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| Date post: | 14-Aug-2015 |
| Category: |
Business |
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?What is your most pressing
concern about your next
generation of leaders?
When well managed, succession planning is a cost-
effective, motivational process that helps organizations
ensure they have the right leaders in the right place at
the right time.
A practical model you can use for selecting participants
for a succession planning or HIPO development program.
How to determine key competencies and development
plans for your high potential employees.
What we hope you’ll take-away
What Keeps HR Leaders Up at Night?
It’s not just succession to the top – it’s
getting the right person in place for every
job. Some of tomorrow’s key jobs may not
even exist now.
SOURCE: Robert M. Fulmer, Growing Your
Company’s Leaders
Critical Trends
• Broad market forces and trends
• Emerging competencies
• Future job needs – likely unknown
today
• Reduced employee loyalty
Succession Planning and
The Bottom Line
Aligned with
organization’s
strategic objectives.
Analysis of
current and future
capabilities.
Focused on
potential and
values.
Perceived as
relevant and real by
participants.
Drives a culture of
continuous
learning and
development
O
S
T
STRENGTHS
Will our strengths prepare us for future
success?
WEAKNESSES
What steps must we take to improve or
minimize risk?
OPPORTUNITIES
What are our greatest opportunities for
growth?
THREATS
Where are we vulnerable?
W
Continuous
adjustments based on
organizational goals
Requires executive
involvement and
support
Alignment
• What are our greatest
opportunities for growth?
• Are our strengths aligned to
take advantage of them?
• Do our weaknesses stand in the
way?
• Where are we vulnerable?
• Are our biggest threats external or
internal?
• Market-driven or competition?
• Lack of talent or not the right talent?
OPPORTUNITIES THREATS
Deciding Whom to
Groom…
Self selection,
assessments,
observation
Evaluating readiness
Capabilities
LOW SELF AND HIGH
OTHERS• Under utilized skills
• Motivation to excel may be issue
- career goals may not be
aligned with area
HIGH SELF AND HIGH
OTHERS• Areas of true strength
• Focus for development
• Opportunity for major gains in
productivity and career growth
HIGH SELF AND LOW
OTHERS• Blind Spots
• Substantial need for coaching
• Opportunities for significant
career conflict and disaster
LOW SELF AND LOW
OTHERS• Areas to avoid and move away
from to the extent possible
• Coach techniques to minimize
potential career harm
Performance Ratings on Self and Others
5
4
3
1
2
High
Low
OTHERS
541 2 3
HighSELFLow
Potential
Understanding of current
and future trends for
organization.
Curiosity, insight,
engagement, determination
Low Performance and
High Potential
High Performance
and
High Potential
High Performance
and
Low Potential
Low Performance and
Low Potential
Performance to Potential
5
4
3
1
2
High
Low
POTENTIAL
541 2 3
HighPERFORMANCELow
Relevancy
Communicate the why, how
and when.
Clearly define standards,
requirements and
competencies
Managers need to stretch, challenge, and coach their high-potential
employees…
Without multi-dimensional dialogue about these issues, managers tend to
hold on to their high-potential people instead of helping them along an
intentional developmental pathway.
High-potentials then may interpret this as a lack of company support and will
be inclined to look elsewhere.
SOURCE: Ron Ashkenas, The Paradox of High Potentials , Harvard Business Review
Learning How to
Learn
• Developing relationships
• Formal training
• Receiving feedback
• Self-awareness
• On-the-job experiences
Developing Leaders at All
Levels
Supervisory And Team LeadHigh Potential Employees
ManagingNew Managers and Newly Promoted
Advanced LeadershipMid and Senior Level Managers
Executive DevelopmentSenior Directors and Vice Presidents
EXPLORATION
CONSIDERATION
TRANSITION
ADOPTION
Succession Planning Phases
Succession Planning for New Managers
CONSIDERATION EXPLORATION TRANSITION ADOPTION
• Seminars
• Informational
interviews
• Job shadowing
• Focus groups
Selection
• Formal and informal
training
• Acting manager
• Job rotation
• Project manager
• Formal and informal
training
• Mentoring
• Networking
• Formal and informal
training
• Mentoring
• Feedback
• Peer evaluation
Roles and
Responsibilities
Processes and
Procedures
Professional Identity
Information
PRE-PROMOTION POST-PROMOTION
SOURCE: A Succession Plan for First Time Managers, Maria Plakhotnik and Tonette S. Rocco,
T&D Magazine, December 2011
What are my development
objectives?
What activities do I
need to undertake to
achieve my objectives?
What support/resources
do I need to achieve my
objectives
What are the
measures of
success?
Target date
for achieving
my objectives
Create an Individual Development Plan
Key
Take-Aways
When well managed, succession
planning is a cost-effective,
motivational process that helps
organizations ensure they have the
right leaders in the right place at the
right time.
A practical model you can use for
selecting participants for a succession
planning or HIPO development
program.
A method for determining key
competencies and development plans
for your high potential employees.
www.bizlibrary.com
Getting Started with Succession Planning
NEW 4 Part Video Series
• Succession Planning: People
Back-Up
• Succession Planning: 8 Critical
Steps
• Succession Planning: The
Transition Process
• Succession Planning: The Private
Business
Create a Mentoring Program
5 Part Video Series
• What is Mentoring
• Why a Mentoring Program
• Creating a Mentoring Program
• Mentoring Meeting Guidelines
• Making a Mentoring Agreement
No Risk – Experiential Learning
Course: Problem Solving:
Process, Tools, and Techniques
Improve employee performance with the largest
and fastest-growing library of training videos.
FREE 30-DAY TRIAL!no risk and
no obligation
Access the Completion Certificate
Jessica Petry
Sr. Marketing Specialist
@JessLPetry
@BizLibrary
Chris Osborn
Vice President of Marketing
@chrisosbornstl
