Succession Planning in Steps - TMHRA Annual Conference · –Recruiting new talent –Task Overload...
Transcript of Succession Planning in Steps - TMHRA Annual Conference · –Recruiting new talent –Task Overload...
Succession Planning in Steps
Presented by: Joshua Smith, Principal HR Consultant, Texas
Jeff Hoye, Senior Practice Leader, Organizational Strategy
Three Optics through which to View Succession Planning
What is an EFFICIENT Succession Planning Process?
What is an EFFECTIVE Succession Planning Process?
What is the Succession Planning Process that will have the most IMPACT in your Agency?
CPS HR’s Talent Management Model
(1) Organizational Performance
(3) Organizational
Strategy
(2) Influencing
Factors 1. _____ 2. _____ 3. _____
Why do you want to achieve level 4?
More able to respond to business change – 1.8 times
More able to innovate – 1.7 times
Better at developing their people – 3.8 times
Better at developing leaders – 2.9 times
Hallmarks of the most advanced companies: Coaching, Mentoring, and Career Planning
Elements of a Succession Planning Succession Plans are developed years before a talent gap occurs
Employee retention risks are being measured
Development plans are designed to challenge and promote talent
Employees are building skills and following career paths that are aligned with organizational needs
Engagement and motivation are also increased because of the Succession Planning Program
Succession Planning – Steps
We will now describe each step, and
A. Identify the inherent Challenges
B. Provide some Best Practices
C. Provide some Tools, Techniques
Step
A. Challenges – Defining Most Critical Roles and Competencies – Time, Effort, Resources, Prioritization
B. Best Practices – (4A) Alignment, Accountability, Automation,
Assortment
C. Tools, Techniques – Job Analysis/Future Job Analysis – Aligned Strategic Plan – Oversight Committee – Automated Tech Solutions
Step
A. Challenges – Who gets in, who doesn’t? – Messaging is important here – Civil Service regulations – Retaining potential participants and HIPOTS
B. Best Practices – Define Competencies, ID HIPOTS, Assess Bench Strength
C. Tools, Techniques – 9-Box Tool – Assessments (9-Box, Performance, Talent Reviews,
Selection Oversight Committees
Step
A. Challenges – Participant time to devote to the Program – Who will backfill for the Participants … on the job? – Set expectations – Lack of individual responsibility
B. Best Practices – Communication, Transparency, Gap Analysis
C. Tools, Techniques – Readiness Interviews, KSA Self-Assessment – Establish and communicate criteria for participation – Reference materials and a list of assignments prior
Step
A. Challenges – Accountability for leaders to develop successors – Customized Development – Collaborative Development Efforts
B. Best Practices – Experiential Development, Roadmap to key positions – Involve incumbents to help address Knowledge Transfer – Leadership Academy (standardized leadership learning)
C. Tools, Techniques – Development Toolbox (Job Changes, Job Restructuring,
Mentoring, Project Assignments)
Step
A. Challenges – Changing Environments and Goals (Leadership, Politics,
Resources) – Recruiting new talent – Task Overload – Prioritization conflict – Identify and hear from all key stakeholders
B. Best Practices – Regular Status Checks, Update Plans, Measure, Provide
Feedback, Check Alignment with strategic planning & direction.
C. Tools, Techniques – Tie Performance Management to talent review process (PM
spectrum = strategic, operational, individual) – Hiring and turnover metrics
Succession Planning in Steps
Presented by: Joshua Smith, HR Consultant, Texas
Jeff Hoye, Senior Practice Leader, Organizational Strategy
Contact info: [email protected] [email protected] www.cpshr.us