Robert Bosch
SUCCESSION PLANNING
Industry Challenges (cost and quality) Succession/recruitment Mentorship declines Millennial Implications Mid-advanced career developmental actions Linked Compensation Systems Diversity of all types
Challenges in Diversified Manufacturing Leadership
Diversified Manufacturing Optimization Through Leadership
& Organizational Excellence
Evidenced
Based
Leadership
Development
Improved
Leadership
Improved
Organizational
Performance
Improved
Financial
Performanc
e
The Intersection of Diversified Manufacturing Leadership
Achievement OrientationCommunity Orientation
Financial SkillsI nformation SeekingInnovative Thinking
Strategic Orientation
Analytical Thinking
AccountabilityImpact & Influence
Information Technology ManagementInitiative
Performance MeasurementProcess Mgmt & Org Design
Project Management
Communication Skills
Change LeadershipCollaboration
Organizational Awareness
Interpersonal UnderstandingProfessionalismSelf Confidence
Self DevelopmentTalent Development
Relationship BuildingHuman Resources Management
Team Leadership
Early Mid Advanced
Tran
sfor
mat
ion
Exec
utio
nPe
ople
Manufacturing Competency Based Modeling Process
Core Principles Underlying Succession Planning
• Leaders really do matter … in managing/driving accountability, results, culture.
• Performance is what counts … top performers over high potentials
the “what” & “how” both count.
• Today’s top performing leaders aren’t necessarily tomorrow’s …
even our best leaders can fall behind or derail.
• Talent is an enterprise resource … willingness to share talent makes
the system work.
• A broad set of experience & assignments is the best classroom …
yet a balanced approach is still necessary for development.
• It’s incumbent upon today’s “top-performers” to leave a legacy of future talent …
current leaders must teach, mentor, & role model others on what
it takes to succeed.
• Invest in the best … focus the rest.
FOUR LEVERS FOR LEARNING
On-The-JobExperiences
Mentoring or Coaching
Training or ContinuingEducation
Motivated Self-Development
55-65%25-30%
5-10%
5-10%
“There are two kinds of people in organizations: Those with 20
years experience and those with one year’s experience
repeated 20 times.”
—Gene Dalton, BYU
Leadership Development =
V+C+L
Variety of Experiences +
Challenging Assignments +
Ability & Willingness to Learn
—Center for Creative Leadership
Assessment of
Key Positions
Identification of
Key Talent
Assessment of
Key Talent
Generation of
Development Plans
Development
Monitoring & Review
Key
Elements
Succession Planning: Key Elements
1. Assessment of Key Positions:
• What are the competencies and experiences needed
to qualify for each key position?
2. Identification of Key Talent:
• Typically people at the top two levels of the organization
and high potential employees one level below.
• Identified by their management’s assessment of their
performance and potential for advancement.
3. Assessment of Key Talent:
• For each person on the radar screen, primary development
needs are identified focusing on what they need in order
to be ready for the next level.
Succession Planning: Key Elements
4. Generation of Development Plans:
• A development plan is prepared for how we will help the
person develop over the next year.
5. Development Monitoring & Review
• An annual or semi-annual succession planning review is
held to review progress of key talent and to refresh or
revise their development plan.
Succession Planning: Key Elements
Leadership Continuity To identify key contributors that have the leadership potential to fulfill the organization’s vision, goals, and business strategy.
To accelerate their development.
To maximize the organization’s bench strength: have the
right person for the right job at the right time.
To nurture your future leaders
General Objectives
Succession Planning is Not an event, but rather a PROCESS, Not an Event.
Lead through selection.
Lead through development.
Lead through Retention.
Leading Through Succession
Four Effective Predictors of Leadership Potential
1. Actual performance.
2. Feedback on Candidates effectiveness.
3. Absence of derailment factors in the Candidate’s profile.
4. Candidate’s cognitive ability and personality characteristics.
Selection Process
Motivating others to pursue a collective goal.
It is influence & persuasion, not domination.
Creating cohesive and mission-oriented teams.
Directly related to team performance.
Leadership
Actual Performance
Evaluate actual performance of candidate’s team or organizational unit.
Evaluate real-time performance data: Sales Expense control Profit Productivity
Effective Predictor 1
Derailment Factors Look for these tendencies which are proven correlates
of managerial careers that flounder, stall, or derail.
Overly controlling Exploitative Micro-manage Resist using appropriate consequences Arrogance Overly Political Egotistical Irritable Passive-aggressive Vindictive Abrasive Insensitive Aloof
Effective Predictor 3
Psychological Characteristics Intelligence & intellect. Innovative, broad-minded, curious, willing to take
risks, and possessing raw intellectual horsepower.
Conscientiousness: Prudent, will to achieve, responsible, solid integrity, strong work ethic, planful and organized.
Sense of Urgency: Assertiveness and Ego Drive: being extraverted, high-energy, fluent speaker, desire to advance, eager decision maker, and persuasive.
Emotional Stability: This involves Ego Strength: being self-confident, self-accepting, balanced, stress resistant, tolerant of uncertainty, graceful under pressure, flexible, and effective at handling conflict and negative feedback.
Agreeableness: Being empathic: understanding, cooperative, friendly, effective communicator, trusting, and good natured.
Effective Predictor 4
The Data Platform
1. Build a position profile: Identify the Critical Success Factors for the position.
2. Assess candidates for leadership skills and styles, strengths, gaps, and potential.
3. Design a developmental action plan for each candidate and incorporate it into their performance management process.
Development Process
Review current job description and identify any needed revisions.
Interview current job holder to assess for Critical Success Factors.
Gather input from key internal & external customers.
Build an Ideal Profile.
The Position Profile
Assess by design, not by chemistry
Interview for motivational determinants.
Collect 360 data for leadership skills and leadership styles.
Test for intelligence and emotional factors: Caliper Profile 16PF DiSC
Conduct a “gap analysis” Where you are vs. where you need to be.
Assess Candidates
Debrief candidate and manager on overall assessment findings.
Discuss the gap analysis comparing findings with CSFs for the job.
Have candidate design a Blueprint for Action for their development plan.
Reach consensus on the candidates plan and ensure it is fully linked to the company’s going-forward strategy.
Design Action Plan
POSITION INCUMBENT NOW 1-2 YEARS 3-5 YEARS
EVP Operations John Doe Linda Evans Kevin O’Conner Conrad Reagan
SUCCESSION PLAN
NAMETITLE
LOCATIONSALARY CODES
HIGHEST ATTAINABLE
POSITIONAVAILABILITY ISSUES
Linda Evans $00,000 FWX VP Operations Ready in 1-2 yearsX-Functional assignment to Operations
Successful mentorship roleCommunity service involvement
Kevin O’Conner $00,000 XF CFO Ready in 3- 5 years
X-Functional assignment to Finance
Conrad Reagan
$00,000 X VP Business Development
Ready in 5+yearsContinue education.
W = Female F = Cross Functional Potential P = Female/Minority M = Minority X = Cross Divisional Potential
HIGH POTENTIAL & PROMOTABLE SUMMARY
C
ODES
ExceedsStandards
Linda
POTENTIAL
High Potential
AtStandard
Kevin
Promotable
Conrad Experienced Professional
Below Standard
Manage Out
Too New
Below Standard
AtStandard
ExceedsStandard
LEADERSHIP ASSESSMENT SUMMARY
DIRECT REPORTS
BEHAVIORS
R
E
S
U
L
T
S
High Potential: An individual who has demonstrated the capability to make two vertical moves within the organization within a 3-5 year time frame.Promotable: An individual who is capable of making one vertical career move within a five-year time frame. The end result would be a position with more scope and complexity and greater responsibility for dollars, people, capital resources, decisions, etc. This person occasionally exceeds and never misses high expectations. Experienced Professional: A strong individual contributor or manager that is highly competent, respected and continues to meet raised expectations. Manage Out: This individual needs to be removed from the position and /or the organization. An upgrade in talent should be moved in from the succession plan or from outside the company. This person is either not meeting or will not in the future meet raised expectations. Too New: This person has typically been with the organization or in a new role for fewer than six months.
Define The Candidates
“You won’t remember, when you retire, what you did in the first quarter of 2012, or the third. What you will remember is how many people you developed. How many people you helped to have a better career because of your interest and your dedication to their development.”
A Final Word