succession planning:
DESCRIPTION
Succession Planning:. Filling and Developing the Pipeline. Robert L. and Carolyn N. Turknett Turknett Leadership Group 2310 Parklake Drive, Suite 500 Atlanta, GA 30345 770.270.1723 www.turknett.com. The Shoemaker … and the Factory. What is Succession Planning?. - PowerPoint PPT PresentationTRANSCRIPT
Succession Planning:Filling and Developing the Pipeline
Robert L. and Carolyn N. Turknett
Turknett Leadership Group2310 Parklake Drive, Suite 500
Atlanta, GA 30345770.270.1723
www.turknett.com
The Shoemaker … and the Factory
What is Succession Planning?
A systematic process designed to:
1. Identify key leadership positions and hard-to-fill positions
2. Identify the critical competencies that employees in those positions require
3. Prepare for their replacement to ensure the continued ability of an organization to meet its strategic goals and supporting objectives
Succession Processes
Replacement Planning
Succession Planning
Succession Managemen
t
Identification of Successors
Yes Yes Yes
Development of Successors
Little or none
Yes Yes (often Talent Pools)
Managerial Levels
Top two or three
Top two or three
All, including any key
positions
Where are we now?
Current State: If you had to grow your leadership team
by 50% in 60 days, could you? “I know exactly what it takes to be
promoted in this company.” Would 75% answer yes?
Demographic Challenges: The average age is ____ . ____ percent are over 59 years of age. The average length of service is ____ .
What worries you: Knowledge loss? Hard to fill positions?
Current practices: Using Nine-box? Talent review discussions? Clear development plans for high
potentials?
Key Definitions
Concept DefinitionCritical or Feeder Roles
Roles that require planning because they feed into senior management or are critical to organization success
Developmental Roles
Roles that provide excellent developmental experience
High Potential
Someone who has been identified as having the ability to advance
Nine-Box (9-Box) Grid
Tool used to plot current performance and future potential of a segment of the workforce
Talent Pool A group of people being prepared for higher-level roles
Talent Review
Broad review of talent to identify candidates for development to higher levels. Usually involves group discussion at multiple levels.
Basic Succession Management Cycle
Definition of Strategy and Competencies needed for the Future
Talent Review High Potential Identification Assessment and Gap Analysis Development Planning and
Leadership Development
Define for
Future
Review Talent
ID High
Potentials
Assess
Develop
The Problem of Alignment
In many organizations, each HR service area operates in its own “silo”
Per
form
ance
Man
agem
ent
Co
mp
ensa
tio
n
Lea
rnin
g
Lea
de
rsh
ip D
evel
op
men
t
Sta
ffin
g &
On
-Bo
ard
ing
Tal
en
t &
Su
cce
ssio
n P
lan
nin
g
Silos in HR
Emphasis on programs vs. outcomesEmphasis on discrete vs. integrated approaches
#1
Define for
Future
Competencies Create Alignment
CareerDevelopment
Selection & Succession
Systems
LeadershipDevelopment
(e.g., 360)
Job Descriptions
StructuredBehavioralInterviews
Training
PerformanceManagement
CORE & FUNC.COMPETENCIES
Define for
Future
Define Strategy and Competencies Needed
Picture the future and define strategy Define values Define competencies needed for the
future Core Leadership Functional
Define for
Future
Competencies
Competencies are important knowledge, skills, abilities, behaviors, and other characteristics required to perform a job successfully
Core Competencies are relevant to the entire organization, and
Align with the values of the organization Align with the strategy of the organization
Functional Competencies are specific to a position
Leadership Competencies are the competencies specific to leaders in the organization
All Competencies are: aligned to the specific requirements of the job customized by organization level
Define for
Future
Competencies are Defined Behaviorally
Defined via behavioral anchors Describe expected performance at
various levels of position Focus on observable/verifiable behavior Set a “standard of effectiveness” Help calibrate ratings of performance
across raters
Ensure alignment and accountability
#4
Define for
Future
Talent Calibration and Talent Review
A bottoms up approach – each manager completes potential and performance assessment of each direct report (feeds 9-box)
Must have already clearly defined performance standards and markers of potential specific to the organization
In calibration meetings groups of managers discuss ratings and come to consensus on individuals – must cite specific behavioral evidence
In the Talent Review meetings senior leaders discuss organization direction, the identified high potential talent, diversity, and development plans. Some assessment may occur between calibration meetings and review.
Review Talent
AcceleratedGrowth
Potential
Continuing investment(May be recently promoted)
High investment, help improve performance
High investment and/or promote/give more responsibility
These “stars” are ready for an assignment at a higher organizational level – challenge them.
SolidGrowth
Potential
Monitor Continuing investment High investment, accelerate skill development
StableGrowth
Potential
Monitor Need to demand performance
improvements May be in wrong job or at wrong
level. Consider reassignment.
Continuing investment Minimal investment but continue to reward, retain
9-Box Talent Grid
Needs Improvement Meets Expectations Exceeds Expectations
1/3
1/2
1/1
2/3
2/2
2/1
3/3
3/2
3/1
Past Performance
Gro
wth
Po
ten
tia
l Review Talent
Must Define Potential:Common Criteria for Potential
Potential Criteria
Description
Learning Agility
Ability to learn from experience, self-reflect and grow, adapt to change, etc.
Social Skills Basic social ability – emotional intelligence
Demonstration of Values/ Character
Demonstration of the organization’s values; integrity and character
Motivation to Advance
High energy, wants to move to higher levels
Likelihood to Advance
Ability to succeed at higher positions within a specified amount of time
Markers of potential are essential for senior leadership but more difficult to develop.
Review Talent
GE Adaptation – Operational Excellence AND Values are Important
Restart (Second Opportunity)
Reward/Promote (Leaders of the
Future)
Remove (Easy) Remove (Sends a message)
Valu
es
Low
to H
igh
Results Low to High
Review Talent
Identify High Potentials ID High
Potentials
Charles DarwinJanis JoplinStanley Kubrick
Gene SiskelThomas Jefferson
Albert Einstein
Louis PasteurHenry FordJohn Kennedy
Natalie WoodMarie CurieHelen Keller
Mary CassattNeil Armstrong
James DeanBruce Lee
Marilyn MonroeKatie CouricJohnny Carson
Charlie ChaplinWinston ChurchillNapoleon Bonaparte
Past Performance
Gro
wth
Po
ten
tia
l
Performance Results
4SR
4MT
3
32
3
4
4
5
High
HighLow
Po
ten
tia
l A
sses
smen
t
Johnson & Johnson Folio Map ID High
Potentials
The Four Lenses*
PotentialAssessment
PerformanceResults
Position’s Levelof Accountability
People DevelopmentCodes
The Four Lenses*
PotentialAssessment
PerformanceResults
Position’s Levelof Accountability
People DevelopmentCodes
Size ofCircle
Low
5 – Outstanding 4 – Superior
3 – Competent
2 – Needs Improvement
1 – Unacceptable
Put CHARACTER at the core.
Turknett Leadership Character Model™
ID High
Potentials
Assessment and Gap Analysis
Assessment against core, leadership and functional competencies
Gap Analysis for each person and for each position
Sample Assessment tools: 360 Degree Feedback Hogan – Leadership Potential Hogan – Leadership Challenges Hogan – Values & Preferences Watson Glaser – Critical Thinking Turknett – Leadership Level interview Structured Behavioral Interview
Assessment Center may be included
Assess
Plan for Development
Create a specific developmental plan for each high potential
Can include: Movement to a developmental
role Cross-functional projects or teams Stretch assignments Mentors Executive Coaching Action learning projects University programs, etc. Inclusion in special leadership
development processes
Develop
Develop
OrganizationCore
Competencies
OrganizationCore
Competencies
General Session
Knowing Yourself
General Session
Knowing Yourself
Team ATeam A
Team BTeam B
Team CTeam C
Team ATeam A
General Session
Knowing Others
(Teamwork)
General Session
Knowing Others
(Teamwork)
Team BTeam B
Team CTeam C
General Session
Leading Effectively
General Session
Leading Effectively
Team C Team C
Team BTeam B
Team ATeam A
General Sessions - conducted with entire group in one location. The focus is on character as the foundation of leadership, and on Leader Level development using constructive-developmental theory, reinforcing the key organizational messages and developing the particular critical competencies essential to successful leadership in the organization. Senior leaders can serve as teachers or providers of content and values.Individual Coaching - Focused on feedback and real learning and growth from assessment. Includes 360-degree feedback, personality assessment feedback, and work on development plans, with character and level of development as a continuing lens. Action Learning Teams – Small groups focus on projects identified as useful to the business. Teams learn about the business and also focus on working effectively together. Results are usually presented to senior leadership.
IndividualCoaching Sessions
IndividualCoaching Sessions
IndividualCoaching Sessions
IndividualCoaching Sessions
Leadership Character and Leader Levels
Leadership Character and Leader Levels
Continuing Lenses
Sample Leadership Development Process
Examples
Start-up – who will lead? Professional services firm – who
succeeds? Mid-sized company – little
succession management experience
Mid-sized company – advanced systems
Mid-sized Company – New to succession planning
Informal nomination of high potentials
Assignment of mentors Discussions with senior leaders One-day training programs Minimal assessment
Mid-sized Company – Advanced HR practices
Identification of high potentials through a rigorous talent review
Extensive specification of competencies
Complete assessment on all competencies (360, personality assessment, structured interviews)
Planning for each senior management position
Tailored development plans for each person
Some questions to be answered…
Who will lead the succession planning initiative at your organization?
How will the process be linked to strategy? What are your core competencies?
How is management involved in succession planning?
What are your critical positions? Key developmental positions?
How is “high potential” defined? What is your talent review process for
identifying employees with strong potential and for identifying organization gaps? How will calibration occur?
How will high potential employees be assessed? How will hi-pos receive developmental
feedback? How will development planning be done? Will the process be open? Will high potentials
know they have been identified?
Additional Tool - Capability Grid
Critical Skills /Task/ Knowledge
Ready Now Ready 6-18 months
Site design Jan S., Bill M. Susan F., Marshall T.
Project Management – construction
Utility load forecasting
GIS
Etc.
Suggested Reading
Berger, Lance A. and Berger, Dorothy R. The Talent Management Handbook: Creating Organizational Excellence by Identifying, Developing, and Promoting Your Best People. Columbus, Ohio: McGraw Hill, 2003.
Berke, David. Succession Planning and Management: A Guide to Organizational Systems and Practices. New York: Center for Creative Leadership, 2005.
Bower, Joseph L. “Solve the Succession Crisis by Growing Inside-Outside Leaders,” Harvard Business Review, Nov 2007.
Byham, William C., Matthew J. Paese, and Audrey B. Smith. Grow Your Own Leaders: How to Identify, Develop, and Retain Leadership Talent. New York: FT Press, 2002.
Charan, Ram. “Ending the CEO succession crisis,” Harvard Business Review, Nov 2007.
Charan, Ram, Stehpen Drotter, and James Noel. The Leadership Pipeline: How to Build the Leadership Powered Company. New York: Jossey-Bass, 2000.
Cohn, Jeffrey, Rakesh Khurana, and Laura Reeves. “Growing Talent as if Your Business Depended On It,” Harvard Business Review, October 2005.
Fulmer, Robert F. “Choose Tomorrow’s Leaders Today: Succession Planning Grooms Firms for Success,” Graziadio Business Report , Vol. 5, Issue 1, 2002.
Karaevli, Ayse, and Hall, Douglas Tim. “Growing Leadership for Turbulent Times: Is Succession Planning up to the Challenge?,” Organizational Dynamics, Vol. 32, 2003.
Krishnan, Ravi. “Easing the Exodus: Innovative personnel strategies can combat the loss of technical skills,” Power Engineering, June 2006.
Ready, Douglas A. How to Grow Great Leaders. Harvard Business Review, Dec 2004.
Lyn Turknett
Carolyn (Lyn) Turknett is President and Co-founder of Turknett Leadership Group. She earned a BS in mathematics and an MA in sociology, with special emphasis in organizational sociology, from the University of Georgia. Her specialty is organizational assessment and change, executive team development, and ethical leadership in rapidly changing environments. Lyn is an active member of several professional associations, including the Society for Human Resource Management, and is an active community volunteer. She serves on the board of United Way of Metropolitan Atlanta, is an elder in the Presbyterian Church, and enjoys “grandmothering” in any spare time.
Bob Turknett
Dr. Robert (Bob) Turknett is the CEO and co-founder of Turknett Leadership Group, a 22 year-old consulting firm specializing in succession planning, CEO consulting, executive development, talent management and organization effectiveness. Best known for their work in character-based leadership, Bob and Lyn Turknett are co-authors of “Decent People Decent Company," creators of the Leadership Character Model™, and hosts of the annual Leadership Character Awards. Along with a staff of business and IO psychologists, they help companies build cultures of character and accountability and prepare for long-term success. Bob is a member of Atlanta Rotary, a strong supporter of United Way, an avid golfer, and the proud grandfather of Jules and Tucker.