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C H A L L E N G E S

• The percentage of executives eligible for

retirement is 50% and for non-executives is 40%.

• No formal succession planning process in place to

prepare for anticipated turnover.

Q U I C K S TAT S

Revenue

$5B with goals to hit $10B by 2016

Employees

9,000 FTEs

Product Profile

60 Products from tractors to

valves

Offices

100 offices internationally

©2013 TalentGuard

The concern about

potential retirement

prompted the company

to develop a formal

succession plan.

©2013 TalentGuard

©2013 TalentGuard

©2013 TalentGuard

Meet Sarah

A.K.A ©2013 TalentGuard

Ms. HR

©2013 TalentGuard

Sarah needed to gain

perspective

©2013 TalentGuard

©2013 TalentGuard

Sarah solicited input from more than 40 leaders

©2013 TalentGuard

questions were

explored

4

©2013 TalentGuard

1. How does the

organization currently

identify leadership talent?

2. How are employees

currently developed for

future positions?

3. What are we doing right

and what can we improve?

4. What factors could help

or hinder the successful

implementation of a

formal succession plan?

©2013 TalentGuard

Sarah also created a

current snapshot

of leader positions

©2013 TalentGuard

Current

Staff

Eligible

for

Retirement

Now

Eligible

for

Retirement

2016

%

Now

%

2016

Executives 50 25 31 50% 62%

Senior Managers 400 160 196 40% 49%

Mid-Level Managers 1654 595 715 36% 43%

Supervisors 160 33 51 21% 31%

• These figures include all positions.

• Average retirement age across the four groups is 63.

• Lack of data on who will remain past retirement eligibility.

• Limited identification and definition of what constitutes a critical role.

©2013 TalentGuard

Based on all of the data…

©2013 TalentGuard

©2013 TalentGuard

Sarah collaborated with management to bridge

the gap in corporate succession planning

©2013 TalentGuard

3 strategies

spring boarded the

succession plan. ©2013 TalentGuard

©2013 TalentGuard

©2013 TalentGuard

Talent Identification

Strategy 1

Use Job-Based

Competencies ©2013 TalentGuard

• Need to incorporate behavioral competencies

into all talent management processes.

• Need to develop standardized job

competencies so that employees understand

must-haves for various positions.

• Ensure that training is tied to both behavioral

and job competencies for targeted

development.

• Ensure managers are adequately trained to

coach employees and give feedback.

ACHIEVE FULL USE OF

COMPETENCIES

©2013 TalentGuard

COMPETENCY MODEL B

EH

AV

IOR

AL

RO

LE

-BA

SE

D

LE

AD

ER

SH

IP

Business Acumen

Connection

Confidence

Accountability

Adaptability

Communication

Conflict Resolution

Cultural Sensitivity

Decisiveness

Development

Orientation

Ethics

Political Acumen

Risk-taking

Service Orientation

Strategic Agility

Team Orientation

Vision

Channel Strategy

Corp. Advertising

Event Management

Market Research

Marketing Comm.

Mkt. Strategy

Measurement

Media Relations

Positioning

Product Development

Product Management

Public Relations

Consistency

Decision-Making

Decisiveness

Initiative

Integrity

Listening

Persistence

Personal Drive

Realistic Goal Setting

Competencies are based on the technical aspects of the job role.

©2013 TalentGuard

Proficiency

Levels Per Job

Competency

Basic

(Level 1)

Intermediate

(Level 2)

Advanced

(Level 3)

Channel Strategy

Managing internal and external

interfaces (e.g. with other

channel groups and

functional departments,

relationships with channel

partners and manufacturers of

complimentary products).

Corporate Strategy

Design competitive positions

and strategies that capitalize

on corporate strengths;

Event Management

Ability to review information

about meeting or similar events

including historical data, e.g.,

surveys, evaluations

JOB ROLE PROFICIENCY LEVELS

(MARKETING SPECIALIST – MUST HAVES)

©2013 TalentGuard

Role

Position(s) Marketing Specialist

Business Unit US Retail

Geographic Location World Headquarters

Job Grade C

Pay Scale 50K – 75K

Time to Proficiency 18 Months

Job Description

• Provide analysis of all customer specific reports leveraging our third party broker’s information to ensure consistency and linkage

to Sales objectives in total and by team.

• Work with WHQ Sales Team and Retail Team to develop reports that measure retail execution progress versus joint business

plans.

• Owns regular and consistent communication of retail reports comparing objectives for customer and/or geography behaviors

linking our third party broker’s information to joint business plans.

• Supports training and be knowledgeable of our third party broker’s system ensuring universal usage into objective setting and

measurement of in store results.

Requirements for Role

• Minimum education required: Bachelor degree

• 3+ years of experience

Where would individuals come from?

Where would individuals move to?

Junior Analyst

Retail Execution Manager

Analyst, Customer Development

Business Development

Job-Based

• Channel Strategy (Level 1)

• Corp. Advertising (Level 2)

• Event Management (Level 2)

Behavioral

• Business Acumen

• Connection

• Confidence

Preferences

• Willingness to travel

• Experience in global role

• Willingness to live abroad

Qualifications

• Certification in Marketing

• Spanish

JOB ROLE PROFILE – MUST HAVES

©2013 TalentGuard

Talent Identification

Strategy 2

Enable employees

to express their

career interests ©2013 TalentGuard

Meet Jill

©2013 TalentGuard

©2013 TalentGuard ©2013 TalentGuard

A.K.A… ©2013 TalentGuard

©2013 TalentGuard

Customer

Success

Guru

©2013 TalentGuard

High Performer.

Intelligent.

Solid track-record.

Skilled in her job.

©2013 TalentGuard

Jill is…

©2013 TalentGuard

She believes that management doesn’t

understand all of her talents.

Jill has no

way to

express her

career

interests.

©2013 TalentGuard

©2013 TalentGuard

DEVELOP A MECHANISM FOR EMPLOYEES

TO DOCUMENT, ASSESS & ANALYZE

THEIR…

• SKILLS

• EXPERIENCES

• QUALIFICATIONS

• PREFERENCES

©2013 TalentGuard

Sarah implemented

three tools

©2013 TalentGuard

©2013 TalentGuard

Talent Profile Information

©2013 TalentGuard

©2013 TalentGuard

Competencies Assessment Form

©2013 TalentGuard

©2013 TalentGuard

Career Interest Preference Form

©2013 TalentGuard

Talent Identification

Strategy 1

Create a Career

Pathing Tool ©2013 TalentGuard

Customer Success Manager

Customer Success Director

Marketing Manager

Business Analyst

Account Manager

70% 60%

85%

65%

Jill’s Current Role

Jill wants to see 3 career moves out

©2013 TalentGuard

Jill’s Current Role to Marketing Manager

Needs Assessment RATING GAP

• Ask Questions

Indicator description.

• Collects Relevant Information

Indicator description.

• Uses Systems

Indicator description.

Match 60%

Functional Work Competencies

Market Understanding RATING GAP

Prospecting Management RATING GAP

Networking Strategies RATING GAP

x

x

©2013 TalentGuard

• See the types of roles that interest

employees

• Gain a better understanding of the

depth of the talent pools

• Understand role readiness, skill gaps

and timeline to fill gaps.

• Search for employees with specific

skills, qualifications and preferences.

WITH THIS INFORMATION,

MANAGEMENT CAN:

©2013 TalentGuard

©2013 TalentGuard

Employee Development

Strategy 2

Identify critical paths

to key roles ©2013 TalentGuard

1. Which positions are most critical in achieving current and future goals?

2. Which positions, if vacant, could cause harm to the organization?

3. Which positions require specialized skills and/or knowledge?

4. Which positions have been hard to recruit for?

5. Do projected labor shortages exist for skills that you need in the future?

SARAH’S 5 QUESTIONS…

Resource: Succession Planning Readiness Tool ©2013 TalentGuard

DEFINED CRITERIA FOR KEY

POSITION SELECTION

Defining

Characteristics

“A” Position

Strategic

“B” Position

Support

“C” Position

Surplus

Scope of authority • Has strategic

impact

• Exhibits high

performance

• Focuses on

upside potential

• Has indirect

strategic impact

• Minimizes

downside risk

• Creates

foundations

• May be required

for firm to

function

• Little discretion

in work

Primary detriment Performance Job Level Market Price

Effect on value

creation

Enhances Revenue

or Reduces Costs

Supports Value

Creation

Has Minimal

Economic Impact

Consequences of

mistakes

Very Costly Somewhat Costly

Can Destroy Value

Minimal

Consequence

Consequences of

the wrong person

Significant Expense Easily Remedied via

Replacement

Easily Remedied via

Replacement

Adapted from The Differentiated Workforce, Pg. 60

©2013 TalentGuard

Key (A) Position areas

are Identified

©2013 TalentGuard

Customer Value Proposition Strategic Capabilities Research &

Development

Product

Design

Customer-

facing Sales

Marketing Leadership

Strategic Positions

• Best product value

• Product variety

• Professional expertise

• Research and Development

• Wealth impact

• Competitive impact

• Performance

• Saving Lives

1. A

Chief

Scientist

1. B

Technical

Director

2. A

VP Products

2. B

Product

Designer

3. A

VP

Sales

3. B

Regional

Managers

4. A

VP

Marketing

4. B

Product

Pricing

Specialists

5. A

CEO

5. B

Clinical

Managers

1. 2. 3. 4. 5.

©2013 TalentGuard

With the Key Positions

identified…

©2013 TalentGuard

Mr.

to build critical career progression paths, enable employees to build career roadmaps and

enable managers to search and identify employees for key roles

Feeder Role Critical Role

Talent Pools Next Role

Senior Research Analyst, Technology

Manager, Researcher

(Have we identified employees

with career interest as

Research Scientist?)

Research Scientist

(Do we have anyone ready to

retire in these roles? Have we

identified successors?)

Chief Scientist, VP of Research

and Development

(Are we surfacing adequate

numbers of high

potentials?)

Director of Marketing, Director of

Products, Director of Development VP of Products

Senior VP Products, Business

Unit Manager, Divisional GM

Director of Sales, Director of

Business Development, Director of

Products, Director of Field Sales

VP Sales

Senior VP Sales, VP Products, VP

Business Development,

Business Unit Manager,

Divisional GM

©2013 TalentGuard

Strategy 2

Use assessment tools

to identify talent

pool candidates

Employee Development

©2013 TalentGuard

Mr.

HOW “DEEP” DO YOU WANT THE POOL?

Name Title Performance

Scores

Carrie H VP Sales 3.8

John A Director

Sales

3.8

©2013 TalentGuard

Mr.

Research Scientist

(talent pool)

Ready

Now?

Ready 12

Months?

Ready 18

Months?

Candidates Candidates Candidates

©2013 TalentGuard

TALENT GRID FOR SUCCESSION PLANNING

Potential Dimensions

5

Flashes of

Potential

2

Emerging

Leader

1

Future

Leader

8

Scope

Change

6

Transitional

3

High Impact

Contributor

9

Under

Performer

7

Effective

4

Specialist

PERFORMANCE P

OT

EN

TIA

L

•The Talent Grid is designed according to the competency model, which demonstrates

the specific skills needed to be mastered in each domain. ©2013 TalentGuard

TALENT DEVELOPMENT USING THE GRID

Performance Dimensions

5 High Potential but

Demonstrates Talent

2 Ready for

Advancement with

Development

1 Ready for

Advancements

Immediately

8 Potential to Improve

Performance

6 Potential to Take on

More Responsibility

3 High Performer

Transferable Skill

Sets

9 Performance

Issues

7 Highly Valued in

Specific Area

4 High Performer in

Key Area; Hard to

Replace

PERFORMANCE P

OT

EN

TIA

L

©2013 TalentGuard

TALENT GRID

Plotting Sales Employees

5-Flashes of Potential

2-Emerging Leaders 1-Future Leader

Employee 16

Eddie V.

John A.

Carrie H.

8

6-Transitional 3-High Impact Contributor

Jamie A. Troy A.

Frank G.

Tria B.

9

7-Effective

4 Amy F.

Allison T.

Jamie A.

HIGH PERFORMANCE

HIG

H P

OT

EN

TIA

L

OR

LOW PERFORMANCE

LO

W P

OT

EN

TIA

L

©2013 TalentGuard

©2013 TalentGuard

Strategy 2

Develop Formal IDPs

Employee Development

©2013 TalentGuard

• Stanford Article 1

• Internal Curriculum

• Strategy Book ISBN

• Sales Course 201

©2013 TalentGuard

• Stanford Article 1

• Internal Curriculum

• Strategy Book ISBN

• Sales Course 201

Allows for feedback, recognition and status updates

Improve my ability to ask better

needs assessment questions with

the Stanford Article 1.

Identify the top 10 questions

during needs analysis with Strategy

Book ISBN.

©2013 TalentGuard

©2013 TalentGuard

•

•

•

•

•

•

©2013 TalentGuard

©2013 TalentGuard

Employee Retention

Strategy 3

Communicate career path

options and successes

©2013 TalentGuard

• Created all of the Feeder Roles

and Progression Paths

©2013 TalentGuard

©2013 TalentGuard ©2013 TalentGuard

Employee Retention

Strategy 3

Provide career coaching to

foster development

©2013 TalentGuard

Rationale Steps for Success

• Builds coaching culture

• Demonstrates support for development

• Role Model Coaching Behavior

• Create a coaching governance policy

• Define the coaching methodology

• Define the coaching requirements

• Define the coach selection criteria

• Create coach matching system

• Determine measure and ROI criteria

External Coaching

©2013 TalentGuard

Rationale Steps for Success

• Build internal coaching competency

• Embedded in the culture

• Teach manager new skills

• More effective discussions

• Measurement ability

• Consistency of process

• Scalability and cost

• Commitment of CEO and Executive

Management

• Visible executive staff endorsement

• Develop or purchase coaching

curriculum

• Promote coaching definition in all

areas of company

• Visible and intensive training program

—ongoing

• Determine measures of success and

ROI criteria

Internal Coaching

See Webinar: 5 Reasons all Manager Should be Career

Coaches

©2013 TalentGuard

Employee Retention

Strategy 3

Implement Formal

Mentor Program

©2013 TalentGuard

©2013 TalentGuard

•

•

•

•

©2013 TalentGuard

©2013 TalentGuard

•

•

•

•

©2013 TalentGuard

©2013 TalentGuard

©2013 TalentGuard

How to Successfully Implement Succession Planning

6 Succession Strategies to Develop Managers with a

Global Mindset

How To Do Succession Planning in 7 Steps

Succession by TalentGuard Datasheet

Succession Planning by TalentGuard Product Demo

Succession Planning Consulting Services

©2013 TalentGuard

• Blog: blog.talentguard.com

• Twitter: @TalentGuard

• Facebook: Facebook.com/TalentGuard

• Linked-in Group: TalentGuard

• Request a Demo: http://www.talentguard.com/content/request-demo

©2013 TalentGuard