To name, or not to name, that is the question...

"Do you think that I should have announced my successor?", asked the Senior HR professional. This was my third 'encounter' with this gentleman (See 'Passion for work and anasakti ' & 'Appropriate metaphors for organizational commitment '  for the outcomes of my previous interactions with him). "Well, it depends on what you were trying to achieve", I replied in a 'consultant-like' manner. Similar to what had happened during my previous encounters with him, this interaction also prompted me to think a bit more deeply about the underlying issues.

In this particular case, the situation was something like this: This gentleman had created a structure in which many of his direct reports were at the same level – handling roles of similar size. This ensured that all of them could hope for moving into his role and hence contributed to their engagement & retention. However, this also ensured that when this gentleman moved on to another role, none of his direct reports were ready to takeover from him & hence his role had to be filled with an external candidate. With their illusions broken (and considering the fact that the situation could repeat a few years later), many of the direct reports started looking for jobs outside the company.

Now, there are multiple levels of issues here. The most basic one is the need for succession planning. There should not be too much controversy here, as most of us are likely to agree that succession planning (especially for critical roles) is a worthwhile endeavor (Whether the Head of HR role qualifies as a ‘critical role’ is an interesting issue – but that is another story/blog post!). The second one is the need for a structured approach to develop people who are in the succession plan so that they become ready for the role within a specified time-frame. Here also there should not be much disagreement when it comes to the validity of the need, though the implementation is easier said than done, as it involves quite a bit of investment/focus to ensure that the requisite capability building takes place within the timelines.  

Things get more complicated when we think about whether or not to tell the people who are in the succession plan that they are part of the succession plan. The problem here is that doing this can create high expectations (and even some sort of ‘entitlement mentality’) among the people in the succession plan and also create disengagement (or even attrition) among people who are not in the succession plan. The latter becomes a significant problem if they are very valuable contributors in their current roles, though they did not make it to the succession plan for the next level role. However, not informing those in the succession plan might defeat the very purpose of succession planning.

The purpose of including an employee in the succession plan for a position is to enable him to develop readiness for the position within an accelerated time-frame. It would work much better if the employee is aware of the purpose for which the development is being undertaken. It definitely helps to tell an employee that he is part of a succession plan, so long as the communication is done in the right manner. This would also avoid the risk of developing an employee towards a position that he is not interested in. Again, this would prevent the unfortunate scenario in which such an employee leaves the organization because he thought that he was not being developed for the next level role! 

However, the communication has to be done in the right manner. The communication should mention that the company sees the potential in him to develop towards the particular position and that the company will provide accelerated learning opportunities to enable him to develop readiness for the same. It has to be made clear that no promise is being made that the employee will be moved to the target position within a specified period of time. It should also be mentioned that there could be multiple people in the succession plan for the position and that the actual move to the position will depend on business requirement, vacancy and his relative readiness as compared to other possible candidates for the position. Stretch and discomfort are inherent in accelerated development. If an employee is aware of and is committed to the purpose behind the development, he will be able in a better position to derive meaning from the stretch experience, to learn faster and even to enjoy the ride!

Let us come back to our Senior HR professional. There are no easy answers to his question. However, let me hazard a guess based on our discussion so far. It  would have been better if he had done the succession planning for his role and told the people in the succession plan that they were being developed for his role. Of course, this would require that the identification of people for the succession plan was done in manner that was rigorous and fair (and also seen to fair!). For example, all his direct reports (at least those who were interested in developing towards  his role) could have been put through a well-designed Assessment Centre (see 'Assessment Centres and Leaps of faith' for details). 

Now, let’s look at the matter of deciding the ideal number of people in the succession plan for a particular position. Announcing only one successor (like the senior HR professional was mentioning) would have been a very risky option. It would have made the organization dependent on only one person and/or it could have made the person in the succession plan a bit complacent. Putting too many people in the succession plan also would have been sub-optimal. It would have made the investment required for developing all these people too high and also reduced the chance for any particular individual to succeed in moving to the target role. Hence the best option would have been to identify  a few (say, 2-3) people who were relatively more ready at that point (say, based on the Assessment Centre results) to be on the succession plan and to tell them they were being developed for his role. This would also allow the others direct reports to either make peace with this situation (as a fair process has been followed to identify the people in the succession plan) or to exit the organization gracefully - at a time of their choice (without any hurry and possibly with a very good offer). Yes, this is not a perfect solution. But, it seems to be the best solution available!.

Do you agree?

Why pigs have wings (Importance of differentiation in people management)

The more interesting part of the title comes from 'Through the Looking -Glass' (by Lewis Carroll). The other (related !) part - importance of differentiation in people management - is something that I have often thought about. There are many issues here. Is differentiation really important in people management? What types of differentiation are relevant? What are the implications of differentiation ? Is it worth the trouble and effort?

Now, there are many types of 'differentiation' possible in people management . We can look at differentiation in terms of the parameters on which differentiation is based on (i.e. input parameters/criteria) and/or in terms of the ways in which differentiation is implemented (i.e. results/outcomes). For example, differentiation could be based on (inter alia) performance, potential, criticality/ impact of the role, job level, job family, market value of the skill set, tenure, business unit etc. or a combination of them. Again, the differentiation could be made/ implemented in terms of (inter alia) compensation, benefits, recognition, career progression, development opportunities etc. or a combination of them.

If we look at the large number of input parameters and outcomes listed above, it becomes apparent that there are a large number of combinations possible here. The relevance of a particular combination would be context specific. To keep this discussion manageable, let us classify the input parameters into three broad categories - parameters that are related most to the
(a) individual (performance, potential, tenure etc.)
(b) position (criticality/impact of the role, job family, job level, skill set)
(c) part of the organization (business unit/function/geography)

I must say that these catagories are somewhat arbitrary and there could be some amount of overlap among them also. For example 'skill set' is related to both the role and the individual. It also raises some interesting questions like 'if an employee has a skill that is in the list of 'hot skills' (as defined by the organization) and if the employee is currently in a job that does not need that skill, should the employee be given any sort of differentiated rewards? ' OK, OK, let us come back to our discussion.

Based on our classification, the question now becomes whether it makes sense to differentiate based on individual, position or organization/business unit related factors? Different business unit in a company might face different markets (both product and factor markets) - with different dynamics and market practices. Business units might also differ in terms of their performance. Hence there is a strong case for differentiation. However, too much differentiation might lead to a situation where the employees in different business units don't really feel that they are working for the same company ! Thus, the organization culture and philosophy becomes a key factor in determining the extent of differentiation. Similarly, it can be argued that some positions in the organization have a much higher impact on organization performance and that some skillsets carry a greater market a higher market value at a particular point - there by making a case for differentiated treatment. Of course, we should keep in mind the fact that the list of critical positions and the list of key skills could change - sometimes quite quickly.

Now, if we examine differentiation based on individual related parameters a similar argument holds good when it comes to individual 'performance' - higher performance merits higher rewards. The case (if any) for 'tenure' based differentiation usually has more to do with organization culture/values. The case for 'potential' based differentiation (on a stand alone basis) is more complex. Anyway, the most common practice is to use a combination of performance and potential. This also leads to interesting situations and challenges. Please see 'Paradox of potential assessment' for a detailed discussion.

Now let us leave aside all these details and examine the core of the issue. I feel that the most important factor driving differentiation related decisions should be 'contribution/value addition to the organization'. So if there are some business units/positions/individuals that create more value to the organization as compared to other business units/positions/individuals they could be given preferential treatment. By the same logic, the extent of differentiation should mainly be a factor of the variation in the 'contribution/value addition to the organization'.

While this sounds quite neat/logical, there are a few important prerequisites to make this work. For example, everyone should understand and agree upon what exactly is meant by 'contribution/value addition to the organization' at the business units/position/individual levels. In addition to this we might need to include probable 'contribution/value addition to the organization' in the future, apart from the current ''contribution/value addition to the organization' (e.g. in the case of differentiation based on 'potential'). Also, it should be possible to track/ measure/ assess this relative 'contribution/value addition to the organization' (to the satisfaction of everyone involved) at all these levels . Again, there should clear norms in staffing the positions/business units to answer the question 'how can I move to that position/unit that gets better treatment'. As we can see all this could get quite complex.

As I see it, what really matters most here is the dynamic interplay of the factors (as opposed to a particular factor per se) in a particular context. For example, it is worth it to have a 'key talent program' ( that aggressively differentiates 'high performance - high potential' employees in critical job families) if we are in a context
(a) some positions (say critical positions) have a much higher business impact as compared to other positions &
(b) in critical positions, a high performer in creates much more value as compared to an average performer &
(c) it is very important that senior positions are filled by developing talent from within (say because of the nature of work and organization culture)
In such a context, the business case for the key talent program is clear even if the program could have possible side effects in terms of annoying a large section of the employees who are not part of the program. However, if one or more of the conditions mentioned in (a), (b) and (c) above do not hold good (or if they hold good only to a limited degree/extent), the business case becomes less compelling.

While this does not negate the existence of the complexity that we were discussing earlier, it can be seen that some patterns can be found amidst the complexity that can lead to actionable inferences in the area of differentiation in people management. Also, while we are caught up in all this talk about differentiation, we should not forget the importance of 'individualization' (managing each employee as a unique individual - please see previous posts like 'Paradox of HR systems' and 'Feasibility of mass career customization')- though it is not really 'differentiation' - in the sense we are using the term here.