Growing Talent through Succession Planning SHRMc.ymcdn.com/.../Growing_Talent_through_Succe.pdf ·...

SUCCESSION PLANNINGDeveloping Talent for the Future

Leadership, Inc.Breakthrough

Your Presenter What I do:• Support leaders building core skills; gain confidence

in their presence, relationships, communication and leadership capabilities.

How I do it:• Executive/Leadership Coaching• Career Coaching

Who I do it with: • Executives• HIPOs and High Performers• Emerging Leaders

Why I do it:• When leaders find their groove, their actions create

positive ripples throughout the organization.

Lynn DessertExecutive Career Coach

www.LeadershipBreakthrough.com

© 2015 Leadership Breakthrough, Inc.

Learning Objectives• How to develop key talking points to engage Senior

Management• Understand the major steps in the succession planning

process• How to create integrated development plans for

participants• How to identify metrics to measure success



Recruiting the best talent while maintaining the talent we have within our company.

HR Coordinator

Succession Planning vs. Replacement Planning• Succession Planning is a forward thinking, systematic

approach to:• Pinpoint critical management and leadership positions• Identify performance gaps between talent and business strategy

requirements• Ascertain readiness of talent to assume leadership roles• Prepare employees to assume higher levels of responsibility

• Replacement Planning is reactionary in nature or seen as a risk management measure


Approaches to Succession Planning

Strategic

Market-Driven

Top-Down

Event Driven

Career Planning



I'm a team of 1 and other things require my attention, but it's something that desperately needs to be done.

Secondly, I don't know where or how to begin.

Director of Human Resources

Succession Planning for OrganizationsClarify CEO’s Expectations

Top Management Participation/Buy-In

Identify Future Talent Requirements

Comprehensive Assessment Process

Align Performance Management System

Structured Individualized Development

Programs

Monitoring of Talent Databases for

Decision-Making

Measuring Results

Communication


Clarify CEO Expectations

Clarify CEO’s Expectations






Programs


Decision-Making

Measuring Results

Communication


Clarify CEO’s Expectations• Succession Planning Process

• Tie to Business Strategies and Outcomes• Competitiveness• Growth• Pivot turn

• Intent• Critical talent development • Bench strength identification• Short to long term talent requirement changes


Clarify CEO’s Expectations• Scope

• CEO• C-Suite• High Potential Employees• Critical Skills

• Depth• C+1, C+2, C+3

• Level of Commitment/Roles• CEO• Executives – VP/Directors• Managers• HR Resources• External Resources


Top Management Buy-In

Clarify CEO’s Expectations






Programs


Decision-Making

Measuring Results

Communication


Top Management Participation and Buy-In

Outcomes

Time

Energy

Resources

Opportunities


Identify Future Talent RequirementsClarify CEO’s Expectations


Identify Future Talent

Requirements




Programs


Decision-Making

Measuring Results

Communication



What would you recommend as an approach to a succession planning discussion?

What questions would you ask to best inform us to meet our internal client’s future staffing needs?

Director of Human Resources

Future Talent Requirements

Critical Skills• Identify

Competencies• Define• Document

Critical Skill Gaps


Comprehensive Assessment ProcessClarify CEO’s Expectations



Comprehensive Assessment

Process Align Performance

Management System


Programs


Decision-Making

Measuring Results

Communication



Identify Talent Pools

Competency Identification

Assessments• 360-Degree Feedback• Leadership• Emotional Intelligence• Learning Agility• Values

Predicting Success

Focus on pools of people vs. specific job titles or roles.

Analyze talent internally and externally for optimal results.


Align Performance Management SystemClarify CEO’s Expectations




Align Performance Management

System


Programs


Decision-Making

Measuring Results

Communication


Establish or Align Performance Management System

Clear Outcomes

Defined Competencies

Demonstrated Behaviors

Constructive Feedback

Desired Results


Structured IDPsClarify CEO’s Expectations


Identify Future Talent

Requirements

Comprehensive Assessment

Process

Align Performance Management

System


Programs


Decision-Making

Measuring Results

Communication



How to overcome a hesitant target for a successor and on the other side?

How to chill out someone who really thinks they should be the successor?

Divisional CFO

Structured Individualized Development Programs

First Supervisory Experience

Project/Task Force

Line to Staff Switches

Starting Something

from Scratch

Fix-it/Turnarounds

Leaps in Scope


The Lessons of Experience How Successful Executives Develop on the Job

Morgan W. McCall, Michael M. Lombardo, Ann M. Morrison

Structured Individualized Development Programs

Lecture

Reading

Audio-Visual

Demonstration

Discussion Group

Proactive by Doing

Teach Others/Immediate Use

The Learning PyramidNational Training Laboratories, Bethel, Main

5%

10%

20%

30%

50%

75%

90%

Average Retention Rates


Specific Development/Learning Strategies• Planned job assignments• Formal development programs• Coaching• Mentoring• Assessment and feedback• Action learning projects• Communities of practice• Shadowing


Talent DatabasesClarify CEO’s Expectations






Programs

Monitoring of Talent

Databases for Decision-Making

Measuring Results

Communication


Monitoring of Database for Decision Making Criteria

Employee Data

Performance

Competencies

Demographics

Education

Experience

Career Interests

Assessment Results

Developmental Assignments


Measuring ResultsClarify CEO’s Expectations






Programs


Decision-Making

Measuring Results

Communication


Measuring Results

HIPOT Satisfaction

Program Progress

Effective Placements

Organization Results


Measuring Results• Rate of Promotion• Organization’s Ability to Fill Leadership Roles Internally• 360-Degree Feedback Results• Performance Evaluations• Employee Retention/Turnover• Percentage of Employees Completing Program• Survey of HIPOT Employees and Participating Leaders

and Stakeholders• Direct Interviews• Evaluating post program landing success• Assessing and responding to changing needs


CommunicationClarify CEO’s Expectations






Programs


Decision-Making

Measuring Results

Communication



In our small environment the biggest challenge has been to convey the plan to our employees in a way that is

acceptable to all.

Some may think they should have been the name placed in succession.

Program Services Coordinator

Program Communication

Rigor and visibility to the process; steps up

accountability

Senior Management demonstrates strong

commitment to leadership development

Actively involved HIPOs are more likely to succeed

Key talent retention

Constructive Open

Communication


Successful Program ComponentsManagement

üIdentifies specific outcomesüGrounded in business needsüClear program managementüCommunicationüCorrect employee selectionüFollows a systematic and

consistent methodologyüUnbiased management

assessment

Employee

üRealistic ProjectsüUnderstanding RoleüTraining and

DevelopmentüClear path to successüEmployee’s ability to deal

with pace of programüPeer Mentoring


Questions to Ponder• What impact is there in your organization for not doing a

succession planning process or executing it poorly?

• How can you retrofit the succession planning process to your organization’s culture?

• Is your organization ready? If not, what do you need to do to prepare it?


“My main job was developing talent.

I was a gardener providing water and other nourishment to our top 750 people.

Of course, I had to pull out some weeds, too.”

— Jack Welch


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