SUCCESSION PLANNING. Without Succession Planning Marking & Developing Select Successor.
Continuous Learning and the Succession Planning Process - Webinar 10.09.13
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Continuous Learning and the Succession Planning Process
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For the webinar recording and follow-up information http://www.bizlibrary.com/bizblog/posts/2013/october/continuous-learning-and-the-succession-planning-process-webinar-10913.aspx
Transcript of Continuous Learning and the Succession Planning Process - Webinar 10.09.13
Continuous
Learning and the
Succession
Planning Process
BIZLIBRARY.COM
Chris Osborn
Vice President of Marketing
@chrisosbornstl
Jessica Batz
Marketing Specialist
@jessbatz
@BizLibrary
4,000+ Courses. 25 Topic Areas. Unlimited Access.
POLL QUESTION
What is your most
pressing concern
about your next
generation of
leaders?
A. We haven’t
identified high
potentials
B. Skill gaps
C. No development
plan in place
D. No resources to
develop leaders
E. Something else
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. If a firm plans to
double in size in five years,
they will need more
talented managers.
Robert M. Fulmer
What you’ll
learn:
Business case for a
succession planning process
in your organization
Overcoming some common
obstacles to successful
implementation and
delivery
Best practices for succession
planning in today’s
economic market
Critical Trends
• Demographics
• Economics &
organizational
• Emerging
competencies
• Reduced employee
loyalty
Overcoming Resistance
• Replacement and
job at risk
• Open dialogue
about weaknesses
and skill gaps
What’s in it for me?
WIIFM
Overcoming Resistance
CEO BUY-IN
Self- interest
Keep the process
transparent
Best Practices:
Succession
Planning and
the Bottom Line
Aligned with organization’s
strategic objectives.
Analysis of current and future
capabilities required.
Focused on competencies,
skills and values.
Perceived as relevant and
real by participants.
Drives a culture of continuous
learning and development.
Strategic Goal Alignment
• Requires executive
INVOLVEMENT!
• Current Goals
• Future Goals
• Understanding of
current and future
trends for
organization and
industry
Understanding Capabilities
• CURRENT and
FUTURE needs to
support the
organization
• Strategic goals and
growth
• Two perspectives:
– Organizational
– Key Individuals
Understanding Capabilities
• Where are we now?
• Where do we want
to be?
• Difference =
Development Plan
Deciding Whom to Groom
Readiness
SELF- SELECTION
ASSESSMENTS
• Values-driven
behavior
• Competencies
• Career readiness
OBSERVATION
Competencies and Skills
• Targeted
• Specific skill or performance gaps
• Based on future needs
• MUST be dynamic
• Simple
Closing the Gaps
• 3-4 Key competencies
• Identify APPLIED competencies
• Benchmark top performers
• What does success look like?
• What do they do?
Leadership Competencies
• Vision
• Interpersonal skills
• Ability to develop others
• Intelligence
• Character • Collaboration skills
• People development
• Digital literacy
• Global citizenship
• Anticipate the future
ETHICS
Organizational
governance
Relevancy and Support
Clearly define standards,
requirements and competencies.
Link them to organization’s mission,
vision and strategy.
Communicate the link clearly to
participants.
Link the program to business results.
Continuous Learning
1. Holistic thinking
2. Integrated learning
3. Capacity for change and improvement
4. Focus on collaboration
5. Personal commitment
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
Consideration
Exploration
Transition
Adoption
Succession Planning Phases
Succession Planning Phases Pre-Promotion Post-Promotion
Consideration Exploration Transition Adoption
Focus Selection Roles and
Responsibilities
Processes and
Procedures
Professional
Identity
Information
Time Frame 1+ Year 1 Year or Less 1st 100 Days 6-18 months
Activities • Seminars
• Informational
interviews
• Job shadowing
• Focus groups
• Training
(Formal &
Informal)
• Acting
Manager
• Job
Rotation
• Project
Manager
• Training
(Formal &
Informal)
• Mentoring
• Networking
• Training
(Formal &
Informal)
• Mentoring
• Feedback
• Peer
Evaluation
A Succession Plan for First Time Managers, Maria Plakhotnik and
Tonette S. Rocco, T&D Magazine, December 2011
BIZLIBRARY.COM
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BIZLIBRARY.COM
Chris Osborn
Vice President of Marketing
@chrisosbornstl
Jessica Batz
Marketing Specialist
@jessbatz
@BizLibrary
