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INTRODUCTION ANDSCOPE

  1. Loss or vacancy within Mitchells Plain Skills Centre (MPSC)of a certain key skills pose a severe risk to the functioning of the company.
  1. MPSC shall on continuous basis define pools of highly talented individuals from which candidates for specific positions can be selected.
  1. Succession Planning focuses on identifying individuals for specific jobs, while the management of the process places emphasis on ensuring that planned training and development actually occurs.

PURPOSE

  1. MPSCdetermines the extent of company’s skill shortage,
  1. Identifying needed competencies based on the company’s future business needs, values and strategies
  1. Identifying high-potential individuals,
  1. Assessing those identified to identify strengths and skills gaps,
  1. Drawing up a tailor made Personal Development Plan, which includes training, job rotation, special assignments and mentoring by more experienced employees or directors,
  1. Facilitate feedback on development progress,
  1. To provide staff with the necessary capabilities to be placed in key positions as when a need arises,
  1. This purpose is to assist continuity using career paths of individuals within the for succession to certain key positions, which could become vacant or approved,
  1. It sets out the importance of providing and provisioning for the relevant skills, knowledge an abilities in the ranks of staff subordinate to critical positions,

PROCESS

  1. Identify potential candidates to fill positions likely to become vacant, aligned to Equity Targets and based on performance,
  1. The company to gain agreement and willingness from identified candidates to participate on the succession planning process,
  1. Candidates details to be included as part of Equity Plan,
  1. Assessment of candidates in terms of current competencies and performance as this forms a foundation to ensure that the candidates have the required competencies related to the current position and is thus capable of handling accelerated development,
  1. Monitoring of candidates’ commitment and performance using the Performance Management Policy.

INDENTIFICATION OF SUCCESSORS

The successors to succession planning could be found amongst:

  1. Relevant Job Profile matches between the key position incumbent and staff members,
  1. The Job Profiles becomes the basis for the match and search for competencies amongst staff within the Department,
  1. Performance management system is also an appropriate tool to identify potential and suitable candidates for development,
  1. The performance management process and personal development career paths are some of the tools sufficient to meet staff capacity requirements for planned staff turnover in the normal course of events,
  1. Individuals who have been assigned acting position,
  1. Individuals who are familiar with part but not all of the functions in the key position,
  1. Staff members who have received training and development.

SUCCESSION DEPTH: PRIMARY AND SECONDARY CANDIDATES

  1. Each key position should have at least two possible candidates for the placement,
  1. The primary replacement should be ready to take up the position within a six month period,
  1. The secondary replacement should be ready to take up the position within six to twelve months,
  1. Other successors may be considered in greater time frames, adding depth to the plans,
  1. The reference of “readiness” to the position would be undertaken by regular competency assessments and monitoring, as well as through active observation while undergoing experiential training processes such as acting, coaching or mentoring.

ASSESSMENT OF SPECIALISED COMPETENCY SHORTFALLS IN POTENTIAL CANDIDATES

  1. Candidates identified are measured by the gap between the critical position profile and the successors present capability,
  1. Identification of experiential, theoretical and skills training required in order to meet each of these differences,
  1. These training processes would need to be evaluated in terms of priority in order to move the primary candidate to a state of appropriate readiness.

SIGNATURES –
APPROVED AND RATIFIED BY:
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MPSC Chairperson- Mr.Frank Fredericks Date:
On behalf of MPSC board of directors

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