Succession Planning: Best Practices and Lessons Learned...Purpose and ROI for succession planning...
Transcript of Succession Planning: Best Practices and Lessons Learned...Purpose and ROI for succession planning...
BREAKOUT SESSION 1
Sponsored by:
Succession Planning: Best Practices and Lessons Learned
Ellen Raynor
Succession Planning: Best Practices
Ellen RaynorDirector, Talent ManagementMcKesson Medical-Surgical
[email protected](804) 264-3126
McKesson Proprietary and Confidential8/3/20183
Agenda Purpose and ROI for succession planning
How to identify potential for advancement
A frequently missed step: Defining role requirements
Successor capabilities and the importance of experiences vs. jobs
Gauging readiness
Development planning
Succession plan analysis and scenario planning
McKesson Proprietary and Confidential8/3/20184
Succession planning – what’s the ROI?
Facilitates right leaders, right roles, right time Solid pipeline to support strategic plan and the
associated talent requirements 3-5 years outStrategy Execution
Mitigates risk when talent loss occurs or is deployed elsewhere, when a subpar performance occurs, and when business opportunities arise
Options
Helps differentiate investments in development to maximize the return; development of high-potential talent is orchestrated and specialized
Return onTalent Investments
McKesson Proprietary and Confidential8/3/20185
Other considerationsInvestor View
Investors scare easily; react to change by assuming the worst
When the CEO of Hewlett Packard stepped down in 2010, shares took an 8.3% plunge just after the news was announced
Having a succession plan may reassure investors about the stability of your organization
Employee View
Employees scare easily, too – and may bail out when leadership changes occur
A succession plan communicates that a company is serious about advancing its internal talent – so may be viewed as an asset to retention
Having a succession plan may reassure employees about the stability of your organization
McKesson Proprietary and Confidential8/3/20186
AgendaPurpose and ROI for succession planning
How to identify potential for advancement
A frequently missed step: Defining role requirements
Successor capabilities and the importance of experiences vs. jobs
Gauging readiness
Development planning
Succession plan analysis and scenario planning
McKesson Proprietary and Confidential8/3/20187
The crossroads model
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2
4
6
3
5
The work at each level is vastly different from the prior roadway and requiressignificant changes in priorities, essential skills and motivational fit
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The 9-box grid to segment talent by potential
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Challenges with the 9-box grid
Process needed simplification
Concepts of Turn, Growth and Mastery were hard to understand
Disproportionate investment in calibrating placement on the grid;ran out of time to do succession planning and analysis
Too many people were being designated as high-potential(out of sync with benchmarks)
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Segmentation process evolved over time
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Current definitionsLabel Definition
High Potential~5%
Demonstrates Aspiration, Capability and Track record at a differentiated level
Is self-aware and actively manages derailers
Projected to have significant, long term career progression on an accelerated timeline
Promotable~20% add to the thing by white letters
Projected to be promoted to a higher level role in the near to short term
Core Talent~75%
Essential core talent that helps us achieve business results every day
May have deep functional expertise
Focused on moving laterally or growing in the current role
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Differentiating performance vs. potential
Four X Factors A drive to excel
A catalytic learning capability
An enterprising spirit
A dynamic sensor
June 2010
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Conger’s most recent work
Five X Factors1. Situation Sensing
2. Talent Accelerating
3. Career Piloting
4. Complexity Translating
5. Catalytic Learning
McKesson Proprietary and Confidential8/3/201814
Recommendation: Create tools to help differentiateDimension Criteria Questions to Consider
Aspiration
Aspires to significantly higher level challenges – including multiple lateraland upward moves
Does the leader have the energy and drive to move multiple levels upin the organization?
Is the leader committed to McKesson long term – through times of stability and change?
If required for future role(s), have you confirmed mobility?If it matters for next role(s), is mobile
Capability
Demonstrates ILEAD capabilities at a much higher level than expected
Does the leader excel in the ILEAD capabilities most critical for their future role(s)?
Is the leader aware of their derailers and are they actively managing them?
Is the leader: Aware as to how they are perceived by others? A quick study? Develops long term solutions to execute strategic business
problems? Able to gain buy-in to drive a solution forward?
Demonstrates self awareness, learning agility, strategic problem solving andinterpersonal savvy
TrackRecord
Has a track record of solid results –including for tough assignments Is the leader’s past performance among the highest of their peer group,
with results exceeding expectations for multiple years?
Has the leader had multiple lateral and upward moves at an accelerated pace?
Has a history of accelerated career progression – taking on more complex jobs over time
McKesson Proprietary and Confidential8/3/201815
Recommendation: Create tools to help differentiateDimension Criteria Questions to Consider
Aspiration
Aspires to significantly higher level challenges – including multiple lateraland upward moves
Does the leader have the energy and drive to move multiple levels upin the organization?
Is the leader committed to McKesson long term – through times of stability and change?
If required for future role(s), have you confirmed mobility?If it matters for next role(s), is mobile
Capability
Demonstrates ILEAD capabilities at a much higher level than expected
Does the leader excel in the ILEAD capabilities most critical for their future role(s)?
Is the leader aware of their derailers and are they actively managing them?
Is the leader: Aware as to how they are perceived by others? A quick study? Develops long term solutions to execute strategic business
problems? Able to gain buy-in to drive a solution forward?
Demonstrates self awareness, learning agility, strategic problem solving andinterpersonal savvy
TrackRecord
Has a track record of solid results –including for tough assignments Is the leader’s past performance among the highest of their peer group,
with results exceeding expectations for multiple years?
Has the leader had multiple lateral and upward moves at an accelerated pace?
Has a history of accelerated career progression – taking on more complex jobs over time
McKesson Proprietary and Confidential8/3/201816
Be open and mindful about derailers
McKesson Proprietary and Confidential8/3/201817
AgendaPurpose and ROI for succession planning
How to identify potential for advancement
A frequently missed step: Defining role requirements
Successor capabilities and the importance of experiences vs. jobs
Gauging readiness
Development planning
Succession plan analysis and scenario planning
McKesson Proprietary and Confidential8/3/201818
Target population: How deep do you go?
CEO
Business Unit President
ExecutiveTeam
Vice Presidents
Possible Successors
This could be 10-15 roles
This could be 50+ roles
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What do your roles require?
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What do your roles require?
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AgendaPurpose and ROI for succession planning
How to identify potential for advancement
A frequently missed step: Defining role requirements
Successor capabilities and the importance of experiences vs. jobs
Gauging readiness
Development planning
Succession plan analysis and scenario planning
McKesson Proprietary and Confidential8/3/201822
Recommended ToolsEmployee Profile Employee’s “voice” in the process
Like a resume, but with additional information regarding aspirations
Employees complete and keep updated
Key fields include: Demographics Accomplishments Job History Education Certifications Aspirations
Manager Worksheet Manager’s view
A tool to identify manager’s view of key accomplishments, future potential, likely next roles and development needs
Managers complete and keep updated
Key fields include: Accomplishments Strengths and opportunities Future potential Likely next roles Development actions
McKesson Proprietary and Confidential8/3/201823
Think “experiences” – not just job history
Life Cycle Financial Leadership Strategy PerspectivesStart Up Own a P&L Create a compelling
visionDefine a “go to market” strategy
Corporate
Turnaround Meet a challenging margin goal
Lead a major change effort
Execute a major restructuring
International
Accelerationor growth
Meet a challenging revenue goal
Manage larger headcount/layers
Create a 3-5 year long term plan
Business Units
Sustain a mature business
Divest a business or significant part
Create a robust succession plan
Launch a new product / service
Segments (Retail, Distribution, etc.)
M&A and/or integration
Lead a cost reduction effort
Increase employee engagement
Develop business case for investment
Functions
Divestitures Create a business case to invest
Move and develop key talent
Lead integration andmeet business case
Realignment Size and scope of budget managed
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AgendaPurpose and ROI for succession planning
How to identify potential for advancement
A frequently missed step: Defining role requirements
Successor capabilities and the importance of experiences vs. jobs
Gauging readiness
Development planning
Succession plan analysis and scenario planning
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Succession plan formats: Simple chartRole Ready Now
0-1 yearReady Short Term
1-3 yearsReady Long Term
3-5 years
TitleIncumbent Name
TitleIncumbent Name
TitleIncumbent Name
TitleIncumbent Name
TitleIncumbent Name
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Succession plan formats: Replacement chart
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Gauging Readiness
Frank assessment of experiences
and capabilities
Understanding of specific role requirements
Readiness
Assessing the gap between current capabilities and required capabilities helps to estimate the time required to close the gap
McKesson Proprietary and Confidential8/3/201828
AgendaPurpose and ROI for succession planning
How to identify potential for advancement
A frequently missed step: Defining role requirements
Successor capabilities and the importance of experiences vs. jobs
Gauging readiness
Development planning
Succession plan analysis and scenario planning
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Importance of experience-based learning
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Develop your talent through OTJ experiences
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Sample development actions
Name Experiences 70% Exposure 20% Education 10%
Harriet Hipo Lead finance integration of XYZ acquisition
Meet ‘n greet with CFO in Pharma
Send to Darden school executive program Q4
Sara Superstar Assign to create go-to-market strategy for widget business
Mentor to focus on executive presence
Nominate for Advanced Leadership Program
Wanda Wonderful Expand team to include new Lab category managers
Meet ‘n greet with John Smith in PSSP
Complete a 360 and the Hogan assessments
Tina Terrific Manage sales turnaround in ABC business segment
Send to HIDA and PWH conferences
Support through completion of MBA
Frank assessment of experiences
and capabilities
Understanding of specific role requirements
Readiness
McKesson Proprietary and Confidential8/3/201832
AgendaPurpose and ROI for succession planning
How to identify potential for advancement
A frequently missed step: Defining role requirements
Successor capabilities and the importance of experiences vs. jobs
Gauging readiness
Development planning
Succession plan analysis and scenario planning
McKesson Proprietary and Confidential8/3/201833
Succession planning agenda
Link business strategy to
talent needs
Review talent analytics and progress year
over year
Analyze succession
plans
Calibrate potential
ratings for successors
Identify next roles and 3E development
actions
Talent segmentation and succession plans are completed as pre-work and aggregated by the facilitator for discussion during the session
McKesson Proprietary and Confidential8/3/201834
Key questions for succession plan analysisRole Ready Now
0-1 yearReady Short Term
1-3 yearsReady Long Term
3-5 years
TitleIncumbent Name
Critical RoleIncumbent Name
TitleIncumbent Name
TitleIncumbent Name
TitleIncumbent Name
Where are the gaps – especially for the most critical roles? What other talent (external and/or outside the business unit) could help fill the gaps? How diverse is the pipeline? Where can POC and female talent be included and accelerated? Is there over-reliance on certain key (high-demand) successors? Which incumbents block the progression of high-potential talent? (sensitive issue) Do we have retention risk among key successors? Do successors aspire to targeted roles? Is mobility required? Are they willing to relocate?
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Analysis
Analysis Where do we have gaps? What are the risks if an incumbent leaves or moves? Have we included external talent? How diverse is our pipeline? What is the risk associated with high demand talent? Where do we have blockers?
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Scenario Planning #1Assume David Branch has significant long term potential (GM) Long range goal is for David Branch to become
the VP of strategy in ~5 years He needs to manage sales at the VP level
to qualify for the VP strategy role
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Scenario Planning #2Assume Janet Jones is Well Placed but a strong performer Maya Monroe is ready for a move and a retention risk
Question What should we do about Maya Monroe? How can we improve our bench for the sales and
strategy roles?
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Summary Purpose and ROI for succession planning
How to identify potential for advancement
A frequently missed step: Defining role requirements
Successor capabilities and the importance of experiences vs. jobs
Gauging readiness
Development planning
Succession plan analysis and scenario planning
Succession Planning: Best Practices
Ellen RaynorDirector, Talent ManagementMcKesson Medical-Surgical
[email protected](804) 264-3126