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.