharad Pawal, Sr.
Executive our project guide and mentor, for his constant
support and encouragement. He has spared valuable
time for us during the project.
Finally I thank the entire HR department for their
continuous guidance during this project at Videocon
Industries Limited.
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Table of Content
Sr. Topic Page No.
NO
1 Company Profile 5
2 Introduction to topic-
Succession Planning 8
Performance Analysis
Model
Steps In Succession
Plan
Succession Plan
Objective
3 Pre Plan 13
4 Communicate the Plan 19
5 Identify the leadership characteristics 20

Leadership/Key 21
Positions
Competency Manual 22
Department and 23
Competencies
6 Questionnaires 26
HOD Questionnaires
Successor
Questionnaires
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7 Assess Bench Strength 27
8 Questionnaire Analysis and Findings 29

9 Factor Analysis For Question1 59
10 Factor Analysis For Question2 62
11 Recommendation 68
12 Conclusion 71
13 Questionnaire Register 74
Reference/Bibliography 93
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VIDEOCON INDUSTRIES LIMITED
Videocon is an Indian multinational with interests in Consumer Electronics, Home

Appliances, Color Picture Tube Glass, and Oil & Gas.
VIDEOCON, the multi brand and multi facet group is a truly Indian multinational well
rooted in multiple industries with a turn over of 22,000 Crores & more than 18,000
employees across the globe. This is India’s first company to successfully implement my
SAP ERP version 2004. VIDEOCON group is an ever-revolving group continuing to set
trends in every sphere of its activities. The group enjoys an unassailable leadership position
in consumer electronics and appliances industry.
VISION
To bring happiness in every home with global presence offering high quality “e”- products
to ease & enrich human life
MISSION
To delight and deliver innovative products through ingenious strategy, intrepid

entrepreneurship, improved technology, insightful marketing and inspired thinking about
the future.
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HISTORY OF VIDEOCON INDUSTRIES
In 1985, through a technical tie-up with Toshiba Corporation Of Japan, Videocon

Industries Ltd launched India’s first color Television
1987 Videocon was founded in 1987 by Nandlal Madhavlal Dhoot. At that time it used to
manufacture TV and Washing Machine.
1989 Videocon started manufacturing Home Entertainment Systems, Electric Motors &
AC.
1991 Videocon entered Refrigerators and coolers segment.
1995 Videocon started manufacturing Glass shells for CRT.
1996 Videocon ventured into Kitchen appliances and crude oil segment.
1998 Videocon started manufacturing Compressors & Compressor Motors.
2000 Videocon took over Philips Color TV Plant.
2005 Videocon took over 3 plants of Electrolux India and acquired Thomson CPT.
Today; it has evolved into a giant conglomerate with annual revenues of over U$4.1
billion. Highly qualified Engineers, Trained in Japan, backed by 6500 technical staff, work
together in close unison to produce India’s leading brand of Consumer Electronics Products
and Home Appliances.
It has emerged in various fields like consumer Durables, Oil& Gas, CRT glass and many
more.
LOGO LOGIC OF VIDEOCON INDUSTRIES LTD
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This is the new Videocon symbol. It reiterates the ethos of a company
dedicated to maintaining the highest international standards of excellence
through quality, technology and innovation. For over a decade now,
Videocon has been bringing the latest and very best in Consumer
Electronics and Home Appliances. Successfully adapting the best of
international technology to suit Indian needs, and crafting it to improve
the quality of life – as million of satisfied customers will agree.
The new symbol of Videocon asserts its passion for global impact, and the
two ‘E’s on either side represent the Group’s wide spectrum of interests
ranging from ‘Electronics to Energy’. Along with the steely glint, this
communicates the group's global ambition, its strength, sterling
credentials and innovative drive. A symbol that proclaims a paradigm
shift. A sign that represents the new force that is Videocon. Thus
recapitulating the principle of reaching out and touching the lives of
millions of people Worldwide.
“India Today, The World Tomorrow”
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INTODUCTION
Succession Planning
Succession planning enables organization to identify talented employees and provide
education to develop them for future higher level and broader responsibilities. Succession
planning helps to "build bench strength." Succession planning helps to decide where people
belong on the bus.
Succession planning is a process whereby an organization ensures that employees are

recruited and developed to fill each key role within the company. Through succession
planning process, organization recruit superior employees, develop their knowledge, skills,
and abilities, and prepare them for advancement or promotion into ever more challenging
roles.
Through succession planning process, Organization also retain superior employees because
they appreciate the time, attention, and development that you are investing in them. To
effectively do succession planning in organization, we must identify the organization’s
long term goals and must hire superior staff.
There is a need to identify and understand the developmental needs of employees.

Organization must ensure that all key employees understand their career paths and the roles
they are being developed to fill.
Choose Tomorrow's Leaders Today
Succession planning grooms firms for success
(Study identifies best practices among large firms)
[Reference- .www.businessball.com]
While the demand for effective managers continues to grow, the retirements are producing
a sharp decline in the ranks of available personnel. In addition, the executives of the future
are expected to be more sophisticated in order to develop and lead new global and
technological initiatives. For these reasons, careful planning for the eventual replacement
of managers at all levels in organizations has gained strategic importance.
This is true for small firms as well as large ones. It's not just succession to the top - It's
getting the right person in place for every job. Some of tomorrow's key jobs may not even
exist now. If a firm plans to double in size in five years, they will need more talented
managers.
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The larger issue is leadership development, tracking, and developmental opportunities. The
real key in succession management is to create a match between the organization's future
needs and the aspirations of individuals. The only way to keep talented people is to provide
them with growth opportunities that keep them stretching and finding more promising
opportunities they might find elsewhere. The average college graduate will change jobs
five times in his or her career. Within the next decade, this norm will probably increase to
seven job changes. Recruiting and retaining leaders becomes an economic and strategic
challenge.
Succession management serves as an interface between the human resource function and
the strategic direction of an organization. In this role, it is a vital resource in anticipating
the future needs of the organization and helps find, assess, develop, and monitor the human
capital required by the m strategy.
Succession management is a continuous annual process. It requires an ongoing

commitment of top executives, divisional HR Staff, and succession management
specialists. At Dell Computer, committed top executives were able to assemble a
succession management program very rapidly, and they have used it to manage an
incredible rate of growth without major discontinuities. Collaboration between the CEO
and succession management teams can create a virtual cycle of success.
All best-practice partners felt fortunate to have the enthusiastic support of the top
management. But this support was not gratuitous and was earned by providing an essential
service. At Dow, the process was designed with the active involvement of the CEO, the
vice president of human resources, and the workforce planning strategic center. At Pan
Canadian, the CEO is the key sponsor for succession management, and a senior
management committee of vice presidents steward the process at the corporate level.
One of the clearest insights discovered is that effective succession management is a

journey, not a destination. The best-practice partners in this study did not succeed in their
first efforts at succession management. Similarly, none have rested on their laurels since
having their process up and running. They continually see and adjust their systems as they
receive feedback from line executives, monitor developments in technology, and learn from
other leading organizations. For example, Dell reduced the degree of computerization for
succession management data in response to feedback from the field. Conversely, Lilly
focused on providing a single integrated, centralized, and synchronized database of
succession information.
Monitoring Future Needs

Succession management identifies and monitors various talent pools within the
organization to match the future needs of the organization with the bench strength of
available talent. Not having the right talent in place is often a growth-limiting factor in
achieving business potential. With the impending retirements and increased demands for
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diversity, leading organizations are building systems that provide talented, high performers
opportunities to grow. For example, Sonoco identifies eight separate pools that are sorted
by division or business unit. Pan Canadian focuses on "bright lights" and critical skills but
also looks across the organization, especially for high potential young managers reporting
to senior executives.
Talent Assessment
Talent assessment is a semi-transparent process in best-practice organizations. Most

managers receive feedback and information about their developmental needs and suggested
activities for further growth. Individuals who have been designated as high potential are
seldom told of this designation to avoid raising expectations. At Lilly, an eight-page talent
identification questionnaire is used to evaluate the assumed potential of 15,000 associates
on performance, potential derailment factors, and learning agility. Similarly, Dell uses
scaling calls to determine an individual's level of talent.
Best-practice partners use a core set of competencies or behaviors to establish a standard of

comparison for assessment. Most organizations use a subset of leadership competencies
that are aligned with the core set. All use these competencies as a basis for performance
management and four out five use these for identification of high- potential employees.
Furthermore, best-practice partners used fewer competencies than study sponsors, feeling
that simplicity and focus were stronger advantages than comprehensive efforts. Dow has
moved from having different competencies for each global business to a common set of
seven used throughout the corporation. Dell focuses on "global corporate talent," which
consists of individuals who have the capability to "run significant portions of a ....
Business...on a global basis." They also track "functional high potentials."
Technology Used to Integrate Data
The use of technology in succession management varies widely within the best-practice
organizations. Yet, web-based systems seem to offer great potential for worldwide access
and large-scale integration of data. As suggested previously, Dell has moved from more
extensive global software applications to a much simpler MS Excel workbook to organize
data. Sonoco moved to integrate four commercial applications (PeopleSoft, HR Charter,
Lotus Notes, and Execu TRACK) into a seamless system that can be globally accessed and
updated daily.
Developmental Activities
Meet Organizational Needs Best-practice partners employ a wide range of developmental
activities to engage leaders and extend their capabilities. These firms spend considerable
time creating stretch developmental opportunities that are consistent with the organization's
needs, as well as with those of the individual. Several firms reported that they would give
people a temporary assignment as a part of, or tied in with, an action learning assignment.
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Dow Chemical offers mentoring, coaching, and action Iearning along with university-based
programs. Dow's internal research indicates that graduates of their internal executive
education program showed improvements in strategic thinking, external focus customer
orientation, and global view. Dow also offers an extensive array of training courses on-line.
They report 14,000 on line courses were completed online in one week. Eli Lilly uses
individualized developmental plans, 360-degree feedback, job rotation and a formal
mentoring program as part of their developmental arsenal.
PERFORMANCE ANAYALYSIS MODEL
This is a model which is used to examine the skills and commitments to different goals,
tasks or situations separately. We will get to know the categories into which they fall. Than
we will consider the type of coaching/ training that may be helpful for them.
This simple method helps dictate where scare development resources should be spent:
A -Rising Stars - Most investment. This is where the business is going to get the
best return on there investment. Invest sufficient to keep engaged and grow for the
future.
B -Workhorses - Minimal investment. Invest only to keep motivated or to upgrade
skills.
C -Problem Children - Targeted investment. Action plan which includes giving
them technical skills to perform at the required level. Any investment will only
occur after full analyses of an individual’s motivation to move from where they are
currently. If they do not respond move to another role or exit business.
D -Deadwood - No investment. Action plan to either find a more appropriate role
or exit business.
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SUCCESSION PLANNING
OBJECTIVE
“To Build or acquire necessary skills to meet our future organization needs.”
To have one or more qualified internal candidates prepared to assume each key
leadership position.
To prepare individual employees for future leadership by helping them grow and
develop.
To help Organization assess its talent pool.
To ensure continuity of leadership.
To place right leadership at all levels of organization.
Sample Design
Mid-Level Managers (HODS) and Junior-level Managers in the Organization
Sample Unit
HODS and JMCS of 11 departments which come under CTV.
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Steps in Succession Planning
Preplan: Identify succession planning team members, determine methods for

establishing competency profiles, employee assessments, development and evaluating
succession planning program.
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Objective: “To Build or acquire necessary skills to meet our future
organization needs”
Persons Responsible :
Succession Planning Team

1) Sr Executive Mr. Sharad Pawal
2) Executive Miss .Shwetal Patidar
3) Executive Miss. Jayshree Surana
4) Trainee Miss. Mamta
5) Trainee Mr. Ameet Shinde
(IBA, Gr.Noida)
What positions are we planning for?
We are going for the succession planning for the Senior Management (especially
targeting the HOD’s of the Departments).
For that first of all we have to find the Competencies which already exist in the
HOD’s, and than the Required Competencies for this position. In order to find
competencies we are using PRIMARY DATA which includes Questionnaires.
Since the attrition rate at the Senior Management level is very low in Videocon Industries
Ltd, So besides finding new successor for the HOD position we will also be preparing the
present HOD for the future requirements of the job by developing the Competencies
required by that particular position in near future. These Competencies cam be developed
through various training programs.
In Videocon Industries Ltd, the HOD’s which we are going to target are from the following
Departments:
Business Innovation Dept (BID)
Auto Insertion Depart (AID)
Plant Maintance Dept
OEM Dept
CQA Dept
IQC Dept
QC Dept
EMPLOYEE’S ASSESSMENT (HOD)
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To find out the present competencies and the competencies required by the HOD
position will be judged through the following questionnaires:
Subordinates of the HOD

Peers of the HOD (the HOD’s of the other Departments)
Immediate Boss (which is General Manager in this case.)
Self Questionnaire( HOD will be rating himself)
EMPLOYEE’S ASSESSMENT SUCCESSOR (subordinate of the HOD)
Successors are the people which are going to take the KEY POSITION (HOD in this case).
So it is very important to judge them very carefully. Besides Questionnaires, we are also
using some other references to not only judge the current Position of the SUCCESSOR but
also the Competencies which he should have in order to reach the HOD position of the Dept.
1) Through Questionnaires of the following:
Subordinates of the SUCCESSOR

Peers of the SUCCESSOR
His Immediate Boss i.e the HOD Of the Dept
Self Questionnaires ( He will rate Himself)
2) Through Interviews
Interviews of the HOD

Interviews of Employees of the HR Dept
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Primary Data
270/180-degree assessment
HOD Questionnaire
Boss(GM)
Peer
Sub-Ordinate
Self
Exit Questionnaire
Successor Questionnaire/Score Card
Boss(HODS)
Peer
Subordinate
Self
Personal Interview
GM
HOD
Exit Interviews
Secondary Data
Performance appraisal & data
Peer & management recommendations
Outside assessment center’s Data
Internet
The whole of the organization has divided in various departments like OEM, BID, Plant
Maintenance, AID, Paint Shop, Quality Control etc.Now for our project purpose we have
maintained the secrecy of data obtained from the employees of the organization. For that
purpose we have given CODES to each of the HOD, and employees of each department.
Given below is the list of codes given to employees
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Sample and Code List
Confidential
Confidential Data
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3) Through Secondary Data from the HR Dept
Competency Mapping
Employees Development Reviews
Job Description
Polices of the Organization( mission, Vision etc)
The methods above used are to find the perfect picture of an employee which is eligible for
the HOD’s position. This will help us in finding the following particulars about the
Successor:
Education Qualification required for the HOD position

Experience required
Industry
Technical Skills Required for HOD position
Soft Skills ( like leadership , communication, motivation etc)
Strengths & Weakness
After finding the present position of the Successor, we are going to represent it through
PERFORMANCE & POTENTIAL MATRIX as discussed above in the report. In this
Matrix the qualities/ potential of the employees is shown on the Horizontal axis and the
corresponding performance on the vertical axis.
On the basis of his position in the MATRIX, we can predict whether that particular
employee has the potential and performance for future leadership position in the
organization.
Projected Completion Date :21/April/2008

Progress/Update : Completed – Identified team. Conducted a series of
meeting to establish methods for administering and evaluating the program
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IMPORTANCE OF LEADRERSHIP POSITION IN AN ORGANIZATION
In Videocon Industries Ltd the CTV Unit has been divided in number of Departments
having their own roles and responsibilities. There are 19 Departments in the CTV UNIT.
“In each Department the key position is the HOD of the Department”.
Reference....exit interviews and the interview with the VP HR
Most of the times it happens that employees leave the Leader and not the organization
therefore it is very important to place the right person at the right place having all
Leadership Qualities. Moreover it is the Top Management is responsible for the Culture
Environment in the organization.
Therefore it has been concluded that at upper level of Management SOFT SKILLS like
Leadership, Motivation, Problem Solving etc are very important.
From the above drawn Matrix it is clear that at lower level of Management Technical Skills
are more important as compared to Human Relations & Conceptual Skills but as we go up
in the Hire chary level it is the Human Relation & Conceptual Skills which plays a
significant role.
Therefore we are mainly focusing on the soft skills of the employees for which we have
prepared a Competency Manual for judge the employees on certain competencies:
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Competency Manual
Competency Definition
[A] Interpersonal Ability to gain the trust and confidence of others interacting in a fair
Skills and honest manner a) Friendly and easy to approach.
b) Cooperate with others
c) Ability to resolve conflict and negotiate.
[B]Decisiveness Ability to take the decision with the available information
:a)Ability to take bold decision
[C]Proactivity d Ability to think ahead, influence events and take initiatives

forward thinking a) Reading Articles, books, and trade journals about
his profession; and then implementing the new procedures he has
learned.
[D]Team Leadership Ability to obtain quality products by optimal utilization of team talent
a) understanding the tasks and roles of a team
b) leads the team in challenging and difficult
situations
[E]Vision Ability to identify or describe the Organizations Goal and align others
towards its accomplishments
a) Ability Identify new talent and prepares it for the
organization’s future.
[F]Communication Ability to listen to others and express oneself clearly
Skills a) Speak so others can understand, listen actively,
convey ideas in writing, read with understanding.
[G]Result Oriented Commitment to produce high quality work consistently over time
a) Accepts Responsibilities for Results
[H]Business Ability to understand general business principles an practices, and
Knowledge perceive issues in financial and commercial terms
a) Good Knowledge about customers, clients,
dealers, competitors ,industrial Relations etc
[I]Empowerment Willingness to create a work environment in which people are
encouraged to develop their full potential
[J]Problem Solving Ability to amylase complex information to solve problems which arise
in the performance of work roles
a) Ability of solving problems on the shop floor
itself
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We are identifying the competencies required Department because each department has
different roles to play. So let’s go department wise?
1) BUSINESS INNOVATION DEPARTMENT
COMPETENCIES FOR THE HOD POSITION:
Qualification Required : B.E & MBA

Experience Required : Minimum 15 Years
Industry : Preferably same
Technical Skills Required : Lean, TOC, TPM, BPR, MS Office, SAP, Six- Sigma,
Kaizen, Business Innovation, Training Coordination.
Soft Skills Required at HOD position: Leadership Skills, Communication Skills,

Motivation, Inter personal Skills, Result Oriented, Team leadership, proactive & forward
thinking, problem solving, Business knowledge, Vision, Empowerment etc.
2) MAYUR LINE
Qualification Required : B.E (Electronics/Mechanical)

Experience Required : Minimum 15 Years
Industry : Preferably Electronics Industry
Technical Knowledge Required : MS-Office, SAP, Basic Manufacturing Process
Applications & Operations, Basic Automated Systems & control Operations, Process flow
control, Calibration and Troubleshooting, Implementation of Approval Protocols, Industrial
Safety.

3) AUTO INSERTION DEPARTMENT

Qualification Required : B.E

Experience Required : Above 15 Years
Technical Knowledge Required : Lean, TQM, TPM, MS Office, SAP, kanban, 5-S,
Calibration and Troubleshooting, Basic knowledge of 7 QC Tools & Six sigma, Reduce
rejection techniques, Finishing Processes, Clean Room Processes.
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4) CQA Department
Qualification Required : B.E (Electronics)

Experience Required : Above 15 to 20 Years in respective field
Technical Knowledge Required : Knowledge of new TV technology,
Quality Lead Access or, thorough experience on TPM / SCM /WCM practices, ISO 9000,
5S, 6 sigma, my SAP, TQM.

5) Plant Maintenance Department:

Qualification Required : Bachelor of Technology. (Electrical)

Experience required : 20+ Years experience in Plant Maintenance.
Technical Knowledge Required : Six sigma project, SAP implementation.
Total Productivity Maintenance, Plant engineering projects. Maintenance of plant
machinery, providing facility services to other departments, Handle engineers &
technicians.

6) Inward Quality Assurance Department

Qualification Required : B.E (Electronics)

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Technical Knowledge Required LCD TV Manufacturing, CRT TV, Manufacturing,
Incoming Quality Systems, Vendor Control, MS office, Internet, SAP, and Lean
Manufacturing

7) ADMIN Department
Qualification Required : Graduate/post graduate. MBA.

Experience Required : Above 15 Years
Technical Knowledge Required : Computer Knowledge, MS-Office, SAP

8) OEM Department
Qualification Required : B.E (Electronics) with commercial knowledge

Technical Knowledge Required : Coordination for formalities of insurance claim,
transport bill settlement, Funds requirement, local development, MRP Billing, Logistics
management, synchronizing the PMS part,. CPTS kits, Website accuracy, Technical
Support to OEMs, Truck unloading, MS office, Internet, SAP, Reporting / Information
Sharing.

thinking, problem solving, Business knowledge, Vision, Empowerment etc,
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Note: Please refer respective files of each
department for findings and final results.
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Findings:
(INTERPERSONAL SKILLS)
The survey conducted shows that Mr. Rajeev Chhabra has good interpersonal skills. On a
scale of 5, self rating-4, Boss-4.5, subordinate-5, others-4. Therefore the average score of
all the ratings is 4.38. Therefore from the above data it can be concluded that score of 5 is
required and he has 4.38 in cases of Interpersonal skills.
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Findings:
(PROACTIVE AND FORWARD THINKING)
The survey conducted shows that Mr. Rajeev Chhabra is good Proactive and forward
thinking. On a scale of 5, self rating-5, Boss-4, subordinate-5, others-4. Therefore the
average score of all the ratings is 4.5. Therefore from the above data it can be concluded
that score of 5 is required and he has 4.5 in cases of Proactive and forward thinking.
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Findings:
(PROACTIVE AND FORWARD THINKING)
The survey conducted shows that Mr. Rajeev Chhabra is good in Team Leadership Skils.
On a scale of 5, self rating-4, Boss-4.3, subordinate-5, others-4. Therefore the average
score of all the ratings is 4.33. Therefore from the above data it can be concluded that score
of 5 is required and he has 4.33 in cases of Team Leadership.
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Findings:
(VISION)
The survey conducted shows that Mr. Rajeev Chhabra is good Vision. On a scale of 5, self
rating-4, Boss-4., subordinate-5, others-3. Therefore the average score of all the ratings is
4. Therefore from the above data it can be concluded that score of 5 is required and he has
4 in cases of Vision.
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Findings:
(COMMUNICATION SKILLS)
The survey conducted shows that Mr. Rajeev Chhabra is good in Communication Skills.
On a scale of 5, self rating-4, Boss-4.5, subordinate-5, others-4. Therefore the average
of 5 is required and he has 4.38 in cases of Communication.
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Findings:
(RESULT ORIENTED)
The survey conducted shows that Mr. Rajeev Chhabra is a Result Oriented Person. On a
scale of 5, self rating-4, Boss-4, subordinate-5, others- 3.5. Therefore the average score of
required and he has 4.13 in cases Result Orientation.
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Findings:
(BUSINESS KNOWLEDGE)
The survey conducted shows that Mr. Rajeev Chhabra has good Business Knowledge. On a
scale of 5, self rating-4, Boss-4, subordinate-5, others- 5. Therefore the average score of all
the ratings is 4.5. Therefore from the above data it can be concluded that score of 5 is
required and he has 4.5 in cases Business knowledge.
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q
Findings:
(EMPOWERMENT)
The survey conducted shows that Mr. Rajeev Chhabra has good Empowerment Skills. On a
scale of 5, self rating-5, Boss-4, subordinate-5, others- 4. Therefore the average score of all
required and he has 4.5 in cases Empowerment.
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Findings:
(MOTIVATION)
The survey conducted shows that Mr. Rajeev Chhabra has good in Motivating others. On a
scale of 5, self rating-5, Boss-4.5, subordinate-5, others- 4. Therefore the average score of
required and he has 4.5 in cases Motivation.
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Findings:
(PROBLEM SOLVING)
The survey conducted shows that Mr. Rajeev Chhabra needs to improve Problem Solving
Ability.. On a scale of 5, self rating-4, Boss-4, subordinate-4.83, others- 3. Therefore the
average score of all the ratings is 3.96. Therefore from the above data it can be concluded
that score of 5 is required and he has 3.96 in cases Problem Solving.
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CTV01A1
S. No SKILLS SCORE
1 Interpersonal Skill 4.38
2 Proactive & Forward Thinking 4.5
3 Team Leadership 4.33
4 Vision 4
5 Communication Skill 4.38
6 Result Oriented 4.13
7 Business Knowledge 4.5
8 Empowerment 4.5
9 Motivation 4.63
10 Problem Solving 4.3
From the data it can be concluded that Mr. Rajeev Chhabra has good Team leadership
,Motivation Skill, Business Knowledge, Empowerment, and Proactive and forward
thinking ,but needs to focus on Vision , Result Oriented etc. This is very important for his
personality Development.
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A Development Areas B Strengths
Interpersonal Skills Decision Making

Vision Good Personality
Result Oriented Team Leadership
Communication Skills Motivation Skill
Business Knowledge
Empowerment
Proactive and Forward
Thinking.
C Discrepancies D Hidden Strengths
Poor diplomatic skills Impressive working style

need to develop. Ability to take wise decisions
Need to focus more on self Ability to utilize knowledge
respond in consistence and and solve problem.
stable manner during the Genial personal
crisis
Need to more focus on
gaining trust and
confidence from others.
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Findings:
The survey conducted shows that Mr. S1 has good interpersonal skills. On a scale of 5, his
peers’ rate him-5, self rating-5, others (Subordinate & HOD)-4. Therefore the average
score of all the ratings is 4.67 Therefore from the above data it can be concluded that score
of 5 is required and he has 4.67 in cases of good Interpersonal skills.
Findings:
(PROACTIVITY AND FORWARD THINKING)

The survey conducted shows that Mr. S1 has good Proactive and forward Thinking. On a
scale of 5, his peers’ rate him-5, self rating-5, others (Subordinate & HOD)-4. Therefore
the average score of all the ratings is 4.67
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Findings:
(TEAM LEADERSHIP)
The survey conducted shows that Mr. S1 has good Team Leadership. On a scale of 5, his
of 5 is required and he has 4.67 in cases of good Team Leadership Skill.
Findings:
(VISION)
The survey conducted shows that Mr. S1 has good Vision. On a scale of 4, his peers’ rate
him-4, self rating-4, others (Subordinate & HOD)-4. Therefore the average score of all the
ratings is 4. Therefore from the above data it can be concluded that score of 5 is required
and he has 4 in cases of Vision
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Findings:
(COMMUNICATION SKILS)
The survey conducted shows that Mr. S1 has good Communication Skills. On a scale of 5,
his peers’ rate him-4, self rating-4, others (Subordinate & HOD)-5. Therefore the average
of 5 is required and he has 4.33 in cases of good Proactive and Forward Thinking.
Findings:
(RESULT ORIENTED)
The survey conducted shows that Mr. S1 is a Result Oriented Employee. On a scale of 5,
of 5 is required and he has 4.33 in cases of Result Orientation.
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Findings:
The survey conducted shows that Mr.S1 has good Business Knowledge. On a scale of 5,
score of all the ratings is 4. Therefore from the above data it can be concluded that score of
5 is required and he has 4. in cases of Business Knowledge.
Findings:
(EMPOWERMENT)
The survey conducted shows that Mr. S1 has good Empowerment Skills. On a scale of 5,
his peers’ rate him-4, self rating-5, others (Subordinate & HOD)-3 therefore the average
of 5 is required and he has 4.33 in cases of Empowerment
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Findings:
(MOTIVATION)
The survey conducted shows that Mr.S1 is a good Motivator. On a scale of 5, his peers’
rate him-5, self rating-5, others (Subordinate & HOD)-4 therefore the average score of all
required and he has 4.67 in cases of Motivation.
Findings:
(PROBLEM SOLVING)
The survey conducted shows that Mr. S1 has good Problem Solving ability. On a scale of 5,
his peers’ rate him-5, self rating-5, others (Subordinate & HOD)-4 therefore the average
score of all the ratings is 4.67
Therefore from the above data it can be concluded that score of 5 is required and he has
4.67 in cases of problem solving ability
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CTV01A1B1
S. No SKILLS SCORE
4 Vision 4
7 Business Knowledge 4
8 Empowerment 4.33
9 Motivation 4.67
From the data it can be concluded that Mr. Successor 1 good Team leadership
,Motivation Skill, Interpersonal skills, and Proactive and forward thinking but needs to
focus on Vision ,Business Knowledge, communication skills, empowerment etc. This is
very important for his personality Development.
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Findings:
of 5 is required and he has 4.67 in cases of good Interpersonal skills.
Findings:
(PROACTIVITY AND FORWARD THINKING)
4.33 in cases of Proactive and forward thinking
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.
Findings:
(TEAM LEADERSHIP)
of 5 is required and he has 4.67 in cases of Team Leadership
Findings:
(VISION)
The survey conducted shows that Mr. S2 has need to improve Vision Skills.. On a scale of
5, his peers’ rate him-5, self rating-5, others (Subordinate & HOD)-4. Therefore the
average score of all the ratings is 3.67
3.67 in cases of Vision
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Findings:
(COMMUNICATION SKILLS)
The survey conducted shows that Mr. S2 has good Communication Skills. On scale of 5,
4.67 in cases of Communication Skills.
Findings:
(RESULT ORIENTED)
The survey conducted shows that Mr. S2 is a Result Oriented person. On scale of 5, his
score of all the ratings is 4.33Therefore from the above data it can be concluded that score
of 5 is required and he has 4.33 in cases of Result Oriented.
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4 peer
s
4 other
5 self
4.3 avg
0 1 2 3 4 5
Findings:
The survey conducted shows that Mr. S2 has good business Knowledge. On scale of 5, his
of 5 is required and he has 4.33 in cases of Business Knowledge.
Findings:
(EMPOWERMENT)
The survey conducted shows that Mr. S2 has Empowerment Skills. On scale of 5, his
score of all the ratings is 4.33Therefore from the above data it can be concluded that score
of 5 is required and he has 4.33 in cases of Empowerment Skill
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Findings:
(MOTIVATION)
The survey conducted shows that Mr. S2 is a good Motivator. On scale of 5, his peers’ rate
him-5, self rating-5, others (Subordinate & HOD)-3. Therefore the average score of all the
ratings is 4.33 Therefore from the above data it can be concluded that score of 5 is required
and he has 4.33 in cases of Motivating Skills.
Findings:
(PROBLEM SOLVING)
The survey conducted shows that Mr. S2 Has good Problem Solving Ability. On scale of 5,
score of all the ratings is 4.67ssss
4.67 in cases of Problem Solving Skills.
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CTV01A1B2
S. No SKILLS SCORE
4 Vision 3.67
7 Business Knowledge 4.33
8 Empowerment 4.33
9 Motivation 4.33
From the data it can be concluded that Mr. Successor 2 has good Motivation Skills Team
leadership ,Problem solving, Interpersonal skills, and communication skills but needs to
focus on Vision ,Motivation, Proactive and forward thinking etc. This is very important
for his personality Development.
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Sr Requirement For Mr.Successor No1 Mr. Successor No 2
(HOD)Position (CTV01A1B1) (CTV01A1B2)
A Require Qualification
1 BE with commercial B.E(EXTC) BCOM

Knowledge
B Require Experience
1 Above 10 years 2.2 years 8 years

D Personal Information Strengths Strength
Best Planner Self Motivated
positive attitude Decision Making
Ability to adopt Positive attitude
corporate culture Polite
Honest
Co-operative
Team leading
Enthusiastic
Best Planner
Weakness Weakness
some time push my
people hard
Domain Knowledge Domain Knowledge
SAP Endorser in PP SAP
module as well as in SD
module
C,C++
Performance Score Card
CTV01A1B1 88
CTV01A1B2 92
Attribute Score Card
CTV01A1B1 89 83.14
CTV01A1B2 88 58.6
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Note-[competency score =50% Qualification and experience=50%]
Potential= [(CS)*0.50+((Q*0.70)+(E*0.30))*40+(IM)*10]
Performance Potential Matrix….
[Reference:-
Secondary Data Duration: 1 Jan 2008 to 31 March 2008
Primary data Duration: 20th May to 31 May 2008]
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Q1) What do you think is the primary reason for employees leaving the
Organization/Department?
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Q2)What do you think are the best suitable ways/methods to make your
HOD’s more capable of handling his position in Future
.
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[Reference: www.hrmeet.com
We putted some questions about mentoring on hr blogs through which we got this
response]
About Mentoring
“A mentor is a person who leaves a living legacy behind in the form of people who
have benefited from the mentor’s life experiences.
What is the purpose of Mentorship?
Professional values, personal integrity, and ethical conduct should form the basis of
the Mentorship is to encourage professional growth for anyone interested.
What is the goal of Mentorship?

The goal is to provide guidance ,support , and understanding by sharing Experience
,knowledge ,and wisdom to help staff realize their full potential
How is a mentor different than a supervisor?
A supervisor coaches staff to get specific tasks done ,establishes policies and
procedures for staff, evaluates staff performance ,and directs career development. A
mentor shares knowledge and experience with others and assists employees to realize
and achieve their potential
What are the benefits to the participant?
The participant receives encouragement, support and affirmation and may explore
new ideas and alternatives.
Exposures to people who can open doors to new growth, provide insight, and forge
appropriate informal relationships
Tie into organizational priorities and receive stimulus and confidence to achieve new
goals.
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There is an exchange of benefits to the mentor?
The mentor may benefits from helping to build the participant's confidence
The mentor is enriched by sharing knowledge, expertise, influence, and seeing the
participant develop.
What is the length of the mentoring relationship?
Participants determine the length of the mentoring relationship for some; it may be
involve only a single contact: for others, it may involve an on going relationship.
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(Note : Please refer respective files of each department for findings and final
results.)
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Green Box/ Rising Stars - Most investment.
Individuals who have real potential for the future and are high performers, would be the
best candidates for the future HOD position. Give appropriately long duration coaching,
mentoring, training and prepare them for the position.
These are the superior employees, develop their knowledge, skills, and abilities, and
prepare them for advancement .
BlueBox /Workhorses - Minimal investment.

Invest only to keep motivated or to upgrade skills.
This box contains the people or Individuals who produce effectively, however they
have reached their level of competency
Look for each person's hidden high potential, undiscovered passions, etc., and offer
new challenges and responsibilities as appropriate, so these people too can be stars, to
any extent they are comfortable.
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The process of Succession Planning is a long and continuous process and
therefore can’t be completed within two month. We have done the initial
screening of the Succession Planning, but we can’t 100% relay on this
findings, therefore HR Dept should continue with the process by imparting
required training to the eligible employees for the key Leadership position.
Survey says that most of the employees in the organization have emphasis on
some new ways of imparting training techniques like Mentoring, E-Learning,
Role Shadowing etc so organization should keep in contact with the
experienced and knowledgeable employees who retire form the organization
and make them the Mentors of key position. Organization should make such
polices in which HOD should mentor the their Subordinate ( Successor) who
are eligible for their position, so that in case the HOD leaves the organization
the core competencies will sustain in future.
A team from HR department should be made who will prepare a schedule of

the various training methods to train the eligible candidates. After imparting
training to them they should be judged through Role plays and critical
situation methods to check the extent up to which they have improved.
Evaluation of the eligible employees should be done and the final decision
should be taken whether they are ready for the key position or not.
In case the Team finds that there are no eligible successors for the key
position than they should go for external Recruitment.
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Succession Planning

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1

New Innovated Life

It is a pleasure to acknowledge our sincere gratitude to

4 Communicate the Plan 19

5 Identify the leadership characteristics 20

8 Questionnaire Analysis and Findings 29

10 Factor Analysis For Question2 62

Videocon is an Indian multinational with interests in Consumer Electronics, Home

To delight and deliver innovative products through ingenious strategy, intrepid

In 1985, through a technical tie-up with Toshiba Corporation Of Japan, Videocon

LOGO LOGIC OF VIDEOCON INDUSTRIES LTD

“India Today, The World Tomorrow”

Succession planning is a process whereby an organization ensures that employees are

There is a need to identify and understand the developmental needs of employees.

Succession planning grooms firms for success

(Study identifies best practices among large firms)

Succession management is a continuous annual process. It requires an ongoing

One of the clearest insights discovered is that effective succession management is a

Monitoring Future Needs

Talent assessment is a semi-transparent process in best-practice organizations. Most

Best-practice partners use a core set of competencies or behaviors to establish a standard of

Technology Used to Integrate Data

PERFORMANCE ANAYALYSIS MODEL

To help Organization assess its talent pool.

To ensure continuity of leadership.

To place right leadership at all levels of organization.

Mid-Level Managers (HODS) and Junior-level Managers in the Organization

HODS and JMCS of 11 departments which come under CTV.

Preplan: Identify succession planning team members, determine methods for

Succession Planning Team

EMPLOYEE’S ASSESSMENT (HOD)

Subordinates of the HOD

EMPLOYEE’S ASSESSMENT SUCCESSOR (subordinate of the HOD)

1) Through Questionnaires of the following:

Subordinates of the SUCCESSOR

Interviews of the HOD

Successor Questionnaire/Score Card

Education Qualification required for the HOD position

Projected Completion Date :21/April/2008

Reference....exit interviews and the interview with the VP HR

[C]Proactivity d Ability to think ahead, influence events and take initiatives

COMPETENCIES FOR THE HOD POSITION:

Qualification Required : B.E & MBA

Soft Skills Required at HOD position: Leadership Skills, Communication Skills,

Qualification Required : B.E (Electronics/Mechanical)

Soft Skills Required at HOD position: Leadership Skills, Communication Skills,

3) AUTO INSERTION DEPARTMENT

Qualification Required : B.E

Qualification Required : B.E (Electronics)

Soft Skills Required at HOD position: Leadership Skills, Communication Skills,

5) Plant Maintenance Department:

Qualification Required : Bachelor of Technology. (Electrical)

Soft Skills Required at HOD position: Leadership Skills, Communication Skills,

6) Inward Quality Assurance Department

Qualification Required : B.E (Electronics)

Soft Skills Required at HOD position: Leadership Skills, Communication Skills,

Qualification Required : Graduate/post graduate. MBA.

Soft Skills Required at HOD position: Leadership Skills, Communication Skills,

Qualification Required : B.E (Electronics) with commercial knowledge

Soft Skills Required at HOD position: Leadership Skills, Communication Skills,

(PROACTIVE AND FORWARD THINKING)

(PROACTIVE AND FORWARD THINKING)

2 Proactive & Forward Thinking 4.5

3 Team Leadership 4.33