Talent Review

and

Succession Planning

Faye Moseley

Access Services

Vice President, Human Resources

February 2, 2016

2016 TRANSIT CEOs SEMINAR

Do You Know Who “Your” Jimmy

Fallon Is?

Questions to Consider

1. What % of your employees will

retire in the next 3-5 years? 5-

10 years?

2. What % of your employees are

seeking other employment?

Talent Review Process

So…..what are YOU

planning to do about it?

One Approach

Requires a Thought Shift

The Old Way

HR is responsible for people management

We provide good pay and benefits

Recruiting is like purchasing

Development happens in training programs

We treat everyone the same

The New Way

ALL managers are accountable for strengthening their talent pools

We shape our workplace, jobs and strategy to appeal to talented people

Recruiting is like marketing

We fuel development through stretch jobs, mentoring and coaching

We affirm our people, but invest differently in A, B, and C players

Building A Sustainable Workforce

Tailor Effective Strategies into Workforce Practices

Use Metrics to Evaluate the Impact of Workforce Practices

Improve Image Management to Become an Employer of Choice

Engage in Continuous Improvement via Benchmarking

Talent Review Process

An interactive dialogue and discussion to support the performance and potential of talent in the organization

A process to look at key talent, open positions, promotions and leadership development

Discussion to support shared ownership of the talent pool and development opportunities

Identify

Understand

Retain

Talent Review Process

Robust Talent Review (“War for Talent”):

Full day on-site for each division

Discuss quality of incumbents

Review individuals and the talent strength of each unit, and

discuss other issues such as retention or recruiting

Rigorous, candid and open debate

Drive to a distribution of ratings

Specific action plans (IDPs) written and followed up for each unit

As important and intense as the budget process, with real

accountability and a performance focus

Talent Review Questions?

How far down in the organization? What groups?

High potentials or everyone?

Replacement or pool – or both?

Assess on performance and potential

Other assessments required?

Who will assess? Do they have the skills to assess?

Talent Pool vs. Replacement

Identifying “bench weakness” (e.g. managers, technicians)

Assess individuals

Develop as pool – stretch assignments, leadership

development

Track progress

Multi-Level Ownership

CEO

Reviews plan to monitor corporate future

President/Sr. VP

Review functional plans & Develops Company level planFunctional Area/Company Managers

Identifies high potentials across area

Drafts succession planManager

Discussion with employee & functional manager re. development/succession

Employee

Create Development Plans & Performs Leadership Assessment

Board Role

Ensure you have a Succession Policy in place

Access leadership needs of the agency (President/ED/GM)

The individual should represents the community

Espouse to the mission, visions and values of organization

Have the skills required to move the agency forward

Appoint Interim Leadership if needed

Work with Transition Committee (if applicable)

Generally comprised of 1 Executive Team and 2 Board Members

Communicate with key stakeholders re: actions to name successor

Review business plan and conduct a SWOT analysis

CEO/ED/Senior Management Role

Responsible for succession process

Approve high potentials, individual development, leadership development

Determine success measures, next steps and time frames

Determine management accountability

Follow-up on actions

Succession Plan Check In

Who has:

No succession planning in place?

Succession planning in place, but not sure it is, or will be,

successful?

A successful succession planning initiative?

Succession Planning

A strategic approach to ensure that necessary talent and skills will

be available when needed, and that essential knowledge

and abilities will be maintained when employees in critical

positions leave.

A key initiative for addressing a number of critical human resource

issues (i.e. an aging workforce , increasing turnover rates ,

fast-paced changes in work, and the need for a diverse

workforce at all levels).

These tools will help to establish an integrated approach to

succession planning, capacity building and service

delivery.

Benefits of Succession Planning

Aligning strategic goals and human resources to enable the “right

people in the right place at the right time” to achieve desired

business results

The development of qualified pools of candidates ready to fill critical or

key positions

Providing stability in leadership and other critical positions to sustain a

high-performing workforce and ensure the uninterrupted

delivery of services and programs

Benefits of Succession Planning

Identifying workforce renewal needs as a means of targeting

necessary employee training and development

Helping individuals realize their career plans and aspirations within the

organization

Improving employees’ ability to respond to changing environmental

demands, and

The opportunity for timely corporate knowledge transfer

Succession Planning Roadblocks

• Managers lacking time and

effort

• Differences in operating

procedures among business

divisions

• Managers hoarding star

employees

Assessing Succession Candidates

• Thinks from Outside In

• Drives Innovation and Growth

• Develops, Teaches and Engages Others

• Makes Courageous Decisions

• Leads with Energy, Passion and Urgency

• Lives your agency Values

Assessing Succession Candidates

Human Capital Planning

• Align Knowledge, Skills, and Abilities with Strategy

• Identify Talent Earlier and Deeper

• Leverage Talent

• Drive Diversity

• Balance Internal Development and Outside Hiring

Innovation

• Allows Ideas to Bubble-Up

• Allows People to Be Themselves

• Innovative Employees are Often Strong Leaders

Most Important Asset

• Find the Right People

• Set them in the Right Direction

• Lead them to Success

Step 1 – Identify Critical Positions

Critical positions are the focus of succession planning efforts.

Without these roles, the department or agency would be unable to

effectively meet its business objectives.

Workforce projection data or demographic analysis is essential in

identifying risk areas.

A risk assessment may also be conducted and compared to

current and future vacancies to identify critical positions

within your organization.

Step 2 – Identify Competencies

A clear understanding of capabilities needed for successful

performance in key areas and critical positions is essential

for guiding learning and development plans, setting clear

performance expectations, and for assessing performance.

By completing the process of competency or position profiling

within your organization, current and future employees gain

an understanding of the key responsibilities of the position

including the qualifications and behavorial and technical

competencies required to perform them successfully.

Step 3 – Identify Mgmt. Strategies

Now that critical positions have been identified and have been

profiled for competencies, the next step is to choose from a

menu of several human resource strategies, including

developing internal talent pools, onboarding and

recruitment to address succession planning.

Step 4 – Document & Implement

Once strategies have been identified, the next step is to document

the strategies in an action plan.

The Succession Planning: Action Plan (i.e. Individual Development

Plan – IDP) provides a mechanism for clearly defining

timelines and roles and responsibilities.

Step 5 – Evaluate Effectiveness

To ensure that the department or agency’s succession planning

efforts are successful, it is important to systematically

monitor workforce data, evaluate activities and make

necessary adjustments.

Succession Measures

By ___ 90% of development actions complete

Increase movement of high potentials to other areas of workplace

Increase employee engagement/satisfaction

By year 20xx, increase high potential leaders by x%

Over x years, increase high potential retention by x%

External measures - attract high potentials

Small Agency Discussion

• How can small agencies encourage leadership?

• How can a small agency develop an effective “action

learning” project?

• How can an agency with limited resources hire the best

employees?

• Have you ever been involved in an “action learning”

project? Please describe the positives and negatives of

your experience.

Mid-Sized Agency Discussion

• What are some ways to identify strong new hires?

• Have you ever been in an organization that truly

recognized employees as its most valuable assets?

• How can you keep employees reaching for the next level?

• What types of projects can test an employee’s leadership

skills?

Large Agency Discussion

• What do your agency’s Leadership Attributes describe?

• How can a set of common leadership attributes help your

agency focus on long-term strategy?

• Why not consider every management position when

planning for succession?

• Which roles would you consider critical to the success of

your strategy and how can you identify these roles?

• What should an agency do if it does not have a focused

strategy?

Five Important Lessons

Begin with commitment from the top

Identify and communicate a common set of leadership

attributes

Use candid, comprehensive performance reviews

Keep to a regular schedule for performance reviews and

identification of talent pools

Link all decisions about talent to the long-term strategy of

the organization

Find your Jimmy Fallon