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Planning for success by Toronto Training and HR June 2013
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Planning for success
by Toronto Training and HR
June 2013
Page 2
CONTENTS3-4 Introduction to Toronto Training and HR Inc.5-6 Definitions7-9 Workforce planning 10-11 Key themes in succession planning
12-14 Steps to adopt15-16 What stage is your organization at?
17-19 Performance and potential20-21 Four critical dialogues22-25 Strategies for succession planning26-27 Drill28-29 Best practice in succession planning30-32 Succession planning in the water industry33-34 The nine-box grid35-38 Common mistakes39-40 Seven sins of succession planning41-45 Criticisms of succession planning46-47 Technology48 Case studies49-50 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers
Page 5
DefinitionsIdentify
leadership characteristic
s
Assess bench strengt
h
Identify talent
Develop talent
Evaluate succession planning
Pre-plan
Communicate plan
Page 6
Definitions• Succession planning• Replacement planning• Workforce planning• Strategic planning
• Links between succession planning and talent management
• The succession planning model
Identify leadership
characteristics
Assess bench strengt
h
Identify
talentDevelo
p talent
Evaluate successio
n planning
Pre-plan
Communicate plan
Page 7
Workforce planning
Workforce planning 1 of 2• Why is it necessary?• How does it address
recruiting needs?
Page 8
Workforce planning 2 of 2THE FIVE STEP MODEL• Set the strategic direction• Analyze the workforce• Develop the action plan• Implement the action plan• Monitor, evaluate and
revise
Page 9
Page 10
Key themes in succession planning
Key themes in succession planning
• Open or closed process?• Job modelling• Broad or narrow audience?• Making room for
succession• An annual or a continuous
activity?• Integrating succession
planning and development• Diversity• Burnout• Who owns the talent?
Page 11
Page 12
Steps to adopt
Steps to adopt 1 of 2• Establish strategic
alignment• Identify succession targets
and analyze the talent pool• Develop the succession
management plan• Implement the succession
management plan• Evaluate succession
strategies
Page 13
Steps to adopt 2 of 2RECIPE FOR SUCCESS• Ongoing senior leader
commitment• Ongoing employee
commitment to development
• Ongoing alignment of program goals to strategic plan
• Ongoing communication and change management
Page 14
Page 15
What stage is your organization at?
What stage is your organization at?
• Crisis mode• Replacement planning• Succession planning• Talent management
Page 16
Page 17
Performance and potential
Performance and potential 1 of 2
• Performance dimensions• Standards for judging
performance • Types of potential and
standards for judging potential
• “High” professionals
Page 18
U N O F F I C I A L DEPTH CHARTAs of July 1 2013
Chief Executive Officer
President
Chief Financial Officer
Chief Operations Officer
Chief Human Resource Officer
Chief Information Officer
Chief R & D Officer
Vice President of . . .
Vice President of . . .
Manager of . . .
Manager of . . .
Supervisor of . . .
Key Technical Contributor
First Team Back - Up Back - Up
Anywhere Company
Page 20
Four critical dialogues
Four critical dialogues• The internal dialogue• The employee’s dialogue
with their stakeholders• Dialogue between the
organization and employees generally
• Dialogue between employees’ social networks and those of the organization
Page 21
Page 22
Strategies for succession planning
Strategies for succession planning
1 of 3• Identify leadership skill
sets required for the future-not the past or present
• Cultivate leaders from far-flung corners of the organization
• Seek significant diversity when comprising a leadership team
• Develop comprehensive learning systems
• Create “stretch” work experiencesPage 23
Strategies for succession planning
2 of 3LEADERSHIP• Extensive use of recruitment
and retention flexibilities for non-supervisory, mission-critical occupations in order to identify/hire/retain high-potential candidates who are in the talent pipeline for leadership positions
Page 24
Strategies for succession planning
3 of 3LEADERSHIP(CONTINUED)• Use of a full range of
structured Leadership Development Programs to ensure that current and future leaders have the necessary skills to manage the workforce effectively, exercise leadership continuity, and sustain a learning environment that drives continuous performance improvementPage 25
Page 26
Drill
Drill
Page 27
Page 28
Best practice in succession planning
Best practice in succession planning
• Deploy a succession management process
• Identify future leaders and successors
• Develop future leaders and typical activities
• Measure results• Keep it simple• Align succession with the
organization’s overall strategy
• Support the processPage 29
Page 30
Succession planning in the water industry
Succession planning in the water industry 1 of 2
• Problem• Purpose• Barriers to meeting needs• Issues• Education and succession
planning• Certification• Training• Leadership• Compensation
Page 31
Succession planning in the water industry 2 of 2
• Outreach• Recruitment and retention• Recommendations
Page 32
Page 33
The nine-box grid
The nine-box grid
Page 34
Page 35
Common mistakes
Common mistakes 1 of 3• Only allowing planners to
select successors from the chain of command under a position
• Heralding super-flat organizations as a nirvana of efficiency
Page 36
Common mistakes 2 of 3• Allowing performance
review scores to be weighted as high as 80% of criteria for placement as successor
• Only doing succession planning for the top three layers of an organization
• Producing future workforce strategies without reviewing the data of historic workforce trends and external market conditions
Page 37
Common mistakes 3 of 3• Avoiding line managers
and business unit leaders when it comes to making employee policies, because they “don’t understand HR”
• Accepting that hard-to-use software is better because it’s more complex and will do more for you…or that cheaper software is merely simpler and will give you a faster, yet lesser return
Page 38
Page 39
Seven sins of succession planning
Seven sins of succession planning
• I’ll be here forever• What mattered then…• Assume the plan is the
plan• Assume you need the
whole plan figured out• Believing everyone wants
to rise through the ranks• Developing only your high
potential people• Thinking you need a formal
positionPage 40
Page 41
Criticisms of succession planning
Criticisms of succession planning 1 of 4• Overly reliant on line
manager’s perceptions of their direct report’s performance
• Embedded in inflexible competency frameworks
• Expect the individual to adapt to the job description
• Assume the job is relatively stable but jobs evolve rapidly
• Inadequate definitions of talent
• Do not take enough account of gender differences
Page 42
Criticisms of succession planning
2 of 4• Ignore work-life balance as a factor in people’s decision to go for more senior positions
• Fail to ensure employees gain experience of both functional specialists and generalist roles at an early stage
• Assume employees will stay for the long-term despite evidence to the contrary
• Impose a uniform talent development processPage 43
Criticisms of succession planning
3 of 4• Place people in boxes• Focus succession on specific
roles with a small number of candidates rather than developing large clusters of jobs which may be filled from a larger pool
• Do not take sufficient notice of the difference in attitudes between different generations
Page 44
Criticisms of succession planning
4 of 4• Fail to appreciate how people make the transition from one level of the organization to another
• Takes inadequate account of how “adult” people are
• Fail to take a sufficiently systemic perspective
Page 45
Page 46
Technology
Technology
Page 47
Page 48
Case studies
Page 49
Conclusion and questions
Page 50
Conclusion and questions
SummaryVideosQuestions
