Improve employee performance with the largest

and fastest-growing library of training videos.

?What is your most pressing

concern about your next

generation of leaders?

When well managed, succession planning is a cost-

effective, motivational process that helps organizations

ensure they have the right leaders in the right place at

the right time.

A practical model you can use for selecting participants

for a succession planning or HIPO development program.

How to determine key competencies and development

plans for your high potential employees.

What we hope you’ll take-away

What Keeps HR Leaders Up at Night?

It’s not just succession to the top – it’s

getting the right person in place for every

job. Some of tomorrow’s key jobs may not

even exist now.

SOURCE: Robert M. Fulmer, Growing Your

Company’s Leaders

Critical Trends

• Broad market forces and trends

• Emerging competencies

• Future job needs – likely unknown

today

• Reduced employee loyalty

SUCCESSION PLANNING AND

THE BOTTOM LINE

ALIGNED with

organization’s strategic

objectives.

ANALYSIS of current and

future capabilities.

FOCUSED on potential

and values.

PERCEIVED as relevant

and real by

participants. Drives a culture of

CONTINUOUS

LEARNING and

development

STRENGTHS

Will our strengths prepare us for future

success?

WEAKNESSES

What steps must we take to improve or

minimize risk?

OPPORTUNITIES

What are our greatest opportunities for

growth?

THREATS

Where are we vulnerable?

Continuous adjustments based on organizational goals

REQUIRES EXECUTIVE INVOLVEMENT

Alignment

OPPORTUNITIES THREATS

Are our strengths aligned to

take advantage of

opportunities?

Do our weaknesses stand in

the way?

Where are we vulnerable?

Can we influence or control

biggest threats?

Market-driven or

competition?

Lack of talent or not the

right talent?

What are our greatest

opportunities for growth?

Deciding Whom to Groom

Self selection, assessments, observation

EVALUATING READINESS

Capabilities

LOW SELF AND HIGH

OTHERS• Under utilized skills

• Motivation to excel may be issue

- career goals may not be

aligned with area

HIGH SELF AND HIGH

OTHERS• Areas of true strength

• Focus for development

• Opportunity for major gains in

productivity and career growth

HIGH SELF AND LOW

OTHERS• Blind Spots

• Substantial need for coaching

• Opportunities for significant

career conflict and disaster

LOW SELF AND LOW

OTHERS• Areas to avoid and move away

from to the extent possible

• Coach techniques to minimize

potential career harm

PERFORMANCE RATINGS ON SELF AND OTHERS

5

4

3

1

2

High

Low

OTHERS

541 2 3

HighSELFLow

Understanding of current and future trends for organization.

CURIOUSITY, INSIGHT, ENGAGEMENT, DETERMINATION

Potential

Low Performance and

High Potential

High Performance

and

High Potential

High Performance

and

Low Potential

Low Performance and

Low Potential

PERFORMANCE TO POTENTIAL

5

4

3

1

2

High

Low

POTENTIAL

541 2 3

HighPERFORMANCELow

CLEARLY DEFINE STANDARDS, REQUIREMENTS AND

COMPETENCIES

Relevancy

Communicate the why, how and when.

Managers need to stretch, challenge, and coach their high-potential

employees…

Without multi-dimensional dialogue about these issues, managers tend to

hold on to their high-potential people instead of helping them along an

intentional developmental pathway.

High-potentials then may interpret this as a lack of company support and will

be inclined to look elsewhere.

SOURCE: Ron Ashkenas, The Paradox of High Potentials , Harvard Business Review

Learning How to Learn

Developing Relationships

Formal Training

Receiving Feedback

Self-Awareness

On-the-Job Experiences

Developing Leaders at All Levels

Supervisory and Team Lead

HIGH POTENTIAL EMPLOYEES

Managing

NEW MANAGERS AND NEWLY

PROMOTED

Advanced Leadership

MID AND SENIOR LEVEL MANAGERS

Executive Development

SENIOR DIRECTORS AND VICE PRESIDENTS

EXPLORATION

CONSIDERATION

TRANSITION

ADOPTION

Succession Planning Phases

Succession Planning for New Managers

CONSIDERATION EXPLORATION TRANSITION ADOPTION

• Seminars

• Informational

interviews

• Job shadowing

• Focus groups

Selection

• Formal and informal

training

• Acting manager

• Job rotation

• Project manager

• Formal and informal

training

• Mentoring

• Networking

• Formal and informal

training

• Mentoring

• Feedback

• Peer evaluation

Roles and

Responsibilities

Processes and

Procedures

Professional Identity

Information

PRE-PROMOTION POST-PROMOTION

SOURCE: A Succession Plan for First Time Managers, Maria Plakhotnik and Tonette S. Rocco,

T&D Magazine, December 2011

What are my development

objectives?

What activities do I

need to undertake to

achieve my objectives?

What support/resources

do I need to achieve my

objectives

What are the

measures of

success?

Target date

for achieving

my objectives

Create an Individual Development Plan

When well managed, succession planning is a cost-

effective, motivational process that helps organizations

ensure they have the right leaders in the right place at

the right time.

A practical model you can use for selecting participants

for a succession planning or HIPO development program.

A method for determining key competencies and

development plans for your high potential employees.

Key Take-Aways

QUESTIONS

No Risk Experiential Learning

Course: Problem Solving:

Process, Tools, and Techniques

Improve employee performance with the largest

and fastest-growing library of training videos.

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no obligation

Jessica Petry

Sr. Marketing Specialist

jpetry@bizlibrary.com

@JessLPetry

@BizLibrary

Chris Osborn

Vice President of Marketing

cosborn@bizlibrary.com

@chrisosbornstl

#BIZWEBINAR