Succession and Development - SuccessFactors · SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING . CONTRIBUTORS . ... of the career development planning module and how it …

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PTO TRAINING 1207

SUCCESSION AND DEVELOPMENT Project Team Training

SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING

CONTRIBUTORS

Melissa Corfield Success Factors Principal Consultant, Professional Services Steven Hunt* Success Factors Senior Director of Business Execution Practices Annamarie Pluhar AE Perform Instructional Designer

*Much of the material in in this course is drawn from the paper “Key Questions for Creating High Impact Succession Management Programs” by Steven Hunt, Senior Director of Business Execution Practices at SuccessFactors

©2012. SuccessFactors, Inc. All rights reserved.

No part of this document may be reproduced or transmitted in any form or by any means, electronic or mechanical, without the express written permission of SuccessFactors. This software is commercial computer software developed exclusively at private expense. The software and documentation are provided with RESTRICTED RIGHTS. Use, duplication or disclosure by the U.S. Government is subject to restrictions as set forth in DFARS 252.227.7202-3 or FAR 52.227-19, as applicable. Developer is SuccessFactors Inc., 1500 Fashion Island Blvd, Suite 300, San Mateo, CA 94404.

"Rwiz" is a trademark of Enterprise Information Resources, Inc. The product described herein includes software developed by the Apache Software Foundation (http://www.apache.org/). All other brand and product names that are mentioned herein are the trademarks or registered trademarks of their respective holders.

All examples, including the names of people in the examples or screen shots are fictitious. No association with any real person (living or deceased), company (existing currently or in the past), or events should be inferred from any example whatsoever.

Information in this document is subject to change without notice and does not represent a commitment on the part of SuccessFactors.

SuccessFactors, Inc., an SAP Company 1500 Fashion Island Blvd, Suite 300 San Mateo, CA USA www.successfactors.com

© 2012 SuccessFactors, an SAP Company. Confidential. All rights reserved.

http://www.apache.org/


TABLE OF CONTENTS COURSE INTRODUCTION 4 COURSE GOAL 4 TARGET AUDIENCE 4 USING THIS GUIDE 4 WHY SUCCESS FACTORS? 5 BIZX SUITE 6 WHAT IS BUSINESS EXECUTION? 6 ADDITIONAL RESOURCES 6 COURSE OBJECTIVE 7 COURSE TOPICS 7

LESSON 1: GENERAL INTRODUCTION TO SUCCESS FACTORS 8 ACCESSING SUCCESSFACTORS 8 NAVIGATING SUCCESSFACTORS 9 MENU OPTIONS 10 OPTIONS 11 HELP & TUTORIALS 12 ACCESSING THE SYSTEM AS AN ADMIN 12 USING ADMINISTRATOR RESOURCES 14 USER DATA 14 SECURITY 15 DEFAULT USER PERMISSIONS 15 INDIVIDUAL PERMISSIONS 15 ROLE-BASED PERMISSIONS 16 ADMINISTRATIVE PRIVILEGES 17 ADMINISTRATIVE DOMAIN 17 PROXY MANAGEMENT 18 SUMMARY 18

LESSON 2: GENERAL INTRODUCTION TO SUCCESSION PLANNING 21 BENEFITS OF SUCCESSION MANAGEMENT 21 GOALS OF SUCCESSION MANAGEMENT 22 EVALUATING SUCCESSION CANDIDATES 23 SUMMARY 26

LESSON 3: THE NOMINATION TOOLS 28 TOOL FOR SUCCESSION PLANNING 28 SUCCESSION ORGANIZATION CHART 28 MATRIX (9-BOX) REPORTS 30




FILTER OPTIONS 30 TALENT SEARCH 31 DATA FOR THE TOOLS 32 SUMMARY 33

LESSON 4: NOMINATION TYPES AND PERMISSIONS 35 PERMISSIONS 37 SUMMARY 38

CAREER DEVELOPMENT PLANNING 40 CAREER DEVELOPMENT PLANNING OVERVIEW 40 THE DEVELOPMENT PLAN 40 CAREER WORKSHEET 42 SUMMARY 44

NOTES APPENDIX 46 TERMS AND DEFINITIONS 47


COURSE INTRODUCTION Welcome to the Project Team Orientation (PTO) for SuccessFactors Performance and Goals. This orientation is designed for major stakeholders within an organization who have the responsibility for implementation and maintenance of the SuccessFactors applications.

Course Goal

The overall goal for the PTO is to provide a knowledge transfer on the core out-of-the box functionality of SuccessFactors Compensation that will enable participants to gain a high-level understanding of the concepts and capabilities of the software to prepare you for the upcoming functional workshops. This will be accomplished through discussion, demonstrations, and group activities. The knowledge and experiences taken from this session can and should be utilized during the follow-up workshops with the SuccessFactors Professional Services team.

Target Audience

It is strongly recommended that all team members participating in the workshop sessions attend the entire PTO. Discussion and questions are highly encouraged during this session.

Using This Guide

This classroom guide is intended for use in conjunction with an instructor. The guide provides general information that will be elaborated upon by the instructor.

Throughout the guide, you encounter icons that call out various types of information. The following table illustrates how this guide uses icons to indicate different types of comments that support the text.

© 2012 SuccessFactors, an SAP Company. Confidential. All rights reserved. 4


Activity: Indicates an activity for you to complete that helps reinforce the information you just learned.

Note: Indicates additional information that is related to the information presented.

Best Practice: Indicates helpful hints and tips or other guidance that further explains the information it accompanies.

What is your organization trying to accomplish with this system

Why Success Factors?

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BizX Suite

What is Business Execution?

Strategy: Knowing what needs to be done Assets: Securing the resources to do it Execution: Getting people to do it.

Additional Resources

There are a number of additional resources that can provide you with information about SuccessFactors. These resources include:

SuccessFactors, an SAP Company website: http://www.successfactors.com

SuccessFactors, an SAP Company monthly newsletter Success Factors Customer Community: http://community.successfactors.com/

For more information about other courses and registration, contact Success Academy at [email protected]


http://www.successfactors.com/

http://community.successfactors.com/

mailto:[email protected]


Course Objective

By the end of this course, participants will be able to

make decisions for their Succession and Development implementation in order to accurately configure it to their specifications.

Course Topics

This course has five lessons. The first lesson provides an overview of the SF interface and navigation with demonstration. The second lesson offers and overview of the Succession module with demonstration and the key questions that must be considered for implementation. The third lesson discusses the tools that are used for succession planning. The fourth describes the different ways that succession nominations can be done. The fifth lesson provides an overview of the career development planning module and how it integrates with succession planning.



LESSON 1: GENERAL INTRODUCTION TO SUCCESS FACTORS The goal of this lesson is to provide you with a general introduction to SuccessFactors; how to access it, how to navigate, understanding the data files and structure and how security is maintained.

Accessing SuccessFactors

You access SuccessFactors either as an administrator (admin) or as a user. If you have an admin account and a user account, you will have the ability to toggle between interfaces.

An admin is an administrator for SuccessFactors applications. An admin can have many different types of responsibilities including adding or editing user permissions, launching forms, or running reports.

A user is considered the end user of SuccessFactors applications. Users include supervisors and organization owners. Users log in to the application where they can manage their To-Do List, and supervise other users who report to them



Navigating SuccessFactors

The SuccessFactors system interface enables admins to provide customized content and change settings, update content, and customize content for your users on the spot with on-page editing and other features

When a user logs into SuccessFactors, the Home page is displayed. Let’s start by taking a look at the Home page.

Figure 1. Home Page

To-Dos List

The To-Dos List centralizes all the tasks to be completed by the manager or employee. Tasks may be viewed by the performance process or listed by the due date for the particular performance step. Tasks requiring actions are active links that take you to the requested action or form to complete the task. You can print your To-Dos List by clicking the Print Preview icon.

Figure 2. To-Dos



Portlets

Portlets display information on the right side of the Home page and can be customized to include information users need. Use the tread to drag and drop the portlet to the desired location; use the arrows to expand and contract the portlet.

Figure 3. Portlets on Home Page

Menu Options

Menu options are available in a drop-down menu on the upper-left corner. General menu options include Goals, Performance, and Development. For compensation planners, Compensation is listed Additional options may be available depending on your role and/or system configuration. To see your available options, click Home.

Figure 4. Home Menu Options



Options

Options allow users to manage their personal settings and preferences including passwords, notifications, language, forms, proxy, groups, and mobile. To access your options, click the Welcome message and select Options from the drop-down menu.

Figure 5. User System Options

The system can be configured to allow for the following individual option on the Option page:

Changing your password Selecting your security questions Indicating when to receive notifications from the system Changing your language preference Assigning/becoming a proxy Creating groups Activate mobile device to your account

Figure 6. Options Page



Help & Tutorials

The Help and Tutorials option can be turned on or off by the admin. This section is customizable so that your organization can add applicable content.

Figure 7. Help & Tutorials

Accessing the System as an Admin

To access the system as an admin, select Admin from the Welcome drop-down menu.



Figure 8. Home Page: Admin Access

The Administration Tools, or OneAdmin, page displays.

Figure 9. Administration Tools

The OneAdmin page provides all the tools admins need to work in SuccessFactors. These tools are grouped together by process and are segmented in each group by module. The top half of the page, Company Processes & Cycles, includes the tools you need to manage each of the modules your organization has implemented as well as reporting and company settings (system-wide configuration options). The bottom half of the page, Manage Employees, includes the tools you need to manage your users and security.

You can also set your admin favorites on the Administration Tools page. This can include the tasks you perform regularly. To add a task to your My Favorites list, click the Add to My Favorites icon.



Figure 10. Add to My Favorites

Using Administrator Resources

Help & Tutorials is a link available within admin tools containing all documentation regarding SuccessFactors administration.

A video is also available to help you use these resources. You can access the video using the following link:

https://performancemanager4.successfactors.com/doc/AdminResourcesPage/Movies/ARwelcome/ARwelcome.htm

User Data

Employee data is what all other activities in SuccessFactors rely on and is used throughout all SuccessFactors modules. This data can come from multiple sources, including:

An HRIS (either manually or automatically) A spreadsheet A database

Regardless of where the data comes from, it must be organized and formatted to match the fields in SF. Your PS consultant will work with you to format files for the import.

Data is added to SuccessFactors by importing a .csv file. It can be uploaded manually via Admin Tools, or via FTA as an automated transfer.





Security

There are many different types of permissions in SuccessFactors.

For Compensation, permissions that are controlled administratively include:

Executive Review Permission Administration

Permissions that are controlled administratively may be managed using default user permissions, individual permissions, or Role-based Permissions.

Default User Permissions

Default user permissions apply to everyone in your organization. All current and future SuccessFactors users with active accounts are members of the Default User group. The Default User group is the one group to which every active user must belong to be able to log in to SuccessFactors. This group will be defined when your system is implemented and all active users are automatically included as members of this group.

The ability to log in and view the Home page is automatically granted as default user permission. If you want users to have additional privileges, for example to see their Goal Plans, you must grant additional default user permissions. The default permissions that are granted affect all current and future employees, so it is important to grant only those features you want everyone to access. Some typical default user permissions include permission to:

Create notes View goal plans Run reports

Individual Permissions

It is also possible to set permissions for individual users above and beyond the default user permissions. These permissions include, but are not limited to:

Administrative privileges Ad-hoc, spreadsheet, and classic reports Human resources permissions Permission to create forms

Individual permissions are typically granted to system administrators and/or as HR personnel well as other specific/unique users based on your configuration



and organizational needs. Table provides the SuccessFactors recommended additional privileges for system administrators and HR personnel.

ROLE RECOMMENDED PRIVILEGES

System Administrators • Administrative privileges • Access to classic reports, spreadsheet

reports, and spotlight view reports • Optional: Proxy management

HR Personnel • Human Resources privileges (relevant only if HR is part of a performance form workflow [route map]): Displays an additional HR inbox where they can: o Approve multiple forms at once o Approve a single form o Sort forms by due date o View or work on a single form

• Access to classic reports, spreadsheet reports, and spotlight view reports

Optional: Proxy management

Table 1. Recommended Privileges for System Administrators and HR Personnel

Role-Based Permissions

Role-Based Permissions allow for more automation around permissions assigned to roles or groups (Detailed Reporting Rights, Succession Planning Permission, Form Creation, etc.). Groups can be dynamic which allows us to automate the assignment of permissions. For example, a group of granted users can be “All employees in the Sales department”. As employees are transferred into and out of the sales department, their permissions with automatically adjust.

Roles can be defined by:

All Standard Elements in the Employee Data File. Standard elements are user attributes like username, Department, Division, Location, and the standard CUSTOM01-15 filters

In addition to standard elements, groups can be defined through relationships like the Manager, Matrix Manager, HR Manager, Custom Manager and Second Manager.



Administrative Privileges

Employees can be granted access to all or some of the administrative features by granting full or partial administrative privileges. For example, if your company has remote offices, you can allow a regional on-site manager to reset employee passwords.

Administrative privileges are divided into groups of functional tasks. Each permission group comprises individual permissions. You can grant administrative privileges for the entire group of permissions to multiple employees, and then refine the permissions by revoking individual permissions.

Recommendation: We recommend that you strictly limit the number of administrators with full permissions; however, having at least two administrators with full administrative permissions ensures you will always have a backup administrator.

Employees with any administrative privileges will have the Admin option in the Welcome message drop-down menu (Figure 11). The Administrator Tools page shows links only to the administrative features for which the employee has permission.

Figure 11. Admin Drop-down Menu

Administrative Domain

Administrative Domains is a tool that provides more granular control over admin access to users. This feature is ideal for companies with independent business structures where admins are generally responsible for managing the system at only the region or division level. When you use Administrative Domains, you'll be able to assign admins to manage only a selected user population as well as only a selected group of admin functions.

Using Administrative Domains essentially creates two levels of admins: Global Admins and Local Admins.



Global Admin

A Global Admin generally acts like a “super-admin” for your SuccessFactors system, with full access to admin activities and full access to the entire user population. Global Admins assign and manage Local Admins.

Local Admin

A Local Admin can be assigned access to just a subset of admin activities, such as resetting passwords, and assigned to manage only a selected group of users, such as only the Operations Division. Local Admins can have as much or as little access to people and functions as determined by the Global Admin.

Additionally, you can continue this admin hierarchy down the organization, where Local Admins with broader access to the system can create Local Admins of their own to help them out, meaning that they can assign another admin access to a subgroup of the people within their jurisdiction.

Groups and their corresponding permissions are automatically updated when changes occur. For example, if you've assigned an admin to oversee All Departments in the company, and next month the company adds a new Department X, then your admin will now automatically gain access to Department X because it's within his assigned group. (Previously, changes like this would have to be manually updated, meaning that you would have to manually give each admin permission to access the new Department X.)

Proxy Management

The proxy feature allows an administrator to authorize an employee to work in another user’s account. Assigning a proxy grants an employee access to another employee’s account. For example, if an employee will be unavailable or absent when a form is due, a proxy can be assigned to complete the form on his/her behalf. The proxy will be able to open, view, edit, and send any item in the account holder’s account as if he/she were that account holder.

The proxy remains assigned to an account until you or the account holder removes the proxy. The audit trail that automatically accompanies any action taken in SuccessFactors will clearly state that the action was taken by the proxy.

Summary

Through lecture and discussion, this lesson gave you about general introduction to SuccessFactors. The knowledge you gained today will help you as you



continue to partner with your SuccessFactors Professional Services Consultant in the upcoming functional workshops to follow to make sound decisions to achieve your business execution needs.



Notes



LESSON 2: GENERAL INTRODUCTION TO SUCCESSION PLANNING The goal of this lesson is to provide a general overview of the SF Succession module and to begin to make decisions for your implementation.

The purpose of succession management is to ensure a steady supply of high performing talent in critical job roles. Historically, succession management focused on figuring out who would replace top executives. But the increasing importance of human capital combined with advances in talent management technology is leading organizations to implement succession management for more and more roles across the company. Succession management is no longer limited to the boardroom, and in some cases extends all the way to frontline employees.

Benefits of Succession Management

A robust succession management program enables organizations to know their talent, to identify talent gaps and to close talent gaps with development plans. Organizations can move employees to positions aligned with employee expertise and career aspirations. A loss of a key employee may be less stressful to the organization because a successor has already been identified.

Discussion Point

What is your current succession planning process?

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Goals of Succession Management

There are many different goals possible for succession management. Your challenge is figuring out which makes the most sense given the business goals, resources and characteristics of your organization.

Common succession management goals might include:

Identifying candidates for key roles Improving accuracy of staffing decisions Rapidly filling positions Accelerating employee development Increasing employee engagement Creating employee development plans and career paths Increasing retention of key talent Collaborating across functions and sharing knowledge Retaining critical organizational expertise during workforce transitions Building an employment brand

Decision Point

In your organization, what are the three top reasons for succession planning?

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What Positions and People will be Included?

Position-based succession management focuses on defining requirements for critical roles and then identifying candidates who meet these requirements. These methods can take several forms.

Top Tier—The senior level positions in the company, typically the CEO and the two levels below.

Role Based—Specific roles in the company considered crucial to the current and future performance of the organization. Three categories are often found: Pivotal, Critical and Development.

Pivotal: Roles in which a small difference in performance significantly impacts company profitability. Can include strategic leadership roles, plant managers or technical experts.

Critical: Roles necessary to maintaining key company operations. For example, linemen in a utility company, or nurses in a healthcare company.

Development: Roles viewed as key for providing employees with the skills to move into pivotal or critical roles.



Functional Ladders or Pipelines—Succession processes designed to supply a steady supply of talent flowing through a series of related jobs with increasing leadership responsibility. Used to structure career tracks that link jobs related to an area of professional expertise to build breadth and depth of expertise.

High Potential Based—Starts with identifying employees who are high potential and then focusing on assigning them to roles and projects that leadership and technical roles in the future.

Total Population—Involves everyone in the organization. These processes are usually implemented to support a mixture of the following three goals: 1) ensuring employees actively engage in knowledge sharing and development activities that will allow others to assume their responsibilities should they leave their current position, 2) providing and engaging employees around possible career paths they can pursue with the company, and 3) drawing on the entire employee population as a source of possible candidates for internal positions with the objective or increasing internal promotions and job transfers.

Some of these position-based methods may be used in combination depending on your organization’s goals for succession management.

Decision Point

In your organization, which employees will be included in succession management processes?

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Evaluating Succession Candidates

The most difficult parts of succession management is evaluating whether individuals are ready to assume crucial leadership or functional positions. This usually requires predicting if someone can effectively perform a job they have never done before. Predicting people’s performance is difficult in any setting. In succession management it can be even more difficult due to interfering “noise” caused by company politics and personal relationships. Succession management is also subject to legal requirement associated with other forms of employee selection. Companies should carefully think through how candidates are going to be identified, qualified, and evaluated to ensure these decisions are accurate, fair and legally defensible.



Evaluating candidates is usually done through a combination of documented facts (hard criteria), subjective ratings (soft criteria) and evaluation of the individual’s attitudes towards the organization. (commitment criteria)

Hard Criteria

Hard criteria are relatively verifiable and well defined data about candidates such as previous job experiences, accomplishments and qualifications. Most hard criteria can be measured using online tools.

Previous Accomplishments—Data that reflects a candidate’s professional qualifications such as performance against company goals, outstanding business successes, and awards.

Skills, Experience and Qualifications—Data that reflects technical tasks the candidate knows how to perform, educational degrees or certifications, or specific business experiences or assignments.

Career Goals and Constraints—Data that reflects the candidate’s ability, willingness to travel, geographic mobility, etc.

Soft Criteria

This data measures things that depend on subjective ratings of performance or estimates of the relatively intangible candidate characteristics such as “future potential.”

Performance management evaluations—Job performance ratings from goal management, performance management, or 360 feedback processes.

Future potential—This rating can be a simple as a manager estimate of an employee or be derived from complex psychometric tools that evaluate attitude and personality. The most useful measure of potential tend to focus on three broad areas:

Cognitive potential reflects the ability to deal with the kinds of information and problems that people will encounter as they move into positions with increasing responsibility

Social or relationship potential reflect the ability to build and manage diverse and challenging relationships that are required for effective leadership

Change management reflects the ability to manage the stresses and ambiguity associated with higher-level positions.

Commitment reflects the ability to manage the stresses and ambiguity associated with higher-level positions.



Commitment Criteria

This data reflects aspects of candidates’ attitudes toward their jobs and the company that should be considered when deciding whether to promote them or give them developmental opportunities. Commitment criteria are important in controlling costs that result when companies develop or promote candidates only to lose them to another organization.

Turnover risk is estimated by looking at the candidates’ personal attitudes, career goals, and whether they are approaching retirement age. Other risk factors could be inequity in salary and responsibilities compared to other companies, or staying in one position for a long period of time.

A candidate’s demonstrated support for the company mission and goals should also be considered. It is important to promote those to leadership positions who are aligned with the values and vision of the organization.

Discussion Points

What criteria are you currently using for succession planning? Is it electronically tracked? How?

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Do you currently define “Potential?” If so, how is it measured?

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Decision Points

List any additional criteria unique to your organization that you will use to evaluate succession candidates in your organization. (If selecting the criteria is not your decision, who does have the responsibility to make this decision?)

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Summary

Through lecture and discussion, this lesson taught you about key aspects of Succession planning. The insights you gained today will help you as you continue to partner with your SuccessFactors Professional Services Consultant in the upcoming functional workshops to follow to make sound decisions to achieve your business execution needs.



Notes



LESSON 3: THE NOMINATION TOOLS The goal of this lesson is to provide an overview of the nomination process and tools in the SF Succession module in order to make decisions for your Succession Planning implementation.

Tool for Succession Planning

Success Factors, the nomination process uses three main sets of tools: Succession Organization Chart, Matrix Reports, and Talent Search.

Succession Organization Chart

The Succession Organization Chart is the key area where all the information comes together and planners can nominate successors for positions. The SF application displays the reporting relationships, position description and competencies, the person who is currently filling the role with a photo, and that person’s assessment information including performance reviews, evaluations of future potential, and assessments of commitment to the company. If successors to the position have been nominated displayed below the photo.

Figure 12. Succession Org Chart



Planners may nominate successors to positions through opening the portlet and selecting Find Successors.

Figure 13. Find Successors Portlet

A new dialogue window comes up allowing either the entry of a name or the use of Talent Search.

Figure 14. Find Successor Dialogue Box

Decision Point

What information will your planners need to make an informed decision in nominating successors? How will you determine readiness levels? What time frame should be used?

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Matrix (9-box) Reports

The Matrix reports give planners a two-dimensional view of employees by placing them in a matrix with each axis defined. The most common matrix is the Performance-Potential, where assessments of performance are mapped with estimates of future potential, so for instance a person with high potential and top performance reviews can then be easily compared with a person who may have an equally good performance rating but lacks potential.

Another matrix available that is less commonly used is the “How vs. What” in which assessment of an employee’s ability to meet objectives is mapped with assessments of competency. This matrix is useful for organizations that use MBO and competency evaluation.

This matrix is often referred to as the “9-box” because the default matrix is a three by three table, however SF is highly configurable and administrators can change the size of the matrix. Administrators may also change the labels of the axis, the scale labels, the colors and labels within each of the table cells.

Figure 15. Performance-Potential Matrix

Filter options

Planners can select filters to pinpoint exactly the groups and the time range for the group they are interesting in evaluating.



Figure 16. Filter Options for the Performance-Potential Matrix

Decision Point

In your organization, who will decide the values, scales, labels will display on the Performance-Potential Matrix Report?

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Will you use the terms “performance” and “potential” or do you use different language in your organization?

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Do you want to use additional matrix reports (How vs. What)?

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Talent Search

Talent Search is a robust search engine enabling planners to company-wide for candidates. Planners are able to use comprehensive search criteria to find the skills, experience and other attributes appropriate to the position.



Figure 17. Talent Search Advanced Options

Figure 18. Results in Rank Order

Data for the Tools

These three tools: the Organizational Chart, Talent Search and the Matrix Reports are dependent on accurate data and a range of decisions about what information is used.



Decision Point

Given what you have learned about these three tools, is there any additional information that should be made available to succession planners? For instance, risk of loss, minority status, etc.

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Summary

Through lecture and discussion, this lesson taught you about key aspects of Succession planning. The insights you gained today will help you as you continue to partner with your SuccessFactors Professional Services Consultant in the upcoming functional workshops to follow to make sound decisions to achieve your business execution needs.



Notes



LESSON 4: NOMINATION TYPES AND PERMISSIONS The goal of this lesson is to provide an overview of the types of nominations possible in succession planning and the permissions available in SF in order to make decisions for your Succession Planning implementation.

The methods for nominating candidates for a particular position vary among organizations. Companies should carefully think through how candidates are going to be identified, qualified and evaluated to ensure accuracy, fairness, and compliance with employment laws. In general, the methods for nomination include four types.

Self-nomination—Employees indicate an interest in a job role.

Manager nomination—Managers recommend their direct reports for positions based on their evaluation of employee potential and readiness for the position.

Reporting-structure based nomination—Candidates are identified through reporting relationships in the company’s organization chart.

Pool-based nominations—All employees in certain roles or meeting certain qualifications are automatically considered as candidates for specific positions.



Exercise

Each of the four nomination methods has at least one benefit and one hazard. What are they? List them in the tables below.

Self-Nomination

BENEFITS HAZARDS

Manager Nomination

BENEFITS HAZARDS

Reporting-Structure Based

BENEFITS HAZARDS

Pool-Based

BENEFITS HAZARDS

Decision Point

In your current succession process, which method(s) are you using? Considering the benefits and hazards of each what methods will you use in the future?



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Permissions

The method for nominating successors determines the types of permissions granted to employees. SF Succession Planning provides three types of permissions: access to view succession information, visibility of succession information and the ability to nominate successors.

Access

These are on/off switches providing the ability to view the Succession tools.

Access to the Succession Organizational Chart—Users with permission will see the Succession tab under the Home menu.

Access to the Matrix Grid Reports—Users with permission will see the Performance-Potential or other matrix grid reports.

Access to Talent Search—Users with permission will see be able to use Talent Search company-wide.

Visibility

Visibility permissions control whom a user can see in the org chart, matrix reports and talent search. Two tools of different names offer the same functionality: Succession Management Visibility Permissions and Succession Management and Matrix Report Permissions.

Nominations

Planning permissions give the user the ability to nominate successors to positions.

Permissions may be activated, or revoked, by groups or by individual.

Often, permission for succession planners or HR is granted to see All Divisions, All Departments and All Locations but restricted to My Team for managers. This would allow a manager receiving permission to see everyone in the management chain beneath him (her). It would prevent those not in the



management hierarchy from seeing succession plans outside their specific area of responsibility.

Decision Point

Who in your organization needs what kind of access to the Succession Planning module?

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Who are the stakeholders? What do they need?

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Summary

Through lecture and discussion, this lesson taught you about types of nominations and permissions in succession planning. The insights you gained today will help you as you continue to partner with your SuccessFactors Professional Services Consultant in the upcoming functional workshops to follow to make sound decisions to achieve your business execution needs.



Notes



CAREER DEVELOPMENT PLANNING The goal of this lesson is to provide an overview of Career Development Planning in order to make decisions for your Succession Planning implementation.

Career Development Planning Overview

Succession planning and career development planning (CDP) go hand in hand. Without CDP succession planning is simply an inventory of talent and has no impact on improving the capabilities of the workforce. The most effective succession management processes include steps to determine how job assignments and development resources will be used to improve the quality of succession candidates. This includes investing in high potential candidates and taking actions that address candidates who are struggling in their current roles or who show limited potential for future growth.

The Development Plan

The SF Development interface is an easy-to-use tool for users to create development goals. Employees, sometimes with their managers, can build actionable development plans to prepare for new roles or to address competency gaps in current roles.



Figure 19. Development Plan

Figure 20. Add Development Objective

Once the development objective is created it can be added to the Employee Scorecard.



There are several options for companies about how they will use career development. Companies can choose to integrate career development planning with performance reviews or keep career development as a separate processes. Employees can be rated on their progress against their development goals both as an overall measure and according to the specific objective. Development goals can be tied to competencies.

Employees can also add learning activities to their development plans. Either they can add their own activities, or select from a catalog of learning activities that are available in the database.

Decision Points

How will your organization use CDP? Will development planning be integrated into your performance review process or will it be separate?

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Will employees be rated on progress against their developmental goals/objectives? If yes, will there be an overall rating for development achievement?

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Will each development goal/objective be tied to one or more competencies? If so, will employees be able to select from all available competencies or only from the competencies that are specific to their job role?

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Career Worksheet

The Career Worksheet allows an employee to select a future role and then compare her current competencies with the ones required for the future role. In this way, employees are better able to evaluate what skills they need to meet their career aspirations.



Figure 21. Career Worksheet

Figure 22. Career Worksheet with details

This functionality requires that competencies be defined for every role in the organization, families are developed for the roles and that a course catalog is created.

Decision Points

Are competencies defined for your organization?

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Do you have learning content to import into the system?

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Are families and roles developed?

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Who will decide how the career worksheet will be implemented?

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Summary

Through lecture and discussion, this lesson taught you about Career Development Planning. The insights you gained today will help you as you continue to partner with your SuccessFactors Professional Services Consultant in the upcoming functional workshops to follow to make sound decisions to achieve your business execution needs.



Next Steps

Use the space below to capture information about next steps and any additional questions you want to be sure to remember to ask your SuccessFactors Professional Services Consultant.

Key Dates:

Contact Information:

Questions:



Notes



APPENDIX Terms and Definitions

Throughout training, you will be introduced to terms that are specific to the SuccessFactors system. It is important that you understand these terms as they are used frequently to refer to common elements in the system.

TERM DEFINITIONS

Competency

Describes the behaviors that employees are expected to display on the job. This may include values, behaviors, core competencies, and role and job-specific behaviors.

Dashboards

A type of report in SuccessFactors that contains images, charts, or portlets.

Default User Group

Contains all the individuals who have been imported into SuccessFactors and have permission to log in.

Employee Data File

Contains all the customers’ SuccessFactors users.

Forms Also called documents, these are created for individuals from a form template and are used to record information, such as evaluation of an



employee’s performance during the review cycle. The form that each employee receives contains all the elements of the form template on which it is based. The process for distributing the form is referred to as mass creation.

Form Templates

Contain the layout, sections, and workflows for each form. Form templates are created by SuccessFactors and used to create individual forms for your population. A template “type” determines the purpose of the form template.

Instance

The customer space on the SuccessFactors server. Each customer works together with a Professional Services Consultant to configure their own instance.

Line of Sight

Describes an individual’s reporting visibility within SuccessFactors. For example, managers can view direct reports and below; matrix managers can view only those assigned to them in that role; HR can view the people for whom they have been defined as the HR representative. Admins with special permissions can view data across the organization

Portlets

Provides resources, charting, or features for users to assist them with performance processes. Portlets is a term used to describe a chart or image that shows user data and is configurable in SuccessFactors.

Rating Scale Determines the values and meanings of those values that a user is able to select during an



evaluation. Rating scales differ for each organization; however, the best practice scale would be 1-5 with 5 being the highest value.

Role Names

Also called code, role names are used to designate to whom a form should be forwarded using the route map. The role names for Compensation are not quite as intuitive as for other modules. This is because compensation forms take a many-to-one approach – i.e., there are many employees on a single compensation form. Compensation forms are created with the compensation planner (usually the manager) as the form’s subject (as opposed to Performance Management, for example, where the one-to-one PM form has the employee as its subject). Thus, for Compensation:

E = Manager (Planner)

EM = Second Level Manager

EH = Manager’s HR Representative

SuccessFactors knows who the E, EM or EH is, as well as which employees report to E (and should be on the compensation form), based on the data supplied in the employee import file.

Route Maps

Establish the workflow and steps that employees follow during the process. Route maps specify the order in which a form moves from one employee to another and what employees can do during each step. Route maps use role name codes to determine who receives the form at each point in the process. To use a route map, you have to




associate it with a form template.



Documents

Succession and Development - SuccessFactors · SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING . CONTRIBUTORS . ... of the career development planning module and how it …