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Succession Management Reinvented Seminar 2019  

Preparing for future talent needs

INFORMATION

One-day Seminar: 16 October 2019
Radisson Blu Gautrain Hotel, Sandton, Johannesburg



Since October last year, a number of CEOs have departed from some of the country’s most powerful institutions with no successor to take over immediately - for example the likes ABSA, Comair, Massmart and Transnet. There seems to be a CEO crisis in SA. Not having a CEO over the short term can cause chaos with operational inefficiency. Over the long term this leads to lack of strategic and tactical continuity, avoidance of accountability, lack of trust and reliability - the list goes on. Good succession according to Andrew Woodburn, Managing Director of Amrop Woodburn Mann says that good succession is planned at least 12-18 months before any announcements are made.

The organisations that are actively developing and preparing a pipeline of successor will be the organisations that will prevail in the future. The simplicity of succession planning is no longer relevant in the current context of a volatile, uncertain, complex and ambiguous world.

To keep up, HR and Talent professionals and companies as a whole need to change their mind set about succession management. They must link the succession process to business priorities and take into account macro trends, such as the speed of change, increased regulatory pressure, globalisation of talent, and the higher level of focus on people and culture. Succession management is not just for CEOs – a succession plan matters for the entire organisation. As critical as the CEO is to the company, there are plenty below whose absence would have ripple effects throughout the organisation. Beyond identifying future leaders, your succession management strategy should include workforce planning, skills gap analyses, and the creation of development programs to increase bench strength at all levels of the organisation. Succession management is critical to the sustainability and the long-term success of your business and your business depends on creating a plan for how you’ll keep your team going forward when you lose a key person or face a skills gap that needs to be filled quickly.

Succession management, is however not just a simple matter of generating lists of names of people to replace someone, it is an integral facet of talent management that includes training and development of people who will eventually take important executive leadership, management and operational positions. Having a poor succession management system puts your business at risk of instability when important roles are vacant.

Succession planning is an ongoing struggle and it will possibly get even more complicated in the future of work. In a competitive labour market where everyone is a flight risk, and the concept of lifetime employment is out the window, how can leaders secure a reliable talent pipeline? An Agile approach is a new way of managing succession management. Today, an Agile organisation built around empowered teams are the best way to constantly and nimbly match the right talent to the right strategic initiatives. Typical talent or succession planning and HR processes are designed for predictable environments, traditional ways of getting work done, and organizations where "lines and boxes" still define how people are managed. As work and organisations have become more fluid, and business strategy is no longer about planning years ahead but about sensing and seizing new opportunities and adapting to a constantly changing environment--companies must deploy talent in new ways to remain competitive. One needs to turn conventional views on their heads, talent and leadership and have a new and different playbook for managing, and deploying talent for today’s agile, digital, analytical, technologically driven strategic environment! By attending this seminar you gain the necessary skills to develop and implement an effective succession plan based on your organisations current and future needs.


Why Attend?

  • Learn how and why organisations need to be more innovative in their approach to succession
  • Discover practices and processes that will take Succession Management into the future and enhance the partnership between HR and the business.
  • Hear how to build a succession pipeline that is future orientated and ready for continuous disruption and digital transformation
  • Get ready to let go of outdated succession processes and legacy systems and embrace new approaches and solutions for succession management
  • Learn how others are addressing succession challenges at all levels in their organisations

Who Should Attend

Heads of/ Directors of /Senior managers in the following groups responsible for succession management:
  • HR
  • Succession Management
  • Leadership and Executive Development
  • Talent and Global Talent Management
  • Training and Development
  • Employee Development
  • Diversity
  • Learning and Development
  • Workforce Planning


For more information about the seminar, please contact Debbie Atwell on debbie@knowres.co.za or + 27 83 651 1664.

SEMINAR PROGRAMME

DAY ONE 16 OCTOBER 2019
 
07:30–08:30 Registration and arrival refreshments and snacks

08:30–08:45

Welcome and introduction by Chairperson

08:45–09:30

How to identify readiness for succession management (JSE listed company Case study)

Sarah Arnot, Managing Partner, Woodburn Mann Leadership Science Institute and Andrew Woodburn, Managing Director, Amrop Woodburn Mann

09:30–10:15

Developing and implementing a robust fit-for purpose succession management process

Ashnie Muthusamy, Group  Talent Manager, Sun International (Author of Succession Management: Definite Do’s and Detrimental Don’ts)


10:15–10:45 Morning break


10:45–11:30

Getting leaders ready now! Accelerating growth in a fast work environment and ‘get ready on the job’ approach. 

Selo Govender, Group Head of Talent and Performance at Discovery Limited

11:30–12:15

Rekindling succession planning: embracing  leadership for the future


12:15–13:00 Networking lunch

13:00–14:00

Leveraging diversity and inclusion to drive Succession Management

Caroline Berns, Head: Talent Acquisition (Middle East and Africa), Ericsson


14:00–14:45

Succession measurement and metrics – incorporating analytics into your succession planning strategy

Liza Govender, Head: Talent Management, Nedbank


14:45–15:00 Afternoon tea break

15:00–15:45

How to build a talent pool to support your succession plans


15:45 Close of seminar


SPEAKERS

Caroline Berns, Head: Talent Acquisition (Middle East and Africa), Ericsson
Caroline Berns, Head: Talent Acquisition, Ericsson Middle East and Africa. After graduating in Information Engineering at one of Germany’s top research universities and commencing a career in IT, Caroline soon discovered that her real passion was talent and recruitment, combining her tech background with her desire to work closer with people. She joined Experis, which is the professional resourcing subsidiary of ManpowerGroup, where she headed up operations in Switzerland and Austria, in addition to managing various pan-European projects. In 2012, Caroline decided to leave Europe and moved to South Africa, where she joined Ericsson. Based in Johannesburg, she is responsible for the management and implementation of Ericsson’s internal and external talent acquisition strategy across the Middle East and Africa. In addition to her current role, Caroline is very passionate about diversity & inclusion, speaks at national and international conferences, sits on Ericsson's regional D&I council and drive various local and global D&I activities. She also shares a weekly blog about D&I here: https://www.ericsson.com/en/blog/contributors/a-d/caroline-berns
Sarah Arnot, Managing Partner, Woodburn Mann Leadership Science Institute
Sarah Arnot is Managing Partner of the Woodburn Mann Leadership Science Institute, which supplies leadership development and assessment services to Boards, CEOs and senior executives in South African corporate businesses. She holds BA (Hons) and MA degrees from Trinity College, Dublin and an MPhil (Executive Coaching) from the University of Stellenbosch Business School. Sarah’s career spans more than 25 years, most of it spent at two companies - Accenture and Spencer Stuart - based in Ireland, France, the UK and South Africa. She held international leadership roles in both organisations. As an executive search consultant at Spencer Stuart she led the European Internet Practice and the European Software Practice. After moving to South Africa, she joined the Leadership Advisory Services (LAS) practice, consulting to global clients in multiple industries. She was involved in developing assessment materials for the LAS practice and was responsible for training new consultants in assessment. She is the author of That Further Shore: turn your dreams into goals and make them a reality, published by KR.
Andrew Woodburn, Managing Director, Amrop Woodburn Mann
CAndrew began his Executive Search career in 1995 at a London-based Executive Search firm, where he worked on international search projects across all functions and industries. Prior to his current role, Andrew worked with blue chip clients such as Coca Cola and SAB Miller on delivering marketing/strategy consulting, web design and online integration, performance management, software development, data analysis and reporting services. Andrew has experience working in a start-up team for the creation of a financial institution, and was involved in founding a new banking organisation with a focus on micro-finance. He has worked in corporate strategy for a global brewing company. This led to an opportunity for him to work in marketing. His involvement in leading brands and new product development provided a platform to leverage his strategic insight and creative flair into the commercial arena. Andrew began his career as an engineer. He received a Social Studies Graduate Diploma and a Master of Science Degree in Development Economics from Oxford University. He also received a Bachelor of Science Degree in Chemical Engineering from the University of Witwatersrand
Ashnie Muthusamy, Group Talent Manager, Sun International (Author of Succession Management: Definite do’s and detrimental don’ts)
Ashnie Muthusamy is presently the Group Talent Manager for Sun International. She has an educational background in Psychology, HR and Leadership. For the last 20 years she has worked in various Group roles working with Talent Management. Her present portfolio includes Strategic Resourcing, Psychometric Assessment, Job Architecture; Performance Management, Succession Management, EVP among other HR responsibilities. She is the author of Succession Management, published by KR.
Liza Govender, Head: Talent Management, Nedbank
Liza is an experienced Head Of Talent Management with a demonstrated history of working in the financial services industry. Skilled in HR Consulting, Coaching, Executive Coaching, HR Policies, and Organisational Design. Prior to joining Nedbank, Liza worked at Transnet as the Executive Manager: Talent and Recruitment, she worked at American as the Global Process Lead and was also a consultant. She has an honours degree from the University of Johannesburg.

Sponsors and Exhibitors

Would you like the opportunity to market your company’s products and services to delegates at this seminar?


For more information about the seminar, please contact Debbie Atwell on debbie@knowres.co.za or + 27 83 651 1664.
   
   
   

REGISTRATION OPTIONS


REGISTRATION FEES
  Price
One-day Seminar | 16 October 2019
Early bird special till 31 July R3825 ex Vat (Save R675)

R4 500.00  excl. VAT

Please note:

  • Payment must be received prior to attendance
  • Registration fees include refreshments, lunch, parking and seminar material
SETA grants and accreditation requirements
Many of our delegates enquire about the accreditation of our events. There is a misconception that organisations qualify for SETA grants only for accredited programmes. This is not correct. The payment of SETA grants is regulated by the Government Gazette, no. 9867, Vol. 570, 3 December 2012, no. 35940. These Regulations clearly state that the SETAs “must allocate a mandatory grant to a levy paying employer” that has submitted a WSP and ATR by the regulated date, has provided all the information required in the regulated template, and is up to date with skills levy payments. Furthermore, the template in the Regulations (Section C: Skills Development) allows employers to include ALL planned training in the report; not only accredited programmes.
 
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SPECIAL OFFERS

  • Register for 3 people and the 4th person attends free of charge!
  • Special discount for registered NPO’s, small businesses (30 or less employees) & full-time lecturers at universities – contact us for more information!

MORE INFORMATION

For more information and to book your seat contact  Debbie Atwell on + 27 83 651 1664 
debbie@knowres.co.za

REGISTER

To book your seat contact Magdeline Matlatse on +2711 706 6009 
magdeline@knowres.co.za


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