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HRTALENTPRO
Talent Management
Key For Success
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Agenda
Purpose
Benefit
Workforce Forecasting
Link to Performance
Gain Buy-in from Senior Leaders
Develop a Process
Future Recommendations
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Purpose
Dwindling pool ofcandidates
Leanness of theorganization
Lack of qualified internalcandidates
Increased demand andlack of incentives
Lack of a FormalLeadership DevelopmentProcess
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Benefits
Leave a legacy behind as good employer
Provide a Development Plan for Top Critical Positions
Increased Leadership/Employee/Student Satisfaction Ability to measure leadership outcomes tied the
strategic plan competencies, performance
Create a pool of high quality leaders to fill critical
positions
Satisfy parents and community with high quality
leadership
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Workforce Forecasting
Conduct a long and short term workforce forecasting plan to identify theworkforce needs.
Conduct a study to determine the environmental changes, trendsexpected in 2, 5, 10 years
Create a workforce plan spanning 2, 5, 10 years out
Define the critical replacement positions, potential for recruitment -internally and externally
Define career development needs for positions involved
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Link to Performance
Implementing a performance management system
builds leadership accountability
Identify Performance Indicators
Define Leadership Competencies
Identify Leadership Standards of Performance
Identify Measurable Indicators and Evaluate Outcomes
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Workshop Description
Provides a comprehensive overview of
Succession Planning and guidelines to
address your needs
Provides details to prepare and
implement a succession planning
system
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Workshop Objectives
To understand your role in succession planning
To clarify the importance of an organization's Succession Planning
System
To identify and analyze critical positions requiring backups on atemporary or permanent basis
To learn how to compare individual appraisals of past and present
performance with assessments of future individual potential
To examine methods of grooming high-potential employees foradvancement by narrowing developmental gaps between presentperformance and future potential
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Gain Buy In
Gain buy in from key stakeholders to sustain
organizational support
Form committees to ensure the planning, implementation
and follow-up is successful
Board Members and Executive Level Staff
The Guiding Coalition
HR Team and Individual Responsibilities
Managers
Potential Leaders and Employees
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As a manager, its your role to ensure:
Identify key replacement needs and the high-potential people and
critical positions to include in the succession plan
Clarify present and future work activities and work results
Compare present individual performance and future individual
potential
Establish individual-development plans (IDPs) to prepare
replacements and to develop high-potential workers
Your Role In
Succession Planning
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Definitions
Succession planning is defined as "any effort designed to
ensure the continued effective performance of an organization,
division, department, or work group by making provisions for the
development and replacement of key people for key positionsand work activities over time" (Rothwell, 1994, p. 5).
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Need for Success Planning
Need for future growth and skill
development
Proactive approach to fill key potential
vacancies
Aligns mission with workplace planning
strategy
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Just-in-Time (JIT) Approach to Building the
Leadership Pipeline
Select HireAdvance andPromote
EvaluateResults
Develop
RetainRecruit
TransferKnowledge
ManagePerformance
Train
Compen-sate
Classify
jobs
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Integrated Approach to Building the
Leadership Pipeline
Program Evaluation
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Why the Integrated Approach
Many ways to build leadership pipeline
Because all aligned with strategic plan, workforce
plan, competency model, and/or other frameworks,aligned with each other
Pipeline larger to meet demand for more talent
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Integrated Approach
Program
Evaluation
Retention
Knowledge
Management
Training and
Development
Recruitment,
Hiring and
Selection
Competency
Model
Promotion and
Career Mobility
Workforce &
Succession
Planning
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Whos in the Pipeline
High Potentials and
Replacement Pool for
Senior Managers
Middle Managers
First Line Supervisors
All Employees?
Technical Specialists
Time
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Expanding the Pipeline
Cascading leadership succession planning
Needs for competency development
Employee demand Retention
Leadership defined as a competency that employees
at all levels are expected to develop
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Five Questions to Ask?
Whos in the leadership pipeline?
What are the most pressing
developmental needs?
How are these needs being met?
What is the impact?
How are the efforts to build the
leadership pipeline being evaluated?
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Succession Planning Process
To create a system for succession
planning that meets the needs of the
organization and provides career growthopportunities for individuals based on their
readiness, talent, and skills.
To identify key leadership competency
behaviors, skills, and knowledge needed toprepare high potentials for future key
leadership roles.
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Talent Management
Talent management improves the skills andtalents of and increases the performance of
your team Team members enjoy the feeling of personal
growth and satisfaction that comes from theopportunity to develop their skills and better
contribute to their team
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360 Degree
Feedback
Leadership
DevelopmentProcess
Hiring/Selection
Performance
Management
Employee
Retention
Career
Development
Talent Management StrategySuccession
Planning
Job/Analysis
CompetencyDevelopmentMeasureResults
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Definition of Succession Planning
Succession planning is a means of identifyingcritical management positions starting at
manager and supervisor levels and extendingup to the highest position in the organization.William J. Rothwell
Effective Succession Planning (2001)
Succession planning shouldnot andmust not standalone.
It must be pairedwith succession managementwhich creates a more dynamic environment.
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Succession Planning
and Management
A deliberate and systematic effort by anorganization to:
ensure leadership continuity in key positions retain and develop future intellectual and
knowledge capital
encourage individual advancement
Integrated into the HR System
Succession Planning is managed to ensuresuccess
Should also address the needs for criticalbackups and individual development in any
job category
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Succession Planning
Do you have an established succession
plan?
Replacement versus Succession
Planning
Do they have the skills and experience
need to fill critical positions?
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Succession Planning Components
2. HR Audit
Develop a Pool of High
Potential Candidates
Monitor and Evaluate Progress and ResultsMake Adjustments
1. Replacement
PlanningIdentify Readiness of Successors
for Key Positions
Review Performance and
Development with KeyManagement Staff
3. Identify High Potential
SuccessorsEstablish nomination criteria.
Experience, Education, Manager/Mentor
Recommendation
4. Identify
Successor
Developmental
NeedsIdentify skills gap, set goals, create
development plan
Determine measurable goals and
outcomes
5. Create Development
OpportunitiesDevelopmental Activities/Projects
Mentoring/Coaching
Create a Leadership Succession Plan
Leadership SupportGain Buy-in from Senior Management
Identify Top Leadership Experience,Education, and Job Experience
IntegratedLeadership
Development
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Establishing a Succession Plan
Understand the critical position being vacated -what are the requirements of the job
Benchmark the job against future jobrequirements
Determine what the ideal candidate will look like Evaluate potential replacements
Determine their performance and potentialreadiness level
Establish a Development Plan and Goals
Implement development plan
Provide Coaching and Feedback
Track and Monitor the plan
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Steps in Succession Planning Process
1. Gain Buy-in from Senior Management
2. Identify succession planning purpose and goals.
3. Assess the organizations current and future business strategy and top leadershipreplacement needs.
4. Identify and analyze key positions.
5. Assess candidates against job and competency requirements.
6. Identify development strategies.
7. Define succession planning process and procedures.
8. Communicate and implement succession planning.
9. Collect information from employees regarding their career interests and expertise.
10. Assess employee competencies.
11. Create individual development plans.
12. Select people to potential fill positions.13. Develop, select, and schedule training and development programs.
14. Monitor progress.
15. Measure and evaluate outcomes.
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Succession Planning Policy
Identifying those employees who have the right skills to meet
the challenges facing the organization
Evaluate the quality and readiness of named successors
Define development requirements and implement developmentplan
Review performance and development with key management
staff
Make recommendations
Monitor and evaluate progress and results
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Checklist to Succeed
y Part of an overall organizational culture strategy to develop managersat all levels.
y Ongoing commitment of high-level management.
y Part of an integrated HR process
y Identify what skills the organization will need in 5, 10 or 15 years
y Critical positions must be identified and included in the Company'sSuccession Planning program
y Analyze the workforce and identify who will be eligible for retirementwithin the next five years
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Checklist to Succeed
Managers need to identify the responsibilities, skills and competencies that will
be needed by their replacements
y Identify high-performers almost ready to step into those critical positions
y Identify specific behaviors, skills and values that leaders to succeed now and in
the future.
y Use Assessment tools to make accurate leadership placement and development
decisions.
y Establish a system for communicating succession planning information
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Checklist to Succeed
Identify a systematic approach for identifying, nominating and selectingpotential successors
y Review background information on potential successors, such as
education, experience, skills, appraisals and potentialy Determine training and development requirements of potential
successors
y Develop skills of potential successors through work experiences, jobrotation, projects and other challenging assignments
y Establish a system for monitoring candidate's development planprogress by senior management
y Succession planning must include a system for providing feedback and
encouragement to potential successors
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Succession Planning
Identify High Potentials
Create a Development Plan
Implement the Plan
Track the Plan
Conduct Yearly Calibration Discussionswith Your Manager, and HR to
determine Readiness
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Critical Position Profile
Interview someone in a current
leadership role to determine their job
requirements now and in the future.
This provides a profile of a successful
candidate for this position
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Conduct a Gap Analysis
Analyze the potential successors
experience level and compare to the
advanced level job requirements
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Define High Potential Characteristics
Results Driven has completed many challenging assignments
People skill Influences, motivates, works with a wide range of people.
Mental ability Street smart, asks insightful questions
Lifelong Learning seeks challenging opportunities for new knowledge, learnsfrom successes and failures
Integrated thinking Links ideas, sees essence of problem
Flexible Adjusts priorities, takes risks, embraces change
Energy gets energy from work and energizes others
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Replacement Planning Process
y High potentials nominated as successors by managers, or
Senior Management
y Senior management review the recommendations and
make revisionsy An HR executive advisory group discusses replacement
skill level, readiness, and potential to get a fairly accurate
judgment of a persons capability
y Recommendations made for potential replacementopportunities
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Employee Input
Identify employees career interests, qualifications,
and future job promotion interests on an employee
input form
Track employee career interests and skill
qualifications for future job opportunities
Career development discussions between managers
and employees become part of the formal
performance appraisal process
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IDP
Activity: Complete an IDP
Fill out the following form on an individual of yourchoice from your organization.
That person should be a high potential, someonewho has the capability to advance to higher levels ofresponsibility and or develop increased proficiency incompetence.
The form should indicate how you will help thisperson narrow the gap between how they presentlyperform and what he or she must do to qualify foradvancement to a critical position.
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IDP
Activity: Complete an IDP
Fill out the following form on an individual of yourchoice from your organization.
That person should be a high potential, someonewho has the capability to advance to higher levels ofresponsibility and or develop increased proficiency incompetence.
The form should indicate how you will help thisperson narrow the gap between how they presentlyperform and what he or she must do to qualify foradvancement to a critical position.
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Leadership Development
Mentoring for Success
360 Feedback
Leadership Academy
Performance Management
Training & Development
Competency Assessment
College Degrees
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Development Strategies
Identify career paths for future career growth
Identify competencies and assess strengths and
areas for development Have employees create a career profile andidentify development plans
Mentor and coach employees
Provide ongoing feedback Discuss career goals with employees
Develop a promotion from within policy
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Leadership Development Program
Igh Potential
Inservice Training/Leadership L
nches
Technical
kill Training
Learning
omm
nities
onferences and
orkshops
enior
taff
eetings
dvanced
ollege Degrees
Professional Development
rientation
Leadership
orkshops
Training
eplacement
ssignments
Team Pro
ects
pecial Pro
ects
pecial
ssignments
Internships
Jo
otation
JT
ork
xperience
arm Teams
Net
orking
ro
ps
enior Leader
oaching
Informal
entoring
ormal
entoring
oaching
areer Planning
areer Paths
areer Development
Leadership Development
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Development Opportunities
Formal Training Advanced Degrees
Certificate Programs
Elearning
On-the-Job Training
Work Experiences
Team Development
Temporary Assignments Coaching
Formal Mentoring
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Leadership Modela il depe de ce e c
Leadership cade Model
Individual DevelopmentPlan
e elop e tal
ssi e ts
Lear i
or s
ctio
Lear i
Me tor a d per isor
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High Potential Leadership Development
Skill building
Degree
programs
Leadership
scholarships
Extraordinary leader
programManagement classes
Relationship-building and
knowledgeExecutive retreat
Administrativemanager/executive
events
Management
meetingsLeadership
luncheons
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Types of Training
Formally educate employees onbusiness issues, accounting practicesand ethics
Identify and prioritize their greatestdevelopment needs
Invest wisely in training employees to
carry out the mission
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Coaching and Mentoring
Coaching is provided when performance needsimprovement and is focused on job performance.Coaches helps individuals improvementperformance
Mentoring is provided to help individuals grow intheir professional experience.
Mentors provide one-on-one coaching to helpProtgs identify areas that need developmentand establish goals.
Mentors provide guidance, support, feedback,direction, and share their experiences to helpProtgs be successful in their current and futurerole.
uickTime and aTI
(
ncompressed) decompressor
are needed to see this picture.
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Tracking Successors
Methods available:
Competency Assessment
Performance Appraisal
Mentoring Program
Career Experience and Development
Activities Training Records
360 Feedback
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Measure Success
Define measurable goals during the planning stage
Track goals regularly
Adjust goals when needed
Analyze progress and take corrective steps toimprove goal performance
Analyze readiness, potential, performance, and
replacements, employee morale, organizational
culture, turnover, loss of talent, etc.
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Building Your Leadership Pipeline
Planning Model
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Building Your Leadership Pipeline
2. Engage senior leaders
3. Identify leadership competencies leaders
4. Assess developmental needs
5. Create leadership development strategy
6. Use IndividualDevelopment Plans (IDPs)
7. Tap into talent pool of eligible employees and
recruit8. Dont let cost keep you from building
the pipeline
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Next Steps:
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HRTALENTPRO SOFTWARE
Database tools for registering participants,
assessing needs, determining the gaps,
identifying areas for improvement, creating
development plans, providing on-goingfeedback, identify progress, and tracking and
measuring results.
Administrative tools help you manage the
process, send emails, monitor progress, runreports, and maintain user information.
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About the presenter:
HRTALENTPRO Helping clients develop Talent Management Solutions to help a build healthy work environment, happy
employees who love what they do, and connecting their passion to job success that help to supportorganization vision and mission.
Hiring and Selection - Get the RIGHT PEOPLE on the bus
Employee Retention - Keep the RIGHT team members on your bus. Employee Career Development - Maximize possibility by tapping potential areas of growth.
High Potential Talent Pool - Identify and develop top talent potential for critical positions
Personal Accountability - Core value for achieving goals and performance results
We provide:
Assessment tools for hiring and selection, behavioral styles, values, and job fit inventory
Competency Development, Job Analysis Profile, and Assessment Instruments
360 Feedback Assessment
Development Planning and Goal Setting
Career Development Library
Succession Planning
Mentoring Programs
Performance Management On-line Talent Management Software
Training Programs
Nancy Rehbine Zentis, Ph.D. can be reached at 954-3412522, email: [email protected],www.resultsthroughpeople.org
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Checklist to Succeed
y Part of an overall organizational culture strategy to develop managersat all levels.
yOngoing commitment of high-level management.
y Part of an integrated HR process
y Identify what skills the organization will need in 5, 10 or 15 years
y Critical positions must be identified and included in the Company'sSuccession Planning program
y Analyze the workforce and identify who will be eligible for retirementwithin the next five years
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Effective People Development Strategies
Workforce planning
Competency models
Succession planning
Recruitment, Selection, Hiring -competency based
Competency Assessment
Individual Development Plans
Formal Leadership Programs
Training for managers andsupervisors
Job rotation/developmentopportunities
Action learning or other
application projects
Coaching
Mentoring Senior leader development
program
Promotion and career mobility
Retention
Knowledge management
Program Evaluation
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Workforce Forecasting
Conduct a long and short term workforce forecasting plan to identify theworkforce needs.
Conduct a study to determine the environmental changes, trendsexpected in 2, 5, 10 years
Create a workforce plan spanning 2, 5, 10 years out Define the critical replacement positions, potential for recruitment -
internally and externally
Define career development needs for positions involved
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