1 © development dimensions intl, inc., mmv. all rights reserved. 1 succession planning overview...

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1 © Development Dimensions Int’l, Inc., MMV. All rights reserved. 1 Succession Planning Overview STATE ACTION FOR EDUCATION LEADERSHIP PROJECT Follow-up Meeting April 27, 2005 Delaware Technical & Community College Loren Appelbaum Senior Consultant Development Dimensions International, Inc. C O M P E T I T I V E A D V A N T A G E. R E A L I Z E D.

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Page 1: 1 © Development Dimensions Intl, Inc., MMV. All rights reserved. 1 Succession Planning Overview STATE ACTION FOR EDUCATION LEADERSHIP PROJECT Follow-up

1© Development Dimensions Int’l, Inc., MMV. All rights reserved.

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Succession Planning Overview

STATE ACTION FOR EDUCATION LEADERSHIP PROJECTFollow-up Meeting

April 27, 2005Delaware Technical & Community College

Loren AppelbaumSenior Consultant

Development Dimensions International, Inc.

C O M P E T I T I V E A D V A N T A G E. R E A L I Z E D.

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Succession Management Approach

Clarify Terms: Replacement Pools vs. Succession Planning

Replacement: Can fill a specific position “tomorrow”

Succession: Developing people for target levels who could fill a variety of positions

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Traditional approach to succession

Function A Function CFunction B

TraditionalReplacement

Planning

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Succession Planning Approach (using Acceleration Pools)

Acceleration Pool

Organization Need BOrganization Need A Organization Need C

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Identifying Identifying PotentialPotential

Success ProfileSuccess Profile

Diagnosing Diagnosing Dev’t NeedsDev’t Needs

Prescribing Prescribing SolutionsSolutions

Ensuring Ensuring DevelopmentDevelopment

Reviewing Reviewing ProgressProgress

Pla

nnin

gP

lann

ing

Acceleration PoolsAcceleration Pools

Building Leadership Succession Planning Approach

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A Leadership Success Profile Needs to Consider the Whole Person

PERFORMANCE

EXPERIENCE

What I have done

COMPETENCIESWhat I am capable of

KNOWLEDGE

What I know

PERSONALATTRIBUTES

Who I am

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LeadershipSuccess

What I know

What I have done

What I can do

Who I am

LeadershipFailure

Didn’t know enough

Never tried before

Not enough practice

Not cut out for it

Knowledge

Experience

Competencies

Personal

Attributes

Factors

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Leadership Potential Factors*

S U S T A I N E D P E R F O R M A N C E +

*Research Foundation

Bray & Howard, DDI, McCall et al, Personality Based Research, Collins, Hogan & Hogan, etc.

Leadership Promise• Propensity to Lead

• Brings Out the Best in People

• Authenticity

Balance of Values and Results(Org. specific, future focused)

• Culture Fit

• Passion for Results

Personal Development Orientation• Receptivity to Feedback

• Learning Agility

Mastery of Complexity• Adaptability

• Conceptual Thinking

• Navigates Ambiguity

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Diagnosis Targets

JOB FIT

CURRENT JOBPERFORMANCE

PERSONAL ATTRIBUTES

PASTEXPERIENCES

BEHAVIOR INFUTURE-FOCUSED

SITUATIONS

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Diagnostic Tools

JOB FIT

Multi-rater surveysPerformance reviews

Inventories & Tests

BehavioralInterviews & Career

Profiles

AssessmentCenters

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Best Development Strategy?

Development Priorities (What)

Job Challenges Competencies

Organizational Knowledge Executive Derailers

Development Strategies (How)

Job or task force assignment

Short-term experiences

Training; Internships

Professional coaching

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Developmental Support

• Supervisor, mentor and pool member:– Plan development actions

• How the skill/knowledge will be obtained• Application of the skill/knowledge• Measurement of success of application

– Determine additional development areas and appropriate development actions

• Supervisor and mentor provide coaching and support, monitor personal and retention issues

• Proof of development = successful applications

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Key Decisions

• Success Profile– What are the key Experiences and Knowledge

important for success at the Target level positions?

– What Competencies will be used? Existing model? Create new?

– Use of executive derailers?

• Diagnosing Development Needs– What diagnostic tools will be used?

• Assessment simulations?• Tests?• Interviews?• 360s?

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Key Decisions (cont.)

• Acceleration Pools– Number of acceleration pools?– Number of acceleration pool members?– Target level for pools?

• Nomination Process, Criteria– How will the nomination process be

conducted?– What are the nomination criteria?

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Key Decisions (cont.)

• Development Planning– Who will oversee it?

– Use of mentors, sponsors?

– Role of experiences vs. training??

– Leadership coaching?

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Key Decisions (cont.)

• Communication Issues

– Key messages?

– Target Audiences?

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Realizing Results – 5 Components

Communication– Key audiences

– Key messages

Accountability – Senior champion(s)

– Operation leader(s)

– Roles & deliverables

Skill– Leaders

– Sponsors/Mentors

– Managers

Alignment– Selection

– Development

– Performance Management

Measurement – Participant reactions

– % of “Ready Now” for senior roles

– Retention of talent

– Ratio of internal/external hires

– Success rates of new incumbents

– Diversity

– Time to fill key positions