Download - Succession Plan
Succession Plan
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
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 a temporary 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 for advancement by narrowing developmental gaps between present performance and future potential
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
• As a manager, it’s 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
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 positions and work activities over time" (Rothwell, 1994, p. 5).
Need for Success Planning
• Need for future growth and skill development • Proactive approach to fill key potential
vacancies• Aligns mission with workplace planning
strategy
Just-in-Time (JIT) Approach to Building the Leadership Pipeline
Select Hire Advance and Promote
Evaluate Results
Develop
RetainRecruit
Transfer Knowledge
Manage Performance
Train
Compen-sate
Classify jobs
Integrated Approach to Building the Leadership Pipeline
Workforce & Succession
PlanningCompetency Model
Recruitment, S
election, Hirin
g
Training & Development
Promotion & Career Mobility
Retention
Knowledge Management
Compensation
Program Evaluation
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
Integrated Approach
Program Evaluation
Retention
Knowledge Management
Training and Development
Recruitment, Hiring and Selection
Competency Model
Promotion and Career Mobility
Workforce & Succession
Planning
Who’s in the Pipeline
High Potentials and Replacement Pool for Senior Managers
Middle Managers
First Line Supervisors
All Employees?
Technical SpecialistsTime
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
Five Questions to Ask?
• Who’s 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?
Succession Planning Process
– To create a system for succession planning that meets the needs of the organization and provides career growth opportunities for individuals based on their readiness, talent, and skills.
– To identify key leadership competency behaviors, skills, and knowledge needed to prepare high potentials for future key leadership roles.
Talent Management
• Talent management improves the skills and talents of and increases the performance of your team
• Team members enjoy the feeling of personal growth and satisfaction that comes from the opportunity to develop their skills and better contribute to their team
360 Degree Feedback
Leadership Development
Process
Hiring/Selection
Performance Management
Employee Retention
Career Development
Talent Management StrategySuccession Planning
Job/Analysis Competency DevelopmentMeasure Results
Definition of Succession Planning
“Succession planning is a means of identifying critical management positions starting at manager and supervisor levels and extending up to the highest position in the organization.”
William J. RothwellEffective Succession Planning (2001)
Succession planning should not and must not stand alone.It must be paired with succession management which creates
a more dynamic environment.
Succession Planning and Management
• A deliberate and systematic effort by an organization 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 ensure success
• Should also address the needs for critical backups and individual development in any job category
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?
Succession Planning Components
2. HR AuditDevelop a Pool of High Potential Candidates
Monitor and Evaluate Progress and ResultsMake Adjustments
1. Replacement Planning
Identify Readiness of Successors for Key Positions
Review Performance and Development with Key
Management Staff
3. Identify High Potential Successors
Establish nomination criteria.
Experience, Education, Manager/Mentor Recommendation
4. Identify Successor
Developmental Needs
Identify skills gap, set goals, create development plan
Determine measurable goals and outcomes
5. Create Development Opportunities
Developmental Activities/Projects
Mentoring/Coaching
Create a Leadership Succession Plan
Leadership SupportGain Buy-in from Senior ManagementIdentify Top Leadership Experience,
Education, and Job Experience
Integrated Leadership
Development
Establishing a Succession Plan
• Understand the critical position being vacated - what are the requirements of the job
• Benchmark the job against future job requirements• Determine what the ideal candidate will look like• Evaluate potential replacements• Determine their performance and potential readiness
level• Establish a Development Plan and Goals • Implement development plan• Provide Coaching and Feedback• Track and Monitor the plan
Steps in Succession Planning Process1. Gain Buy-in from Senior Management2. Identify succession planning purpose and goals. 3. Assess the organizations current and future business strategy and top leadership replacement
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.
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 development plan• Review performance and development with key management staff• Make recommendations• Monitor and evaluate progress and results
Human Resource Assessment• Defines the leadership needs of the organization• Identifies qualification of successors and assesses
employee capability and readiness to various positions
• Helps designate a talent pool of candidates qualified for specific positions
• Defines the developmental needs, competency and education requirements
Checklist to Succeed Part of an overall organizational culture strategy to develop managers at all levels.
Ongoing commitment of high-level management.
Part of an integrated HR process
Identify what skills the organization will need in 5, 10 or 15 years
Critical positions must be identified and included in the Company's Succession Planning program
Analyze the workforce and identify who will be eligible for retirement within the next five years
Checklist to Succeed• Managers need to identify the responsibilities, skills and competencies that will be needed by
their replacements
Identify high-performers almost ready to step into those critical positions
Identify specific behaviors, skills and values that leaders to succeed now and in the future.
Use Assessment tools to make accurate leadership placement and development decisions.
Establish a system for communicating succession planning information
Checklist to Succeed
• Identify a systematic approach for identifying, nominating and selecting potential successors
Review background information on potential successors, such as education, experience, skills, appraisals and potential
Determine training and development requirements of potential successors
Develop skills of potential successors through work experiences, job rotation, projects and other challenging assignments
Establish a system for monitoring candidate's development plan progress by senior management
Succession planning must include a system for providing feedback and encouragement to potential successors
Succession Planning
• Identify High Potentials• Create a Development Plan• Implement the Plan• Track the Plan• Conduct Yearly Calibration Discussions with
Your Manager, and HR to determine Readiness
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
Successor’s Profile
• Identify a successor’s job profile and experience to determine their current level of proficiency
Conduct a Gap Analysis
• Analyze the potential successor’s experience level and compare to the advanced level job requirements
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, learns from 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
Replacement Planning Process High potentials nominated as successors by managers, or Senior
Management Senior management review the recommendations and make
revisions An HR executive advisory group discusses replacement skill
level, readiness, and potential to get a fairly accurate judgment of a person’s capability
Recommendations made for potential replacement opportunities
Employee Input • Identify employee’s 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
IDPActivity: Complete an IDP• Fill out the following form on an individual of your choice
from your organization. • That person should be a “high potential”, someone who has
the capability to advance to higher levels of responsibility and or develop increased proficiency in competence.
• The form should indicate how you will help this person narrow the gap between how they presently perform and what he or she must do to qualify for advancement to a critical position.
IDPActivity: Complete an IDP• Fill out the following form on an individual of your choice
from your organization. • That person should be a “high potential”, someone who has
the capability to advance to higher levels of responsibility and or develop increased proficiency in competence.
• The form should indicate how you will help this person narrow the gap between how they presently perform and what he or she must do to qualify for advancement to a critical position.
Leadership Development
• Mentoring for Success • 360 Feedback• Leadership Academy• Performance Management• Training & Development• Competency Assessment• College Degrees
Development Strategies
• Identify career paths for future career growth • Identify competencies and assess strengths and areas
for development• Have employees create a career profile and identify
development plans• Mentor and coach employees• Provide ongoing feedback• Discuss career goals with employees• Develop a promotion from within policy
Leadership Development ProgramHIgh Potential
Inservice Training/Leadership Lunches
Technical Skill Training
Learning Communities
Conferences and Workshops
Senior Staff Meetings
Advanced College Degrees
Professional Development
Orientation
Leadership Workshops
Training
Replacement Assignments
Team Projects
Special Projects
Special Assignments
Internships
Job Rotation
OJT
Work Experience
Farm Teams
Networking Groups
Senior Leader Coaching
Informal Mentoring
Formal Mentoring
Coaching
Career Planning
Career Paths
Career Development
Leadership Development
Development Opportunities
• Formal Training• Advanced Degrees• Certificate Programs• Elearning• On-the-Job Training• Work Experiences• Team Development• Temporary Assignments• Coaching• Formal Mentoring
Leadership ModelFamily Independence Agency Leadership Academy Model
Individual Development Plan
DevelopmentalAssignments
Learning Forums
ActionLearning
Mentor and Supervisor
High Potential Leadership Development
Skill building•Degree programs
•Leadership scholarships
•Extraordinary leader program
•Management classes
Relationship- building and knowledge
•Executive retreat•Administrative manager/execut
ive events•Management
meetings•Leadership
luncheons
Leadership Development Approach
= Target audience
= Also invited
Executive Managers
AdministrativeManagers
Middle Managers
ProfessionalTechnical
Skill Building
ExtraordinaryLeader
Scholarships
Degree Programs
Management Development
Knowledge and Relationship BuildingExecutive Retreat
Executive Events
Exec/Admin events
Management Meetings
Leadership Luncheons
Types of Training
• Formally educate employees on business issues, accounting practices and ethics
• Identify and prioritize their greatest development needs
• Invest wisely in training employees to carry out the mission
Coaching and Mentoring• Coaching is provided when performance needs
improvement and is focused on job performance. Coaches helps individuals improvement performance
• Mentoring is provided to help individuals grow in their professional experience.
• Mentors provide one-on-one coaching to help Protégé’s identify areas that need development and establish goals.
• Mentors provide guidance, support, feedback, direction, and share their experiences to help Protégé’s be successful in their current and future role.
Tracking Successors
• Methods available:– Competency Assessment– Performance Appraisal– Mentoring Program– Career Experience and Development Activities– Training Records– 360 Feedback
Measure Success
• Define measurable goals during the planning stage• Track goals regularly• Adjust goals when needed• Analyze progress and take corrective steps to improve goal
performance• Analyze readiness, potential, performance, and
replacements, employee morale, organizational culture, turnover, loss of talent, etc.
Building Your Leadership PipelinePlanning Model
Building Your Leadership Pipeline1. Engage senior leaders 2. Identify leadership competencies leaders 3. Assess developmental needs4. Create leadership development strategy5. Use Individual Development Plans (IDPs)6. Tap into talent pool of eligible employees and recruit7. Don’t let cost keep you from building the pipeline
Succession Planning Software
• Database tools for registering participants, assessing needs, determining the gaps, identifying areas for improvement, creating development plans, providing on-going feedback, identify progress, and tracking and measuring results.
• Administrative tools help you manage the process, send emails, monitor progress, run reports, and maintain user information.