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Learning & Development – Leadership Development

Learning and Development – Leadership Development

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Blueprint Summary

Leadership Development, similar in nature to succession planning, should entail methods for tracking and improving leadership skillsets within the business. This is often seen as a more concise version of succession planning, focusing more on the grooming of future leaders as opposed to focusing on key skills of key people. Simply put, this would be the identification of individuals, rather than positions or job titles, which should be developed in a way that expands their leadership skills, as a preparation/ capacitation exercise.

Whereas succession planning examines key operational skills held within positions, and then looks at the employees holding them, leadership development focusses on the person(s) that have shown exemplary potential and their development first, and then looking at further development into other roles.

Ideally, a Leadership Development Strategy would be documented and agreed upon by existing business leaders and should be discussed by Top or Senior Management before implementation, to ensure alignment with their vision, mission and prerogatives. This would also serve as a source of information into other ventures, such as Employment Equity and BB-BEE’s management control element.

Process flow

Process Specification

Process Owner

Stakeholder(s)

Recording Requirements

Storage Requirements

The person that is accountable for this specific process.

All parties that have a vested interest in this process.

Requirements that need to be recorded during this process. What, How, Where.

Requirements that need to be reported on during this process. What, How, When, Where.

Reporting Requirements

Audit Requirements

Notifications

Reminders

Requirements that need to be stored during this process. What, How, When, Where.

Requirements that need to be met in to comply with Auditing Regulations.  What, How, When, Where & Type of Audit Requirement.

Any Notifications that need to be Generated and/ or Actioned During this Process.

Any Reminders that need to be Generated and/ or Actioned During this Process.

Transparency & Communication

Knowledge & Skills

System

Workflows

 Any Transparency, Communication & Distribution Requirements needed for this Process.

 Any Knowledge & Skills required to successfully complete this process.

Links and Process within a system that directly relates to this Process.

Are there any Workflows that drive this Process? This can be Manual or NFE Workflows.

Legislation & Governance

Templates, Forms, Guides and Work Instructions

S.A. Board for People Practices

Any Legislation, Bodies, Processes, Policies that Govern this Process.

Links to Templates, Forms Guides and Work Instructions that are either to be used for application or as Guidelines to meet minimum requirements for this Process

Does this Process Align with SABPP. This can either be Fully, Partially or Not at All.

The Process

Inputs are all of the Elements deemed necessary to complete the process successfully.

  • Identified Positive Leadership Characteristics

Tasks are the Step-by-Step Actions to be taken to complete the Process.

    • Training Plans

Leadership Development, similar in nature to succession planning, should entail methods for tracking and improving leadership skillsets within the business. This is often seen as a more concise version of succession planning, focusing more on the grooming of future leaders as opposed to focusing on key skills of key people. Simply put, this would be the identification of individuals, rather than positions or job titles, which should be developed in a way that expands their leadership skills, as a preparation/ capacitation exercise.

Whereas succession planning examines key operational skills held within positions, and then looks at the employees holding them, leadership development focusses on the person(s) that have shown exemplary potential and their development first, and then looking at further development into other roles.

Ideally, a Leadership Development Strategy would be documented and agreed upon by existing business leaders, and should be discussed by Top or Senior Management before implementation, ensure alignment with their vision, mission and prerogatives. This would also serve as a source of information into other ventures, such as Employment Equity and BB-BEE’s management control element.

  • The HR Department obtains useable data for all identified staff members- i.e. existing progress along career paths, performance appraisals, testimonials, or other relevant documents highlighting positive leadership characteristics of identified/ earmarked staff. This serves as the basis for identifying and selecting suitable candidates for Leadership Development.
  • The HR Department consults existing leadership and Transformation Drivers, such as the Employment Equity Manager or Transformation Specialist, on projected leadership candidates, subjective opinions and strategic prerogatives.
  • The HR Department collates a list of all candidates identified up to this point, with identified action items and learning interventions, into a written document, called the Leadership Development Plan.
  • The HR Department, Training Department and Key staff would consult together to identify on preferred methods of transferring key skills from the existing holder to the identified successors, or whether leadership skills should be developed externally.
  • The HR Department and Training Department would indicate timelines for leadership skills to be transferred.
  • The HR Department and Training Department would consult to determine how identified interventions for relevant staff would impact existing training plans. If new interventions are identified, normative training procedures such as training applications would be completed where necessary.
  • Training Department to update training plan to reflect accordingly.
  • The HR Department would periodically log and update the progress of key skills being duplicated.

END OF PROCESS