3. What is Succession Planning?
• Position Prospective
(Availability, Readiness, Bench Strength, etc…)
• Integration
(Strategic Planning, Leadership Development, Performance Management,
Career Planning, Workforce Planning, etc…)
• Cross Organizational Unit Boarders
(Cross-Functional Area, Cross-Business Unit)
“a means of identifying critical management positions, starting at the levels of project manager
and supervisor and extending up to the highest position in the organization. Succession
planning also describes management positions to provide maximum flexibility in lateral
management moves and to ensure that as individuals achieve greater seniority, their
management skills will broaden and become more generalized in relation to total
organizational objectives rather than to purely departmental objectives.”
4. Process
Preparation
Succession Strategy
Critical Positions/Jobs
Positions Profiles
Mentorship Network
Governance/ Infrastructure
Training and Identification
Development and Evaluation
Mentor Assignment High Potential Candidates (HPC)
Developmental Assignments HPC Profiles
Training Projections Individual Development Plans (IDP)
6. Stage 1 - Preparation:
What Do You Need?
•Strong sponsorship by the Board and
Strategic Alignment CEO and heavy involvement by
management
HR Participation •Involvement should include strategy
input, person/position evaluation, and
Critical Positions mentorship/training
•Management is evaluated against SP
Technology objectives
What Do You Get?
•SP Strategy
•Mentorship Network
7. Stage 1 - Preparation:
What Do You Need?
•Create policies, procedures, roles and
Strategic Alignment responsibilities
•Responsible for administrating the
HR Participation program (tools and processes) not
deliverables
Critical Positions •Establish measurable goals and program
priorities
Technology
What Do You Get?
•Governance structure
8. Stage 1 - Preparation:
What Do You Need?
•Leaders should identify critical positions
Strategic Alignment • Current v. Future (based on
Strategy)
HR Participation • Managerial v. Professional
•Competencies Models
Critical Positions • Core v. Position Specific
• Managerial v. Technical
Technology (Functional)
• Present v. Future
•Other Position requirements (Experience,
Education, Certifications)
What Do You Get?
•Critical positions profiles
9. Stage 1 - Preparation:
What Do You Need?
•Avoid fragmentation by utilizing
Strategic Alignment (streamline) currently available systems
•Avoid additional cost by purchasing
HR Participation software with customization capabilities to
meet specific org requirements
Critical Positions •Reporting (Accessible, Dynamic, Useful)
Technology What Do You Get?
• Infrastructure
11. Stage 2 – Identification and Evaluation:
What Do You Need?
•Create a mechanism by which candidates
Identification are identified and included in the program
Leadership Direct Nomination
Evaluation High Performers
Panel Nomination
Assessment Centers
Self-Nomination
What Do You Get?
• High Potential Candidates
12. Stage 2 – Identification and Evaluation:
What Do You Need?
•Present Performance Evaluation
Identification Using Full-Circle, Multi-rater
Assessments
Evaluation Appraising Performance
• Management by Objectives Trait Rating
• Dimensions/Activity Rating
• Behaviorally Anchored Rating Scales
(BARS)
•Future Potential
Global Assessment
Success Factor Analysis
What Do You Get?
•HPC Profiles
•Individual Development Plan (IDP)
14. Stage 3 – Training and Development:
What Do You Need?
•Important to include practical component
T&D to training (i.e. Acting Assignments)
•Emphasize mentorship
Forecasts •IDP progress should be recorded and
discussed on semi-annually
What Do You Get?
•Mentorship Assignment
•Development Assignment and Training
15. Stage 3 – Training and Development:
What Do You Need?
•IDPs should be systematically maintained
T&D to create a forecast for future training
demands.
Forecasts
What Do You Get?
•T&D Forecasts
16. Overall Takeaways
Continuous process
Long-Term Development and Retention Strategy
Emphasis on What a Firm Needs
Pool of Ready Talent (Vertical and Horizontal Movements)
Emphasis on Results
•The percentage of key jobs which have at least two ready successors
•The percentage of key posts filled externally
•The percentage of developmental action plans implemented
•The extent to which the process contributes positively to business results
19. Appendix 2 – What SP Addresses in the Organization
20. Sources
Robert M. Fulmer, "Choose Tomorrow's Leaders Today: Succession Planning
Grooms Firms for Success." Downloaded on 19 July 2004 from
http://gbr.pepperdine.edu/021/succession.html. Used with permission.
Morrison, C. L., American Society for Training and Development., & Institute for
Corporate Productivity. (2010). Improving succession plans: Harnessing the
power of learning and development. Alexandria, Va: ASTD.
Rothwell, W. J. (2010). Effective succession planning: Ensuring leadership
continuity and building talent from within. New York: AMACOM.
William Rothwell, Ed., Effective Succession Management: Building Winning
Systems or Identifying and Developing Key Talent (Lexington, Mass.: The Center
for Organizational Research [a division of Linkage, Inc.]).
Editor's Notes
Reason 1: Contribute to Implementing the Organization's Strategic Business Plans Reason 2: Identify Replacement Needs as a Means of Targeting Necessary Training, Employee Education, and Employee Development Reason 3: Increase the Talent Pool of Promotable Employees Reason 4: Provide Increased Opportunities for High-Potential Workers Reason 5: Tap the Potential for Intellectual Capital in the Organization Reason 6: Help Individuals Realize Their Career Plans Within the Organization Reason 7: Encourage the Advancement of Diverse Groups Reason 8: Improve Employee Morale Reason 9: Improve Employees' Ability to Respond to Changing Environmental Demands Reason 10: Cope with the Effects of Downsizing Reason 11: Decide Which Workers Can Be Terminated Without Damage to the Organization
Replacement Charts
Conducting Job and Task Analysis
Conducting Job and Task Analysis
Conducting Job and Task Analysis
Management by Objectives (MBO) Focuses on the results of job performance rather than processes to achieve results. Dimensions/Activity Rating Focuses on each job activity, duty, responsibility, or essential function. Global Assessment Choose how is high potential in your opinion Success Factor Analysis The process of examining traits or other characteristics perceived to lead to organizational success or advancement
