Case study 2
Sipchem Succession Planning with P3
Established in 1999, Saudi International Petrochemical Company (Sipchem) manufactures and markets methanol, butanediol, tetrahydrofuran, acetic acid, acetic anhydride, vinyl acetate monomer, as well as carbon monoxide through its various affiliates. It has been listed on Saudi Stock Market since 2006. Sipchem employ around 5000 people across its group structure
The company embarked upon a succession planning project, wishing to create a 2 x 2 approach to key roles within the organisation.
Key role hard skill benchmarks were captured through a series of stakeholder interviews and 360 feedback.
What was not known was which individuals, identified as being ‘ the right stuff’ in terms of hard skills, had the mental aptitude and emotional intelligence required to become inspirational leaders.
Those identified as high potentials by virtue of their hard skills, where then profiled using the P3 team expert and selection expert profiles.
Sipchem needed to know not only that the individuals chosen had the right aptitude for leadership, but also how they would fit into the teams that they where being targeted to lead in the future.
Baring in mind that it is commonly accepted fact that people leave managers, not organisations, this managerial fit was considered critical to informing the succession plan.
The information gained by profiling in excess of 200 individuals for the 30 identified critical roles was pivotal in selecting those.
The P3 profiling informed:
• the bench strengths of Sipchem,
• individual competency profiles,
• areas for developmental focus through individual development plans
• define developmental and training initiatives and interventions
• future assessment techniques for leadership and all other roles
• the focus of succession ‘gaps’
• internal and external recruitment strategies
• an internal mentoring system