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Personnel Today Personnel Today PERSONNEL TODAY JULY - DECEMBER 2019 CONTENTS JULY - DECEMBER 2019 l VOL-XXXX l No. 2 02 Editorial Dr. (Capt.) C.M. Chitale PERSONNEL TODAY A Half-yearly Journal of NIPM 03 An empirical study on Succession Planning Editorial Board for the Junior & Mid-Level Managers in Editor Select IT Companies in West Bengal (India) Dr. (Capt.) C.M. Chitale Dr. Bobby Basu, Dr. Aloke Kr. Sen & Dr. Pranam Dhar Members Prof. (Dr.) Aloke Kr. Sen 09 People Analytics - The Signatures and Siloes Mr. Nrusingh Prasad Panigrahy Mr. Vishwesh P. Kulkarni Prof. (Dr.) K. Bhanu Prakash & Prof. Dr. P.R.K. Raju Dr.Pradeep Kumar Sahu Editorial Support 15 Pension System in Public Sector Sk. Anowar Uddin Undertakings of India Editorial, Advertisement, Administration, Publication, Dr. Subir Bikas Mitra Circulation - NIPM, National Office Mr. Biswabhushan Behera NATIONAL INSTITUTE OF PERSONNEL MANAGEMENT Southend Conclave, Tower Block 22 Effect of Diversity on Job Perspectives in 3rd Floor, 1582, Rajdanga Main Road Kolkata - 700 107 Selected Sectors of Indian Economy Phone : (033) 2441 7254/7255 Fax : +91-33-2441 7256 Ms. Puvvada Devaki Devi E-mail : [email protected] Mr. Gudivada Venkat Rao Website : www.nipm.in All rights reserved. Reproduction in whole or in part from this journal 33 Skilling Millennials to remain Entrepreneurial without written permission of NIPM, is prohibited. through New Age Education The views expressed by contributors Dr. Purushottam Bung are not necessarily endorsed by NIPM. Unsolicited manuscript shall not be returned even if accompanied 35 We must not marginalize our trade unions: by self addressed envelope with Sufficient postage. We must empower them Printed and Published by Dr. Dipak Kumar Bhattacharyya Mr. Sandip Samaddar Manager - Accounts & Admin for NIPM National Institute of Personnel Management 40 Book Reviews Southend conclave, Tower Block Prof (Dr) Aloke Kr Sen 3rd, Floor, 1582, Rajdanga Main Road Kolkata - 700 107 Free circulation to NIPM members 41 Legal Notes NATIONAL INSTITUTE OF PERSONNEL MANAGEMENT 01 PERSONNEL TODAY JULY -DECEMBER 2019 Editorial Human Resource is at the core of any organization. Other resources are material resources. "Getting the work Done" is not easy in different work situations. Can we consider " Human Response Management" instead of "Human Resource Management"? There could be different views on this subject. However I feel that the managers job is to create and design an internal environment conducive enough,where people can work together to achieve assigned targets to them for contributing to the organizational goals/targets. One has to achieve positive response from the working teams. Emerging trends in Technology is going to create more challenges for professionals in HR and other disciplines of management.A report by Infosys and Garner predicts that automation and Artificial Intelligence might lead to elimination of middle management roles over the next decade or so (TOI : 22/01/2020)."We would need fewer people managers as many of the management tasks such as collection of data, supervising actions and ensuring compliance will be completed by algorithm and robotics"- said a thought leadership report by Garner (TOI). It is expected that from recruiting to performance reviews department of " robot resources will rival human resources" by 2028. Artificial Intelligence itself can replace nearly 400 million workers globally over the next decade(TOI) This prediction is going to pose challenges for HR professionals as follows : a) How to motivate middle level manpower to adapt and learn new technology like AI,IOT etc.Challenge is to get a favourable response from such people. b) The new entrants in HR profession must be equipped with AI,IOT and also ready to learn arrangement in technology for their future career growth. NIPM members all over should take this as " Mission" for developing Techno- HR professionals. Dr. (Capt.) C.M. Chitale Editor NATIONAL INSTITUTE OF PERSONNEL MANAGEMENT 02 PERSONNEL TODAY JULY -DECEMBER 2019 An empirical study on Succession Planning for the Junior & Mid-Level Managers in Select IT Companies in West Bengal (India) Dr. Bobby Basu, Dr. Aloke Kr. Sen & Dr. Pranam Dhar Abstract Most organizations do not have the next generation of leaders ready to fill the vacant roles. Consequently, under- qualified people move into leadership roles as there is no one better to take over. This is a global issue and should be addressed much before the individuals do retire. The only way to reduce the effect of lost leadership is through a strong succession planning (SP) program that identifies and prepares the next generation of leaders through mentoring, training and stretch assignments to take the helm when the time comes. This helps in a smooth transition of business from one personnel regime to another. In this article, an attempt has been made to study the perception of the employees of select IT companies in West Bengal about the practices of succession planning adopted by the companies to address its human capital challenges, especially for the junior or mid-level managers. Introduction Succession planning is defined as "deliberate and systematic effort by an organization to ensure leadership Most of the studies on Succession Planning were done continuity in key positions, retain and develop intellectual on CEO successor, to identify the link between attributes and knowledge capital for the future and encourage of CEO successor and financial organizational individual" (Rothwell, 2010). It is a voyage, not an end performance. From non-financial view, many researchers by itself. Assessment, Identification, and development argue that succession planning yields a return in form of high potential in the organization is solution to of internal operational efficiency and better retention of high-performing staff. A number of studies reveal that succession planning and talent management(Krauss, the strongest determinant of succession origin is past 2007).The entire process of Succession Planning should performance of a firm and firms usually replace an match with the strategic vision of the company. Four incumbent CEO with an outsider when the firm stages of an effective succession plan include: performed poorly in the recent past. Succession Planning Understanding the strategic plan of the business; for CEO or Senior Executive Level is decided by Board Developing a clear understanding of the capabilities and of Directors and is practically beyond the scope of the competencies requirement for the identified role to meet study. Moreover, there is practically no study on the strategic plan; Identifying employees who could succession planning practices for mid-level-executives. potentially fill and perform highly in such roles; and The purpose of this paper is to understand the succession Preparing suitable employees with the potential, through planning practices adopted by the select IT companies mentoring, training and job rotation to be ready for in West Bengal for its mid-level managers. advancement into each identified role. Succession planning has traditionally referred to planning for What is Succession Planning? leadership continuity at the CEO level, but today Succession Planning is one of the top focus areas for succession planning provides for leadership continuity HR as it attempts to pave the way for a smooth transition at all levels(Cooke, 1995). It is rated as one of the top of business from one personnel regime to another. focus areas for HR as the biggest challenge faced by Dr. Bobby Basu, Associate Professor, Heritage Business School, e-mail: [email protected] Dr. Aloke Kr. Sen, Former Director, Heritage Business School, e-mail: [email protected] Dr.Pranam Dhar, Associate Professor, West Bengal State University, e-mail: [email protected] NATIONAL INSTITUTE OF PERSONNEL MANAGEMENT 03 PERSONNEL TODAY JULY -DECEMBER 2019 today's organization is to get the right person at the right strategic vision of the company. The authors have renamed position. this component as 'Management Support'. It is very vital to link succession plan to business strategy to understand Performance versus Potential the kind of people that will be needed with the required Most researchers and practitioners agree on the set of skills for the future(Levitz, 2008). Elements of an importance of employee assessment to succession effective succession plan are: visible support from the planning. For identifying the right candidate for CEO and top management; owned by line management, succession, both performance appraisals, appraising the simple and tailored to unique organizational needs; linked performance of an employee on the current job as well with the strategic business plan(Taylor & McGraw, as potential appraisal, appraising his potentials for the 2004). future job are important. Two essential objectives of the The second component is selection of candidate based succession planning program are deciding the position on their background, job performance, potentials and to be covered, and the person to be included. Succession formation of talent pool. It should be ensured that each planning links candidate's potential to position key position has alternative potential successors and needs(Carnazza, 1982). An organizaton's succession each talent has multiple potential promotion paths. The plan goes hand in hand with employees' career trend in scope of SP is to cover all the critical positions development plan. The very purpose of succession which are essential to achieve
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