Goodlass Uses DC For Succession Planning

Mumbai: | Updated: Aug 26 2002, 05:30am hrs
At Goodlass Nerolac Paints Ltd, its now time to lend a different shade to the human resource technique termed Development Centre (DC). For, brushing aside the usual approach of using DC merely as a self-enhancement plan for managers, the company is now aggressively focussing on deploying DC to aid effective succession planning at the levels of general managers and vice-presidents in the top cadre of corporate establishment. According to the company, the entire system will be actualised in association with a management consultancy SHLconsidered global process leaders in DC.

Says Mr Vijay Deshpande, vice-president-HR, Goodlass Nerolac Paints Ltd.:As a part of our initiative to institutionalise this new approach, we will soon expose managers to the entire gamut of techniques aligned to the new DC initiative.

In fact, the company is utilising DC to embark on succession planning at the top management level. According to the company, as a part of the DC initiative if the organisation has spotted a specific set of managers with only a small measure of development needs before they can move on to the role of a GM or VP, the company will accordingly blend the relevant job exposure with training interventions to bridge the gap. Thus, the techniques in DC and the exposure along with the interventions will equip professionals to move on to the top roles, says Mr Deshpande.

According to Mr Deshpande, as a part of commencing the initiative, the company has evolved a set of competencies for individuals based on the challenges and imperatives that the business will confront in the days ahead. According to the company, this method of defining competencies in DC is also another innovative approach as competencies are normally dependent on the defined job profile. Hence, right from the stage of instituting competencies our approach is to integrate HR with business strategy. And our ambition is to drive business strategy by enforcing the HR system with rigour, he says.

According to the company, planning and delivery, decision-making, and relentless innovation and creativity are some of the competencies that form a part of the DC model.

Explaining further on how the initiative is being deployed, says Mr Deshpande: Primarily, a set of managers will be assessed on the specific competencies and accordingly the positive and negative indicators will be distilled. Then they will get on to assessing others for the range of competence.

According to Mr Deshpande, the practice will enable the company to clearly chart out the developmental needs of professionals. It would also lend the plan of approach for HR in terms of deploying development-aligned training initiatives.

Explains Mr Deshpande: Importantly, this initial processes will be initiated for mapping the various dimensions of development. This will then serve as a mirror in reflecting the extent to which certain competencies are strong in our professionals.

Further, the company will also focus on certain competencies of certain roles that are critical in the organisation. For instance, strategy orientation as a competency could be for certain critical business functions in the organisation.

Alongside, the company will also look at deploying the initiative for the next level of professionals. But here we would then look at certain critical skills quotient like persistence, perseverance and speed rather than competencies, says Mr Deshpande.

So, as an alternate approach, the company is now attempting to paint a new practice in DC in the HRM landscape.