Succession Management Planning

8/9/2019 Succession Management Planning

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Arizona Fiduciaries Association, Inc.Arizona Fiduciaries Association, Inc.

F Summer Workshop 2006

F Summer Workshop 2006

Prescott, ArizonaPrescott, Arizona

July 2, 2006July 2, 2006

Succession !ana"ement

uccession !ana"ement

Plannin" and #no$led"e

lannin" and #no$led"e

!ana"ement

ana"ement


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Succession !ana"ementSuccession !ana"ement

Plannin" %S!P&Plannin" %S!P&

A dynamic ongoing businessA dynamic ongoing business

process that brings together theprocess that brings together theexecution of a strategic businessexecution of a strategic businessplan with theplan with the identificationidentification,,

assessmentassessment,, developmentdevelo

pmentandanddeploymentde

ploymentof talent to ensureof talent to ensuresuccessful continuity of thesuccessful continuity of theorganizationorganization


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'( . . .'( . . .

HAVING THE RIGHT PEOPLE INHAVING THE RIGHT PEOPLE IN

THE RIGHT PLACE AT THE RIGHTTHE RIGHT PLACE AT THE RIGHT

TIME, ALL THE TIME.TIME, ALL THE TIME.


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#no$led"e !ana"ement is . . .#no$led"e !ana"ement is . . .

The systemic collection, analysisThe systemic collection, analysis

and dissemination of informationand dissemination of information

andand insightinsi

ghtin an organization.in an organization.


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)acit #no$led"e*)acit #no$led"e*

Hard to capture in policies and procedures.Hard to capture in policies and procedures.

Comes largely from experience and cannotComes largely from experience and cannot

be quicly learned.be quicly learned.

Hard to define, but you now when youHard to define, but you now when you

see it.see it.

)he hi"her+leel understandin")he hi"her+leel understandin"

that ena-les institutions to "othat ena-les institutions to "o

-eyond routine procedural-eyond routine procedural

actiities to anticipatin" andactiities to anticipatin" and

solin" pro-lemssolin" pro-lems


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/plicit #no$led"e*/plicit #no$led"e*

!etail!etail

!etail!etail

!etail!etail

m-edded in data-ases,m-edded in data-ases,

procedures, $ritten processes,procedures, $ritten processes,

statutes and other documentsstatutes and other documents


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/plicit #no$led"e In1ormation/plicit #no$led"e In1ormation

)acit #no$led"e Wisdom)acit #no$led"e Wisdom


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!uch o1 $hich purports to -e!uch o1 $hich purports to -e

kno$led"e mana"ement is inkno$led"e mana"ement is in

reality in1ormationreality in1ormationmana"ement.mana"ement.


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recognizes value in originality,recognizes value in originality,innovation, adaptability, intelligenceinnovation, adaptability, intelligence

and learning.and learning.

$rofessional and social networ important.$rofessional and social networ important.

Concerned with critical thining.Concerned with critical thining.

%ncourages sharing of experiences,%ncourages sharing of experiences,failures, best practices, and competitivefailures, best practices, and competitive

advantage.advantage.

#no$led"e !ana"ement . . .#no$led"e !ana"ement . . .


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(ole o1 )echnolo"y in(ole o1 )echnolo"y in

#no$led"e !ana"ement#no$led"e !ana"ement

"s core focus in information"s core focus in information

management.management.

"nformation management should be"nformation management should be

centralized in organization.centralized in organization.

Technology used to foster dialog &listTechnology used to foster dialog &list

serves, websites' share context andserves, websites' share context andnegotiate meaning.negotiate meaning.


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/perts . oices/perts . oices

(ovices(ovicesrely on formal rules andrely on formal rules and

procedures to guide them.procedures to guide them.

%xperts%xpertsrely to greater degree onrely to greater degree onaccumulated experience.accumulated experience.

(ovices are highly conscious of tas(ovices are highly conscious of tas

performance process.performance process.


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/perts . oices %3ont.&/perts . oices %3ont.&

%xperts, because of experience, see%xperts, because of experience, see

the whole picture and have a largerthe whole picture and have a larger

number and more effectivenumber and more effective

strategies for performing the tas.strategies for performing the tas. %xperts now how to solve problems%xperts now how to solve problems

quicly because they have multiplequicly because they have multiple

strategies for dealing with thestrategies for dealing with theunexpected.unexpected.


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%xperts can mae very complex,%xperts can mae very complex,difficult tass loo easy.difficult tass loo easy.

%xperts rely on intuition.%xperts rely on intuition.

%xperts are more flexible than novices.%xperts are more flexible than novices.


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%xperts acquire the ability to do less%xperts acquire the ability to do less

and less, better and better ) aand less, better and better ) a

process calledprocess called

ENCAPSULATIONENCAPSULATION

*hereby energies and sills become*hereby energies and sills become

focused on specific areas.focused on specific areas.


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As e/pertise "ro$s, per1ormanceAs e/pertise "ro$s, per1ormanceo1 the task -ecomes automatic.o1 the task -ecomes automatic.

)his co"nitie phenomenon is)his co"nitie phenomenon is

called*called*

4)'! )I3I)5

4)'! )I3I)5



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#no$led"e !appin"*#no$led"e !appin"*

The ongoing quest to discover theThe ongoing quest to discover the

location, ownership, value and use oflocation, ownership, value and use of

nowledge, and to learn the rulesnowledge, and to learn the rulesand expertise of people, to identifyand expertise of people, to identify

constraints to the flow of nowledge,constraints to the flow of nowledge,

and to highlight opportunities toand to highlight opportunities toleverage existing nowledge.leverage existing nowledge.


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Why Should I !ap theWhy Should I !ap the

#no$led"e in my 'r"anization#no$led"e in my 'r"anization

To encourage re+use of importantTo encourage re+use of important

nowledge, saving search and researchnowledge, saving search and research

time.time.

Highlight areas of expertise and buildHighlight areas of expertise and buildbridges to increase nowledge sharing.bridges to increase nowledge sharing.

To help staff find critical information quicly.To help staff find critical information quicly.

To improve client service, decision+maingTo improve client service, decision+maingand problem solving by providing accessand problem solving by providing access

information.information.


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What do you eed to !apWhat do you eed to !ap

!ocuments, files, systems, policies,!ocuments, files, systems, policies,

business processes, relationships,business processes, relationships,

competencies.competencies.

%xplicit and tacit nowledge, lessons%xplicit and tacit nowledge, lessons

learned, social and professionallearned, social and professional

networs.networs.


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7o$ do you 3ollect the7o$ do you 3ollect the

In1ormationIn1ormation

Conduct interviews and as targetedConduct interviews and as targeted

questions.questions.

usiness processes and worflowusiness processes and worflowdiagrams.diagrams.


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Ask*Ask*

7o$ can the kno$led"e 1lo$ -e7o$ can the kno$led"e 1lo$ -e

improed, $hat is preentin" youimproed, $hat is preentin" you

doin" more, -etter, 1asterdoin" more, -etter, 1aster

Who do you "o to $hen there is aWho do you "o to $hen there is a

pro-lem Who kno$s $hom is key.pro-lem Who kno$s $hom is key.


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(etainin" Institutional(etainin" Institutional

!emory and #no$led"e!emory and #no$led"e

-ome institutional nowledge should-ome institutional nowledge should

not be retained.not be retained.

se of cross+training, #ob rotation, #obse of cross+training, #ob rotation, #ob

shadowing, mentoring, specialshadowing, mentoring, special

assignments.assignments.


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Sharin" the #no$led"eSharin" the #no$led"e

Contributing to theContributing to the

suess o! others shou"#suess o! others shou"#be $ %ri&$r' re(uire&entbe $ %ri&$r' re(uire&ent

o! $"" %ro!ession$"s.)o! $"" %ro!ession$"s.)


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Sh$ring o! *no+"e#ge $n#Sh$ring o! *no+"e#ge $n#

#ou&enting business#ou&enting business

%roesses shou"# be %$rt%roesses shou"# be %$rt

o! %er!or&$ne %"$ns.o! %er!or&$ne %"$ns.


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8usiness Processes8usiness Processes

"dentification of ey processes."dentification of ey processes.

%ach process is either value added%ach process is either value added

or waste.or waste. 0ooing for the waste in the process.0ooing for the waste in the process.


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(ecruitment and Interie$in"(ecruitment and Interie$in"

o1 Sta11o1 Sta11

1rame the questions to find the sills,1rame the questions to find the sills,personality and nowledge.personality and nowledge.

Hiring for attitude.Hiring for attitude.

$eople can2t share nowledge if they$eople can2t share nowledge if theydon2t spea a common language.don2t spea a common language.


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)rans1er o1 'r"anizational)rans1er o1 'r"anizational

#no$led"e#no$led"e

Transfer 3 Transmission 4 AbsorptionTransfer 3 Transmission 4 Absorption

&and use'.&and use'.

Transfer of tacit nowledge requiresTransfer of tacit nowledge requiresextensive personal communications.extensive personal communications.

Succession Management Planning

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