succession planning and assessment centers
TRANSCRIPT
TRAINING INDUSTRY CONFERENCE & EXPO 2016SUCCESSION PLANNING AND LEADERSHIP ASSESSMENT CENTERSRALEIGH, NCMAY 11, 2016
Jim BarnesSenior AdvisorOccupational Safety and Health Administration (OSHA)
Why Succession Planning Matters
“Succession planning is "a 'deliberate and systematic effort' designed to ensure the continued effective performance of an organization, division, department, or work group by making provision for the development and replacement of key people over time.“
- William Rothwell
Changing Leadership Demands
Each year, 14% of leadership positions are newly created.
Leaders must also be prepared for significant change within their roles.
New Roles and Responsibilities
Changes in direct reports’ roles Require successor candidates with a
breadth of experience 80% increased
Formal Succession Activities Include:
Preparing for talent reviews Participating in talent reviews Assessing development areas Finding development opportunities Creating development plans Completing action items outlined in
development plans
Informal Succession Activities Include:
Informal discussions about your direct reports’ performance, potential, or development areas
Connecting direct reports with key executives
Planning for or thinking about succession events
End Results?Despite a significant amount of
time spent on succession management, only 28% of current
leaders were pre-identified in a succession plan.
How Does Your Organization Plan for Manager Succession?
Modeling Fortune’s 100 Best Companies
Invest in professional development?
Formalized development plans? Detail or rotational assignments?
Promote Your Best Technical Employee?
Does good work Follows orders Gets along well with
others Knows the
organization Has tenure
It Doesn’t Always Work Lack of
management experience
Difficulty in communicating
Dealing with underperformers
Identify and Develop HIPOs
High Potential Employees (HIPOs) Can be managers or non-managers Capable of succeeding at a more
senior and critical role Defined by:
o Personal aspirationso Engagemento Functional ability
HIPOs by the Numbers
The Importance of Coaching
Google’s Project Oxygen Most desired manager
traits Technical abilities ranked
last Coaching was most
importanto One-on-one meetingso Specific feedbacko Solutions tailored to
employee
Leadership Assessment Centers
Evaluate HIPOs in simulated scenarios
Not considered formal training; but learning can and does occur
Can be used in promotion decisions
Key Leadership Competencies Planning and organizing Problem solving Communicating in writing Thinking creatively Organization-specific competencies
Assessment Activities Inbox exercise Writing summary exercise Group negotiating exercise Videotaping sessions Other sessions on leadership skills Focus on peer interaction
Inbox Exercise Mock scenario Interim authority Review emails Evaluate Prioritize Determine actions
Writing Summary Exercise
Problem solving Strategic thinking Organize thoughts in a logical
manner Persuasive writing Concise, compelling Writing on a deadline
Group Negotiating Exercise
Task to complete Financial component Separate functional areas Leadership role Cooperation Encouraging consensus Organizational benefit
Videotaping
Other Sessions on Leadership Skills
Focus on Peer Interaction
Evaluation Results Presented by management
personnel Generally targeted to a specific
level Only record observed behaviors Oral and written feedback Presented individually Focus on positives Casual setting
Next Step: Further Development Know their strengths Identify areas for development Expand knowledge Develop strategic perspective Gain leadership experience
Formal Developmental Activities
Formalized professional training College courses
o Standard classroom instructiono Online
Executive education courseso Harvard University Kennedy School of
Governmento Duke Universityo North Carolina State Universityo University of North Carolina
MOOCs (Massive Open Online Courses)
Each course is like an interactive textbook, featuring pre-recorded videos, quizzes, and projects
Coursera provides universal access to the world’s best education, partnering with top universities and organizations
EdX is a not-for-profit enterprise composed of 30 leading global institutions
Duke MOOCs In 2012, Duke University began using
MOOCs Original goal was to promote
innovation in teaching and learning within the Duke campus community
Since that time, 30 instructors from 28 departments have developed 31 MOOCs on Coursera
Resulting in 2.8 million enrollments and issuing more than 72,000 certificates
Informal Developmental Activities
Detail assignments Collateral assignments Special projects, work groups Recommended reading
assignments Videos (TED Talks) Developing presentations Mentoring
Assess Leadership Needs Based on Future DemandAssess leadership capability required to achieve strategic goals, not just potential future vacancies in current roles.
Identify Potential Successors Across the OrganizationSelect successors from across theenterprise through greater transparency, do not just identify future leaders earlier in their careers
Prepare Leadership Bench for Variety of FuturesPrepare the leadership bench for a variety of futures to hedge against uncertainty, instead of preparing leadership through upward career paths
Reevaluate Leadership Team FitContinue succession management beyond leader placement by reassessing senior leaders' fit against shifting strategic goals.
Strategic Talent Meetings
General Mills reframed the structure of the traditional talent review so that leaders set the agenda and discussion based on their unique business priorities rather than a fixed agenda based on talent management data.
HR and Business Leaders at MTS India partnered to create concrete future leadership requirements by translating organizational strategy into defined future critical roles.
Transparent Talent Planning
Process
Corning redefined its talent planning process to increase the visibility of talent across the organization and establish transparency between the organization and employees.
Dually-Deployable Successor Candidates
UIL’s criteria for identifying high potential employees requires that each candidate have the potential to serve as a leader in at least two departments at the organization.
OmniSuiteLeader/Strategic Alignment Matrix
OmniSuite periodically reevaluates each member of the leadership team against key strategic objectives to surface development opportunities, strategic risks, and misalignment.
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Strategy-Driven Critical Role Forecasting
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Effective Succession Planning
