ema board presentation

LifeSpan-Solutions®

© 2008

Audie Dunham9/25/2008


© 2008

1. Overview of Succession Management 2. EMA Succession & Tacit Knowledge

Transfer Issues3. Recommended Process for EMA4. Proposed Next Steps5. Anticipated Outcomes


© 2008

Process of acquiring, assessing, developing, and placing talent to meet the needs of the organization, now—and in the future. Best Practices in Recruiting

– Bank on Employee Referrals: Turn every employee into a talent scout– Proactive Recruiting: Recruit ahead of need, not at point of need– Recruit “A” Caliber Players: Find and hire the “Tiger Woods” of your

world– Use multi-faceted approach with final candidates

Ask for written thoughts to a key topic Use “3-Interview Process” and involve best possible interviewers Have candidates present potential solutions to selection team– Constantly polish company brand and tout it


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Process of acquiring, assessing, developing, and placing talent to meet the needs of the organization, now—and in the future.

One of the most important responsibilities of both senior leadership and Co’s Board of Directors Ensure viability and continued growth of the organization Fully understand situation and take action as needed

Effective Succession Management results in more choices Ideally, one or more qualified internal candidates to backfill

every key role needed


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TIME 1960’s – 70’s 1980’s – 90’s Today

RISK MANAGEMENT Informally name single

successors for highest positions

Minimize immediaterisk of vacancies

TALENT ASSESSMENT Formalize process of

assessing talentand building pipeline

Minimize risk of job vacancies and pipeline shortages

TALENT DEVELOPMENT Assess talent and manage

developmental actions to create bench strength to meet business strategy – now and in the future

Succession Pools


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15% decline in number of 35- to 44-year-olds over next 10 years

Large pool of workers 55+ changing their priorities Most “Gen X” talent pool not ready to assume senior

responsibilities Tacit knowledge and social connections needed for

success are not under organization’s control Non-stop, unpredictable change is creating new and

evolving talent needs and gaps Boards of Directors much more actively involved in

process


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Today’s best Succession Management systems and processes… Are built around competencies that support organizational

strategy and objectives Ensure continuity of lynchpin/mission critical positions Are development oriented, rather than simply replacement

oriented Are simple, pragmatic/non-bureaucratic, action oriented Are relatively open and involve candidates in process rather

than being shrouded in secrecy Serve as a vehicle for BOD and top exec’s to reflect on progress

of talent and opportunities for development


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Best practices for engaging current and future leaders in developmental activities…1. Use a variety of developmental approaches

Special assignments, mentoring/coaching, job rotation, traditional educational programs , formalized surveys and other similar processes

2. Carefully balance short-term need to fill vacant positions with longer-term need to help people grow and develop their to their full potential

3. Utilize technology to update and monitor developmental activities


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Key Competencies Tied to business strategy and key EMA positions


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Definition of Competency Observable and measurable package of knowledge and skills Gained through education, training, experience, and natural ability Distinguishes superior or exemplary performer from mediocre or

inadequate performer Example of Competency Profile (Canada Public Service Agency)

Category General DefinitionValues and Ethics Serving with integrity and respect

Strategic Thinking Innovating through anticipation, analysis and ideas

Engagement Mobilizing people, organizations, partners

Management Excellence

Delivering through action management, people management, and financial management


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Example of Competency Profile (Canada Public Service Agency) Effective Behaviors for Director Position

Values & Ethics - Serving w/ integrity and respect Strategic Thinking - Innovating through analysis & ideas

Fosters a climate of trust and respect Incorporates equitable practices into HR planning Builds and promotes a safe, healthy, and respectful

organization free of harassment and discrimination Practices transparency and fairness in all transactions

Analysis… Frames direction with understanding of organization’s prioritiesIntegrates information from multiple sources to form a comprehensive perspectiveIdeas… Translates vision and policy into concrete work activitiesDesigns initiatives to enhance operational efficiencyEncourages and incorporates diverse initiatives and perspectives

Engagement - Mobilizing people, organizations, and partners

Management Excellence - Delivering through action, people, and financial management

Shares information regularly and openly, vertically and horizontally

Uses persuasion to gain support for initiatives Follows through on commitments Solicits input from and listens to staff, partners, and

stakeholders Communicates vision and division plans with clarity and

commitment Establishes regular and comprehensive exchanges of ideas

Action Management - design and execution…Sets realistic timelines and clear accountabilities for managersResponds decisively and quickly to emerging opportunities or risksPeople Management - individuals and workforce…Coaches, challenges, and provides opportunities for growthDevelops and supports career plans and learning opportunitiesFinancial Management - budgets and assets…Allocates and manages division resources transparently


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Key Competencies Tied to business strategy and key EMA positions

Accelerate Development of Talent and Increase Overall EMA Bench Strength Put all key players on a development action plan Fill critical competency gaps ASAP Produce more “Ready Now” vs. “Ready Later” backups

– At executive team level– At Work Practice, Organization Development, and Information Systems leader level

Determine and Plan for Covering Gaps Created by Future EMA Retirements Who, when, how/to what degree will they retire

Find Ways to Uncover & Transfer Critical Tacit Knowledge


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A. Clarify/update EMA’s mid and long-term vision and strategic goals

B. Identify/modify/update leadership and technical competencies required to meet EMA vision and strategic goals

A. Determine/update competency assessments and career aspirations of EMA’s leaders/professionals

B. Categorize succession readiness of EMA leaders/professionals and identify current development and continuity issues

C. Analyze external talent to identify potential additions

D. Conduct annual Succession Conference to review EMA bench strength, clarify changing requirements and needs , and address continuity issues

A. Review/modify/maintain active Board of Director involvement

B. Track selections and evaluate success of internal promotions and external hires

C. Update success metrics used to monitor and evaluate Succession Process

A. Identify/add to/enhance EMA’s talent acquisition, retention, training & development, and knowledge trans-fer strategies & programs and implement same

B. Prepare individual development plans

C. Develop/revise/ update EMA’s communication strategy and provide appropriate information to key EMA employees

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23

4


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Form a team (Denise and Audie) to develop and install the 4-Step EMA Succession Management Process1. Put together a specific work plan for accomplishing 2 thru 10

2. Determine EMA’s “must have” positions and related competencies to achieve its strategic goals

3. Assess EMA’s top 25 people – determine development needs and career aspirations versus competencies identified above

4. Determine EMA’s bench strength based on readiness and desire of its top 25 people

5. Clarify EMA’s overall continuity and leadership development issues

6. Define EMA’s Succession Management communication strategy


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Form a team (Denise and Audie) to develop and install the 4-Step EMA Succession Management Process7. Identify/create development programs and processes – to

accelerate the growth of EMA’s 25 top leaders/professionals

8. Develop a tacit knowledge transfer program – to include such practices as: 1) assignment sharing, 2) shadowing, 3) mentoring & coaching, 4) communities of practice, 5) formal story telling, etc.

9. Develop metrics for monitoring and evaluating success

10. Design and facilitate EMA’s 1st formal Succession Review Conference


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Management team and BOD in full agreement on backups and succession process to ensure company viability

Personalized development plans in place to address individual needs and key required competencies going forward

Sound succession management practices in place – ensuring flow of backups for mission critical positions going

forward Avoiding need to have to react to unforeseen events and

departures Metrics in place –

EMA management team/BOD able to monitor progress and adjust plans and actions as necessary

ema board presentation

Business

business strategy

competency profile

placing talent

meet

action

future

team

organization