introduction to succession planning

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					    Introduction to
Succession Management
       Prepared for AMT
    Monday, November 5, 2007
          Discussion highlights



The basic terminology
Urgency of the challenge
Identifying the talent pool
       Performance
       Potential
       Readiness
The “70-20-10” rule
What is next?



                                  2
                        The basic terminology


Succession management is
   the active, intentional, on-going identification of talent and development of
   people for the future. It:
       is hands on
       starts with effective performance management
       leads to a cultural change


The “talent pool” = the people = “HiPo’s”
   Talent exists at all levels – there is no bright line
   HiPo’s are identified based on:
          past performance + future potential + readiness.

   But there ARE varying levels of urgency



                                                                                   3
                 Urgency of succession management


 We will lose up to 40% of our managers in this decade due to
  retirements

 There are fewer replacement workers…worldwide

 The job market will continue to be more competitive

 We want to find ways to increase the diversity of our senior
  management

 Technology is changing job requirements – how do we prepare people
  for our future needs?




                                                                 4
                         How do you spot talent?



What we have begun to do in Administration and what
 you can do as a supervisor…
 Consider:
     past performance
     future potential
     readiness
     diversity of talent pool (including ethnicity, age,
     gender, disability)
 Determine interest:
     have the conversation
 Discuss your choices with your manager
                                                           5
Learning to use the tools




Performance

  Potential

 Readiness



                            6
                  What performance tools do we have in
                                place?


Common Performance Evaluation & Planning (PEP) forms
  for all levels of jobs (management, professional,
  operational/technical positions):
       Align evaluation with annual goal setting and professional
       development planning
       Use common rating scale
       Put focus on core competencies
Some units beginning discussions to define:
       Exceptional performance
       Unsatisfactory performance


                                                                    7
                                       How do we define potential?


Potential = (Fit between current abilities and future roles) x Growth Factors/Derailers

  Growth factors                                                          Derailers
  Thinking Beyond Boundaries
                                                                             Approval dependency
     Thinks in fresh, creative ways about the big questions
                                                                             Arrogance
     Can see connections within complex issues
                                                                             Defensiveness
     Can make practical, grounded use of “out-of-the-box” thinking
                                                                             Eccentricity
  Curiosity and Eagerness to Learn
                                                                             Imperceptiveness
     Wants different and new assignments
                                                                             Impulsivity
     Makes key decisions to reach out and take risks
                                                                             Low tolerance for ambiguity
  Social Understanding and Empathy
                                                                             Micromanagement
     Technical ability alone is not enough
                                                                             Risk-aversion
     Self-promotion is not enough
                                                                             Self-promotion
     Listens, asks clarifying questions, brings out the best in others
                                                                             Lack of discipline
  Resilience
                                                                             Volatility
     Maintains realistic optimism
     Responds positively when things don’t go well                            Source: Human Capital Institute
     Seeks out and takes constructive criticism


                                                                                                            8
                     How do we determine readiness?


Based on your review of performance and potential, and discussions with
  the employee about his or her interests, determine if…
   1. This person is appropriately placed now and in the future.
   2. This person will be ready to move up in 4-7 years.
   3. This person will be ready to move up in 2-3 years, or sooner.


Then, focus on the 2s and 3s, especially the 3s.
What do the 3s need now?


                   This will be an interactive process!!


                                                                      9
                  What should a professional development
                              plan include?



Holistic approach that:
• Integrates both formal and informal elements
• Provides opportunities to apply new skills or behaviors

The “70/20/10” model for learning:
• 70% of learning is from experience-based opportunities
• 20% of learning is from coaching and mentoring
• 10% of learning is from formal training




                                                            10
                  Remember that…




  Succession management is the active,
intentional, on-going identification of talent
        and development of people.

        Be prepared to be a coach!




                                             11
The building blocks of succession
           management




                                    12
                      What is our vision?



We are creating the leaders of the future for

Berkeley,
     higher education,
          and the world.




                                                13
                In the remaining 10 minutes…



Please discuss at your table:

What are the highlights, surprises, questions you
 have now?

Please write your questions on the cards at your
  table and leave them in the box on your way out.



                                                    14

				
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