There are two separate and distinct aspects to effective succession planning initiatives. The organizational or strategic perspective usually dominates the conversation, and that’s okay. It’s at these levels organizations make investments, drive the type of senior leadership involvement and generate alignment with organizational objectives that are the hallmarks of great programs. In the final analysis, however, succession planning success hinges on whether or not organizations effectively develop and nurture their next generation of leaders. We typically see this aspect of success planning referred to as “high potential” development and it’s frequently just shortened to the term “HIPO.” In this webinar, we will discuss emerging thought leadership on both subjects and provide some practical suggestions for development of your own high potential employees.

2. Presenting Today
Jeremy Lieb
Director of Recruiting
BizLibrary
jlieb@bizlibrary.com
Follow along on Twitter: #BizWebinar @BizLibrary
Erin Boettge
Content Marketing Manager,
BizLibrary
eboettge@bizlibrary.com

3. BizLibrary helps organizations succeed by improving the way
employees learn.
www.bizlibrary.com/free-trial

4. ?
What is your most pressing
concern about your next
generation of leaders?

5. 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

6. What Keeps HR Leaders Up at Night?

7. 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

9. Critical Trends
• Broad market forces and trends
• Emerging competencies
• Future job needs – likely unknown
today
• Reduced employee loyalty

10. 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

11. 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

12. Continuous
adjustments based on
organizational goals
Requires executive
involvement and
support
Alignment

13. • 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

14. Deciding Whom to
Groom…

15. Self selection,
assessments,
observation
Evaluating readiness
Capabilities

16. 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

17. Potential
Understanding of current
and future trends for
organization.
Curiosity, insight,
engagement, determination

18. 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

19. Relevancy
Communicate the why, how
and when.
Clearly define standards,
requirements and
competencies

20. 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

21. Learning How to
Learn
• Developing relationships
• Formal training
• Receiving feedback
• Self-awareness
• On-the-job experiences

22. Developing Leaders at All
Levels
Supervisory And Team Lead
High Potential Employees
Managing
New Managers and Newly Promoted
Advanced Leadership
Mid and Senior Level Managers
Executive Development
Senior Directors and Vice Presidents

23. EXPLORATION
CONSIDERATION
TRANSITION
ADOPTION
Succession Planning Phases

24. 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

25. 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

26. 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.

27. Getting Started with Succession Planning
4 Part Video Series
• Succession Planning: People
Back-Up
• Succession Planning: 8 Critical
Steps
• Succession Planning: The
Transition Process
• Succession Planning: The Private
Business

28. 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

29. Try out these video lessons
and more!
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BizLibrary’s online course collection.
www.bizlibrary.com/free-trial

30. Join us for future webinars!
www.bizlibrary.com/resources
For Upcoming and On-Demand Webinars
Steps to Success: Improving the
Overall Effectiveness of Your
Employee Engagement Program
Live Event: Wednesday, September 7th
1:00PM Central/2:00PM Eastern
Push or Pull: Making Training Work
for Your Organization
Live Event: Thursday, August 18th
1:00PM Central/2:00PM Eastern
The Power of Stay Interviews for
Employee Engagement and
Retention
Live Event: Wednesday, September 13th
1:00PM Central/2:00PM Eastern

31. Stay in Touch
Thanks for attending, feel free to reach out and connect!
Erin Boettge
Content Marketing Manager
BizLibrary
eboettge@bizlibrary.com
Jeremy Lieb
Director of Recruiting
BizLibrary
jlieb@bizlibrary.com