This document discusses best practices for succession planning. It emphasizes the importance of aligning succession planning with organizational strategy and goals. It also stresses analyzing current and future capabilities, identifying competency gaps, and developing plans to close those gaps through continuous learning. The document recommends succession planning be a relevant process that is perceived as such by participants, and that it drives a culture of lifelong learning.

1. Continuous
Learning and the
Succession
Planning Process

2. Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl
Jessica Batz
Marketing Specialist
jbatz@bizlibrary.com
@jessbatz
@BizLibrary
BIZLIBRARY.COM

3. 4,000+ Courses. 25 Topic Areas. Unlimited Access.

4. POLL QUESTION
What is your most
pressing concern
about your next
generation of
leaders?
A.
We haven’t
identified high
potentials
B.
Skill gaps
C.
No development
plan in place
D.
No resources to
develop leaders
E.
Something else

5. 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. If a firm plans to
double in size in five years,
they will need more
talented managers.
Robert M. Fulmer

6. What you’ll
learn:
Business case for a
succession planning process
in your organization
Overcoming some common
obstacles to successful
implementation and
delivery
Best practices for succession
planning in today’s
economic market

7. Critical Trends
•
Demographics
•
Economics &
organizational
•
Emerging
competencies
•
Reduced employee
loyalty

8. Overcoming Resistance
•
Replacement and
job at risk
•
Open dialogue
about weaknesses
and skill gaps

9. Overcoming Resistance
Self- interest
What’s in it for me?
CEO BUY-IN
WIIFM
Keep the process
transparent

10. Aligned with organization’s
strategic objectives.
Best Practices:
Succession
Planning and
the Bottom Line
Analysis of current and future
capabilities required.
Focused on competencies,
skills and values.
Perceived as relevant and
real by participants.
Drives a culture of continuous
learning and development.

11. Strategic Goal Alignment
Requires executive
INVOLVEMENT!
• Current Goals
• Future Goals
• Understanding of
current and future
trends for
organization and
industry
•

12. Understanding Capabilities
•
CURRENT and
FUTURE needs to
support the
organization
•
Strategic goals and
growth
Two perspectives:
– Organizational
– Key Individuals
•

13. Understanding Capabilities
•
Where are we now?
•
Where do we want
to be?
•
Difference =
Development Plan

14. Deciding Whom to Groom

15. Readiness
SELF- SELECTION
ASSESSMENTS
• Values-driven
behavior
• Competencies
• Career readiness
OBSERVATION

16. Competencies and Skills
•
Targeted
•
Specific skill or
performance gaps
•
Based on future
needs
•
MUST be dynamic
•
Simple

17. Closing the Gaps
•
3-4 Key
competencies
•
Identify APPLIED
competencies
•
Benchmark top
performers
•
What does success
look like?
•
What do they do?

18. Leadership Competencies
•
•
•
•
•
Vision
Interpersonal skills
Ability to develop others
Intelligence
Character
Organizational
governance
ETHICS
•
•
•
•
•
Collaboration skills
People development
Digital literacy
Global citizenship
Anticipate the future

19. Relevancy and Support
Clearly define standards,
requirements and competencies.
Link them to organization’s mission,
vision and strategy.
Communicate the link clearly to
participants.
Link the program to business results.

20. Continuous Learning
1.
Holistic thinking
2.
Integrated learning
3.
Capacity for
change and
improvement
4.
Focus on
collaboration
5.
Personal
commitment

21. Leaders at All Levels
Executive Development
SENIOR DIRECTORS AND
VICE PRESIDENTS
Advanced Leadership
MID AND SENIOR LEVEL MANAGERS
Managing
NEW MANAGERS AND NEWLY
PROMOTED
Supervisory and Team Lead
HIGH POTENTIAL EMPLOYEES

22. Succession Planning Phases
Consideration
Adoption
Exploration
Transition

23. Succession Planning
Phases
Pre-Promotion
Post-Promotion
Consideration
Exploration
Transition
Adoption
Focus
Selection
Roles and
Responsibilities
Processes and
Procedures
Professional
Identity
Information
Time Frame
1+ Year
1 Year or Less
1st 100 Days
6-18 months
Activities
•
•
•
•
Seminars
Informational
interviews
Job shadowing
Focus groups
•
•
•
•
Training
(Formal &
Informal)
Acting
Manager
Job
Rotation
Project
Manager
•
•
•
Training
(Formal &
Informal)
Mentoring
Networking
•
•
•
•
Training
(Formal &
Informal)
Mentoring
Feedback
Peer
Evaluation
A Succession Plan for First Time Managers, Maria Plakhotnik and
Tonette S. Rocco, T&D Magazine, December 2011

24. Some recommended resources…
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26. Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl
Jessica Batz
Marketing Specialist
jbatz@bizlibrary.com
@jessbatz
@BizLibrary
BIZLIBRARY.COM