Succession planning 1-1-1 succession development

Engage Employees with Career Planning and Succession Development $295 Info-Tech Research Group

Executive Summary ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Info-Tech Research Group

Baby Boomer retirement, low enrollment in IT programs and recent layoffs increase risks to IT recruitment and retention. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],0 Info-Tech Research Group Losing an employee is expensive. There’s a three-to six-month – sometimes a year – ramp-up time for the replacement. – IT Consultant “ ”

0 Info-Tech Research Group Availability of Business Skills 32% Business Management Support 34% Economic Conditions 44% Employee Turnover 53% Availability of Recent Graduates from IT Programs 57% Availability of recent IT grads is the biggest current obstacle to building a stable and reliable IT workforce. Getting business management support to develop a team is surprisingly easier than attracting the fresh talent needed to build it. Succession development aids in keeping that hard-won talent instead of going through a difficult and costly external recruitment process. Great Obstacle N=120, Source: Info-Tech Research Group

Replacing an employee costs 50% to 200% of that person’s annual salary. Succession development can cut this to 5-10%. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Info-Tech Research Group Succession planning is a critical aspect of our business. It ensures that we always have the skill set and capacity to perform the functions we need to move forward. – VP of HR, Telecommunications Definition: Succession Development The structured and coordinated practice of identifying and preparing pools of internal talent to fill key positions, with the goal of meeting business objectives. “ “

Talent management software is powerful, but not the most effective tool for many enterprises. Info-Tech Research Group ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Learn about the top three mistakes that IT leaders make and how to fix them, in the video, “Succession Development: Get it Right.”

Start with Info-Tech’s “Succession Development Planning Tool” to assess areas for both immediate and long-term action. ,[object Object],[object Object],[object Object],[object Object],[object Object],Info-Tech Research Group Formalizing succession efforts creates a safeguard for those under development in the event that the person overseeing their development leaves. A systematic and well-documented developmental track is more likely to be preserved regardless of who is running the show. Info-Tech Insight:

Use a Performance vs. Potential Matrix to quickly plot and visualize an individual’s potential for promotion. Info-Tech Research Group Shaky Solid Strong Shaky Star Poor Strong Solid Solid Performance Potential Low High High ,[object Object],[object Object],[object Object],[object Object],If an individual is not on a development track due to performance issues, then don’t waste anyone’s time. Seriously consider termination. . Info-Tech Insight:

Collaborate with each candidate to figure out how to get from A to B, then map a tailored career development plan to get there. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Info-Tech Research Group Succession planning drives the actions in employees’ career development plans. – CIO, Manufacturing “ “ ,[object Object],[object Object],[object Object],[object Object]

Development does not stop once the promotion happens. Provide end-to-end transition support and fix performance problems. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Info-Tech Research Group Too often I’ve seen individuals move in or out, and it’s a cold hand-off. They don’t have an understanding of the team environment, expectations or politics. – CIO, Telecommunications “ “ ,[object Object],[object Object],[object Object],[object Object],[object Object]

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Succession planning 1-1-1 succession development

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Succession planning 1-1-1 succession development