Succession-Planning-Overview

8/7/2019 Succession-Planning-Overview

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HRTALENTPRO

Talent Management

Key For Success


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Agenda

Purpose

Benefit

Workforce Forecasting

Link to Performance

Gain Buy-in from Senior Leaders

Develop a Process

Future Recommendations


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Purpose

Dwindling pool ofcandidates

Leanness of theorganization

Lack of qualified internalcandidates

Increased demand andlack of incentives

Lack of a FormalLeadership DevelopmentProcess


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Benefits

Leave a legacy behind as good employer

Provide a Development Plan for Top Critical Positions

Increased Leadership/Employee/Student Satisfaction Ability to measure leadership outcomes tied the

strategic plan competencies, performance

Create a pool of high quality leaders to fill critical

positions

Satisfy parents and community with high quality

leadership


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Conduct a long and short term workforce forecasting plan to identify theworkforce needs.

Conduct a study to determine the environmental changes, trendsexpected in 2, 5, 10 years

Create a workforce plan spanning 2, 5, 10 years out

Define the critical replacement positions, potential for recruitment -internally and externally

Define career development needs for positions involved


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Link to Performance

Implementing a performance management system

builds leadership accountability

Identify Performance Indicators

Define Leadership Competencies

Identify Leadership Standards of Performance

Identify Measurable Indicators and Evaluate Outcomes

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Workshop Description

Provides a comprehensive overview of

Succession Planning and guidelines to

address your needs

Provides details to prepare and

implement a succession planning

system


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Workshop Objectives

To understand your role in succession planning

To clarify the importance of an organization's Succession Planning

System

To identify and analyze critical positions requiring backups on atemporary or permanent basis

To learn how to compare individual appraisals of past and present

performance with assessments of future individual potential

To examine methods of grooming high-potential employees foradvancement by narrowing developmental gaps between presentperformance and future potential


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Gain Buy In

Gain buy in from key stakeholders to sustain

organizational support

Form committees to ensure the planning, implementation

and follow-up is successful

Board Members and Executive Level Staff

The Guiding Coalition

HR Team and Individual Responsibilities

Managers

Potential Leaders and Employees


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As a manager, its your role to ensure:

Identify key replacement needs and the high-potential people and

critical positions to include in the succession plan

Clarify present and future work activities and work results

Compare present individual performance and future individual

potential

Establish individual-development plans (IDPs) to prepare

replacements and to develop high-potential workers

Your Role In

Succession Planning


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Definitions

Succession planning is defined as "any effort designed to

ensure the continued effective performance of an organization,

division, department, or work group by making provisions for the

development and replacement of key people for key positionsand work activities over time" (Rothwell, 1994, p. 5).


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Need for Success Planning

Need for future growth and skill

development

Proactive approach to fill key potential

vacancies

Aligns mission with workplace planning

strategy


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Just-in-Time (JIT) Approach to Building the

Leadership Pipeline

Select HireAdvance andPromote

EvaluateResults

Develop

RetainRecruit

TransferKnowledge

ManagePerformance

Train

Compen-sate

Classify

jobs


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Integrated Approach to Building the

Leadership Pipeline

Program Evaluation


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Why the Integrated Approach

Many ways to build leadership pipeline

Because all aligned with strategic plan, workforce

plan, competency model, and/or other frameworks,aligned with each other

Pipeline larger to meet demand for more talent


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Integrated Approach

Program

Evaluation

Retention

Knowledge

Management

Training and

Development

Recruitment,

Hiring and

Selection

Competency

Model

Promotion and

Career Mobility

Workforce &

Succession

Planning


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Whos in the Pipeline

High Potentials and

Replacement Pool for

Senior Managers

Middle Managers

First Line Supervisors

All Employees?

Technical Specialists

Time


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Expanding the Pipeline

Cascading leadership succession planning

Needs for competency development

Employee demand Retention

Leadership defined as a competency that employees

at all levels are expected to develop


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Five Questions to Ask?

Whos in the leadership pipeline?

What are the most pressing

developmental needs?

How are these needs being met?

What is the impact?

How are the efforts to build the

leadership pipeline being evaluated?


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Succession Planning Process

To create a system for succession

planning that meets the needs of the

organization and provides career growthopportunities for individuals based on their

readiness, talent, and skills.

To identify key leadership competency

behaviors, skills, and knowledge needed toprepare high potentials for future key

leadership roles.


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Talent Management

Talent management improves the skills andtalents of and increases the performance of

your team Team members enjoy the feeling of personal

growth and satisfaction that comes from theopportunity to develop their skills and better

contribute to their team


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360 Degree

Feedback

Leadership

DevelopmentProcess

Hiring/Selection

Performance

Management

Employee

Retention

Career

Development

Talent Management StrategySuccession

Planning

Job/Analysis

CompetencyDevelopmentMeasureResults


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Definition of Succession Planning

Succession planning is a means of identifyingcritical management positions starting at

manager and supervisor levels and extendingup to the highest position in the organization.William J. Rothwell

Effective Succession Planning (2001)

Succession planning shouldnot andmust not standalone.

It must be pairedwith succession managementwhich creates a more dynamic environment.


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Succession Planning

and Management

A deliberate and systematic effort by anorganization to:

ensure leadership continuity in key positions retain and develop future intellectual and

knowledge capital

encourage individual advancement

Integrated into the HR System

Succession Planning is managed to ensuresuccess

Should also address the needs for criticalbackups and individual development in any

job category


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Succession Planning

Do you have an established succession

plan?

Replacement versus Succession

Planning

Do they have the skills and experience

need to fill critical positions?


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Succession Planning Components

2. HR Audit

Develop a Pool of High

Potential Candidates

Monitor and Evaluate Progress and ResultsMake Adjustments

1. Replacement

PlanningIdentify Readiness of Successors

for Key Positions

Review Performance and

Development with KeyManagement Staff

3. Identify High Potential

SuccessorsEstablish nomination criteria.

Experience, Education, Manager/Mentor

Recommendation

4. Identify

Successor

Developmental

NeedsIdentify skills gap, set goals, create

development plan

Determine measurable goals and

outcomes

5. Create Development

OpportunitiesDevelopmental Activities/Projects

Mentoring/Coaching

Create a Leadership Succession Plan

Leadership SupportGain Buy-in from Senior Management

Identify Top Leadership Experience,Education, and Job Experience

IntegratedLeadership

Development


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Establishing a Succession Plan

Understand the critical position being vacated -what are the requirements of the job

Benchmark the job against future jobrequirements

Determine what the ideal candidate will look like Evaluate potential replacements

Determine their performance and potentialreadiness level

Establish a Development Plan and Goals

Implement development plan

Provide Coaching and Feedback

Track and Monitor the plan


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Steps in Succession Planning Process

1. Gain Buy-in from Senior Management

2. Identify succession planning purpose and goals.

3. Assess the organizations current and future business strategy and top leadershipreplacement needs.

4. Identify and analyze key positions.

5. Assess candidates against job and competency requirements.

6. Identify development strategies.

7. Define succession planning process and procedures.

8. Communicate and implement succession planning.

9. Collect information from employees regarding their career interests and expertise.

10. Assess employee competencies.

11. Create individual development plans.

12. Select people to potential fill positions.13. Develop, select, and schedule training and development programs.

14. Monitor progress.

15. Measure and evaluate outcomes.


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Succession Planning Policy

Identifying those employees who have the right skills to meet

the challenges facing the organization

Evaluate the quality and readiness of named successors

Define development requirements and implement developmentplan

Review performance and development with key management

staff

Make recommendations

Monitor and evaluate progress and results


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Checklist to Succeed

y Part of an overall organizational culture strategy to develop managersat all levels.

y Ongoing commitment of high-level management.

y Part of an integrated HR process

y Identify what skills the organization will need in 5, 10 or 15 years

y Critical positions must be identified and included in the Company'sSuccession Planning program

y Analyze the workforce and identify who will be eligible for retirementwithin the next five years


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Managers need to identify the responsibilities, skills and competencies that will

be needed by their replacements

y Identify high-performers almost ready to step into those critical positions

y Identify specific behaviors, skills and values that leaders to succeed now and in

the future.

y Use Assessment tools to make accurate leadership placement and development

decisions.

y Establish a system for communicating succession planning information


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Identify a systematic approach for identifying, nominating and selectingpotential successors

y Review background information on potential successors, such as

education, experience, skills, appraisals and potentialy Determine training and development requirements of potential

successors

y Develop skills of potential successors through work experiences, jobrotation, projects and other challenging assignments

y Establish a system for monitoring candidate's development planprogress by senior management

y Succession planning must include a system for providing feedback and

encouragement to potential successors


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Succession Planning

Identify High Potentials

Create a Development Plan

Implement the Plan

Track the Plan

Conduct Yearly Calibration Discussionswith Your Manager, and HR to

determine Readiness


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Critical Position Profile

Interview someone in a current

leadership role to determine their job

requirements now and in the future.

This provides a profile of a successful

candidate for this position


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Conduct a Gap Analysis

Analyze the potential successors

experience level and compare to the

advanced level job requirements


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Define High Potential Characteristics

Results Driven has completed many challenging assignments

People skill Influences, motivates, works with a wide range of people.

Mental ability Street smart, asks insightful questions

Lifelong Learning seeks challenging opportunities for new knowledge, learnsfrom successes and failures

Integrated thinking Links ideas, sees essence of problem

Flexible Adjusts priorities, takes risks, embraces change

Energy gets energy from work and energizes others


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Replacement Planning Process

y High potentials nominated as successors by managers, or

Senior Management

y Senior management review the recommendations and

make revisionsy An HR executive advisory group discusses replacement

skill level, readiness, and potential to get a fairly accurate

judgment of a persons capability

y Recommendations made for potential replacementopportunities


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Employee Input

Identify employees career interests, qualifications,

and future job promotion interests on an employee

input form

Track employee career interests and skill

qualifications for future job opportunities

Career development discussions between managers

and employees become part of the formal

performance appraisal process


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IDP

Activity: Complete an IDP

Fill out the following form on an individual of yourchoice from your organization.

That person should be a high potential, someonewho has the capability to advance to higher levels ofresponsibility and or develop increased proficiency incompetence.

The form should indicate how you will help thisperson narrow the gap between how they presentlyperform and what he or she must do to qualify foradvancement to a critical position.


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IDP

Activity: Complete an IDP

Fill out the following form on an individual of yourchoice from your organization.

That person should be a high potential, someonewho has the capability to advance to higher levels ofresponsibility and or develop increased proficiency incompetence.

The form should indicate how you will help thisperson narrow the gap between how they presentlyperform and what he or she must do to qualify foradvancement to a critical position.


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Leadership Development

Mentoring for Success

360 Feedback

Leadership Academy

Performance Management

Training & Development

Competency Assessment

College Degrees


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Development Strategies

Identify career paths for future career growth

Identify competencies and assess strengths and

areas for development Have employees create a career profile andidentify development plans

Mentor and coach employees

Provide ongoing feedback Discuss career goals with employees

Develop a promotion from within policy


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Leadership Development Program

Igh Potential

Inservice Training/Leadership L

nches

Technical

kill Training

Learning

omm

nities

onferences and

orkshops

enior

taff

eetings

dvanced

ollege Degrees

Professional Development

rientation

Leadership

orkshops

Training

eplacement

ssignments

Team Pro

ects

pecial Pro

ects

pecial

ssignments

Internships

Jo

otation

JT

ork

xperience

arm Teams

Net

orking

ro

ps

enior Leader

oaching

Informal

entoring

ormal

entoring

oaching

areer Planning

areer Paths

areer Development

Leadership Development


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Development Opportunities

Formal Training Advanced Degrees

Certificate Programs

Elearning

On-the-Job Training

Work Experiences

Team Development

Temporary Assignments Coaching

Formal Mentoring


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Leadership Modela il depe de ce e c

Leadership cade Model

Individual DevelopmentPlan

e elop e tal

ssi e ts

Lear i

or s

ctio

Lear i

Me tor a d per isor


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High Potential Leadership Development

Skill building

Degree

programs

Leadership

scholarships

Extraordinary leader

programManagement classes

Relationship-building and

knowledgeExecutive retreat

Administrativemanager/executive

events

Management

meetingsLeadership

luncheons


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Types of Training

Formally educate employees onbusiness issues, accounting practicesand ethics

Identify and prioritize their greatestdevelopment needs

Invest wisely in training employees to

carry out the mission


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Coaching and Mentoring

Coaching is provided when performance needsimprovement and is focused on job performance.Coaches helps individuals improvementperformance

Mentoring is provided to help individuals grow intheir professional experience.

Mentors provide one-on-one coaching to helpProtgs identify areas that need developmentand establish goals.

Mentors provide guidance, support, feedback,direction, and share their experiences to helpProtgs be successful in their current and futurerole.

uickTime and aTI

(

ncompressed) decompressor

are needed to see this picture.


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Tracking Successors

Methods available:


Performance Appraisal

Mentoring Program

Career Experience and Development

Activities Training Records

360 Feedback


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Measure Success

Define measurable goals during the planning stage

Track goals regularly

Adjust goals when needed

Analyze progress and take corrective steps toimprove goal performance

Analyze readiness, potential, performance, and

replacements, employee morale, organizational

culture, turnover, loss of talent, etc.


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Building Your Leadership Pipeline

Planning Model


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Building Your Leadership Pipeline

2. Engage senior leaders

3. Identify leadership competencies leaders

4. Assess developmental needs

5. Create leadership development strategy

6. Use IndividualDevelopment Plans (IDPs)

7. Tap into talent pool of eligible employees and

recruit8. Dont let cost keep you from building

the pipeline


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Next Steps:


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HRTALENTPRO SOFTWARE

Database tools for registering participants,

assessing needs, determining the gaps,

identifying areas for improvement, creating

development plans, providing on-goingfeedback, identify progress, and tracking and

measuring results.

Administrative tools help you manage the

process, send emails, monitor progress, runreports, and maintain user information.


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About the presenter:

HRTALENTPRO Helping clients develop Talent Management Solutions to help a build healthy work environment, happy

employees who love what they do, and connecting their passion to job success that help to supportorganization vision and mission.

Hiring and Selection - Get the RIGHT PEOPLE on the bus

Employee Retention - Keep the RIGHT team members on your bus. Employee Career Development - Maximize possibility by tapping potential areas of growth.

High Potential Talent Pool - Identify and develop top talent potential for critical positions

Personal Accountability - Core value for achieving goals and performance results

We provide:

Assessment tools for hiring and selection, behavioral styles, values, and job fit inventory

Competency Development, Job Analysis Profile, and Assessment Instruments

360 Feedback Assessment

Development Planning and Goal Setting

Career Development Library

Succession Planning

Mentoring Programs

Performance Management On-line Talent Management Software

Training Programs

Nancy Rehbine Zentis, Ph.D. can be reached at 954-3412522, email: [email protected],www.resultsthroughpeople.org


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y Part of an overall organizational culture strategy to develop managersat all levels.

yOngoing commitment of high-level management.

y Part of an integrated HR process

y Identify what skills the organization will need in 5, 10 or 15 years

y Critical positions must be identified and included in the Company'sSuccession Planning program

y Analyze the workforce and identify who will be eligible for retirementwithin the next five years


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Effective People Development Strategies

Workforce planning

Competency models

Succession planning

Recruitment, Selection, Hiring -competency based


Individual Development Plans

Formal Leadership Programs

Training for managers andsupervisors

Job rotation/developmentopportunities

Action learning or other

application projects

Coaching

Mentoring Senior leader development

program

Promotion and career mobility

Retention

Knowledge management

Program Evaluation


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Conduct a long and short term workforce forecasting plan to identify theworkforce needs.

Conduct a study to determine the environmental changes, trendsexpected in 2, 5, 10 years

Create a workforce plan spanning 2, 5, 10 years out Define the critical replacement positions, potential for recruitment -

internally and externally

Define career development needs for positions involved

Documents

Succession-Planning-Overview