Since the time the term “war for talents” was coined by McKinsey almost twenty years ago in 1997, many companies big and small have jumped on the bandwagon in building what is now known as “Succession Pipeline” or “Succession Planning” to ensure that there are individuals lined up to take on the role of key positions. However, many of such pipelines are mere organisation charts with names of individuals lining up to take the positions they are supposed to succeed without any timeline, plan or even with regular employee engagement. Often, such pipeline ends up as a paper exercise which has no real value for the organisation.
The key to addressing the challenge is to integrate Succession Planning with Talent Development strategies.
Upon completion of this workshop, participants will be able to;
Critically review the common pitfalls in current Succession Planning methods
Understand how Succession Planning and Talent Development can be integrated
Understand the importance of having a timeline for succession planning
Use the tools and templates introduced in the workshop to apply in the workplace
Who Should Attend
HR Leaders who are responsible in partnering with the business in talent development and management, including those who are in HR Business Partnering, Learning & Organisation Development and Talent Management & Development.
What Will Be Covered
Talent Development Cycle With Succession Planning
Identifying and Engaging Your Stakeholders / Supporters
Monitoring and Evaluating of a Talent Development Action Plan
Facilitator-led session, case studies, group discussions and applications, templates and tools.
Wendy brings with her a wealth of experience in the Human Resources and the Recruitment arena. Currently a HR Lead for SEA and Pacific with Qualcomm, responsibilities covering and not limited to, proactively provide HR support to the management of Qualcomm offices in Singapore, Malaysia, Indonesia, Vietnam, Philippines, Australia and Hong Kong. Advising leaders, employees and managers on HR policies, performance management, and other related issues including activities such as community programs, Q-Life activities, etc.
Prior to joining Qualcomm, she was a HR Lead, SEA with a US MNC in IT Data Warehousing, Teradata (S) Pte Ltd involved in the spinning off a division to a separate new entity.
She was a Recruitment Manager with a Global Banking Software Developer focusing in recruitment of IT professionals and thereafter took up the challenge to manage an Executive Search Company in Hong Kong. Prior to that, she was a Regional Human Resource Manager for the last 6 years in the Telecommunication Wireless Engineering Company handling Regional Human Resource, Regional Operation set-up, Policies & Procedures, Systems & Processes, Resource Planning (600+ headcount worldwide), Skills Competency Audit, Compensation & Benefits, Company-wide Training Plan, Talent Management, etc.
She has set up regional offices in Thailand, Indonesia and Philippines covering full spectrum of HR, general corporate office administration, taxation matters and understanding the local Employment legislation in these countries handling companywide recruitment.
Wendy was also exposed to Change Management and downsizing retrenchment exercises in her tenure as HR Manager.