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Talent Management & Succession Planning Overview

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Talent Management & Succession Planning Overview Powered By Docstoc
					http://www.redshoesconsulting.com/




Talent Management
 Key For Success
              http://www.redshoesconsulting.com/



Agenda



•   Purpose
•   Benefit
•   Workforce Forecasting
•   Link to Performance
•   Gain Buy-in from Senior Leaders
•   Develop a Process
•   Future Recommendations
                  http://www.redshoesconsulting.com/



 Purpose

• Dwindling pool of
  candidates
• Leanness of the
  organization
• Lack of qualified internal
  candidates
• Increased demand and
  lack of incentives
• Lack of a Formal
  Leadership Development
  Process
                       http://www.redshoesconsulting.com/



Benefits



Leave a legacy behind as good employer
• Provide a Development Plan for Top Critical Positions
• Increased Leadership/Employee/Student Satisfaction
• Ability to measure leadership outcomes tied the
  strategic plan competencies, performance
• Create a pool of high quality leaders to fill critical
  positions
Satisfy parents and community with high quality
  leadership
                     http://www.redshoesconsulting.com/



  Workforce Forecasting

• Conduct a long and short term workforce forecasting plan to identify the
  workforce needs.
• Conduct a study to determine the environmental changes, trends
  expected in 2, 5, 10 years
• Create a workforce plan spanning 2, 5, 10 years out
• Define the critical replacement positions, potential for recruitment -
  internally and externally
• Define career development needs for positions involved
                      http://www.redshoesconsulting.com/

Link to Performance




    • Implementing a performance management system
      builds leadership accountability

       – Identify Performance Indicators
       – Define Leadership Competencies
       – Identify Leadership Standards of Performance
       – Identify Measurable Indicators and Evaluate Outcomes
               http://www.redshoesconsulting.com/



Workshop Description



• Provides a comprehensive overview of
  Succession Planning and guidelines to
  address your needs
• Provides details to prepare and
  implement a succession planning
  system
                       http://www.redshoesconsulting.com/



Workshop Objectives


•   To understand your role in succession planning

•   To clarify the importance of an organization's Succession Planning
    System

•   To identify and analyze critical positions requiring backups on a
    temporary or permanent basis

•   To learn how to compare individual appraisals of past and present
    performance with assessments of future individual potential

•   To examine methods of grooming high-potential employees for
    advancement by narrowing developmental gaps between present
    performance and future potential
                    http://www.redshoesconsulting.com/



Gain Buy In

• Gain buy in from key stakeholders to sustain
  organizational support
• Form committees to ensure the planning, implementation
  and follow-up is successful
   –   Board Members and Executive Level Staff
   –   The Guiding Coalition
   –   HR Team and Individual Responsibilities
   –   Managers
   –   Potential Leaders and Employees
                          http://www.redshoesconsulting.com/




                           Your Role In
                        Succession Planning
•   As a manager, it’s your role to ensure:
         • Identify key replacement needs and the high-potential people and
           critical positions to include in the succession plan

         • Clarify present and future work activities and work results

         • Compare present individual performance and future individual
           potential

         • Establish individual-development plans (IDPs) to prepare
           replacements and to develop high-potential workers
                   http://www.redshoesconsulting.com/



Definitions


• Succession planning is defined as "any effort designed to
  ensure the continued effective performance of an organization,
  division, department, or work group by making provisions for the
  development and replacement of key people for key positions
  and work activities over time" (Rothwell, 1994, p. 5).
               http://www.redshoesconsulting.com/



Need for Success Planning



• Need for future growth and skill
  development
• Proactive approach to fill key potential
  vacancies
• Aligns mission with workplace planning
  strategy
                         http://www.redshoesconsulting.com/


Just-in-Time (JIT) Approach to                           Building the
Leadership Pipeline

        Select        Hire
                                Advance and
                                Promote

          Recruit                             Evaluate
                      Retain                  Results

                                 Develop

       Train
                    Classify
                    jobs

    Manage
  Performance
                     Transfer
                    Knowledge

        Compen-
          sate
               http://www.redshoesconsulting.com/


Integrated Approach to                         Building the
Leadership Pipeline




                      Program Evaluation
                http://www.redshoesconsulting.com/



 Why the Integrated Approach


• Many ways to build leadership pipeline
• Because all aligned with strategic plan, workforce
  plan, competency model, and/or other frameworks,
  aligned with each other
• Pipeline larger to meet demand for more talent
                         http://www.redshoesconsulting.com/



  Integrated Approach


                                                                           Program
Workforce &      Recruitment,                                             Evaluation
Succession        Hiring and       Promotion and
 Planning         Selection        Career Mobility            Retention

        Competency         Training and          Knowledge
          Model            Development          Management
                      http://www.redshoesconsulting.com/



  Who’s in the Pipeline




                                                   First Line
                                                  Supervisors
                           Middle
High Potentials and       Managers                              All Employees?
Replacement Pool
for Senior Managers
                                       Technical Specialists
      Time
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Expanding the Pipeline



•   Cascading leadership succession planning
•   Needs for competency development
•   Employee demand
•   Retention
•   Leadership defined as a competency that employees
    at all levels are expected to develop
               http://www.redshoesconsulting.com/



Five Questions to Ask?



• Who’s in the leadership pipeline?
• What are the most pressing
  developmental needs?
• How are these needs being met?
• What is the impact?
• How are the efforts to build the
  leadership pipeline being evaluated?
               http://www.redshoesconsulting.com/



Succession Planning Process



   – To create a system for succession
     planning that meets the needs of the
     organization and provides career growth
     opportunities for individuals based on their
     readiness, talent, and skills.
   – To identify key leadership competency
     behaviors, skills, and knowledge needed to
     prepare high potentials for future key
     leadership roles.
              http://www.redshoesconsulting.com/




Talent Management


• Talent management improves the skills and
  talents of and increases the performance of
  your team
• Team members enjoy the feeling of personal
  growth and satisfaction that comes from the
  opportunity to develop their skills and better
  contribute to their team
               http://www.redshoesconsulting.com/



                      Job/Analysis
                      Competency
    Measure
                      Development
    Results                                         Hiring/Selection


 Leadership                                                Employee
Development                                                Retention
   Process

 Succession   Talent Management Strategy                 Performance
  Planning                                               Management

         360 Degree                      Career
         Feedback                     Development
                   http://www.redshoesconsulting.com/



Definition of Succession Planning



“Succession planning is a means of identifying
  critical management positions starting at
  manager and supervisor levels and extending
  up to the highest position in the organization.”
                                        William J. Rothwell
                     Effective Succession Planning (2001)

    Succession planning should not and must not stand
                            alone.
      It must be paired with succession management
         which creates a more dynamic environment.
                  http://www.redshoesconsulting.com/



Succession Planning
and Management



• A deliberate and systematic effort by an
  organization to:
   – ensure leadership continuity in key positions
   – retain and develop future intellectual and
     knowledge capital
   – encourage individual advancement
   – Integrated into the HR System
   – Succession Planning is managed to ensure
     success
• Should also address the needs for critical
  backups and individual development in any
  job category
           http://www.redshoesconsulting.com/




        Succession Planning
• Do you have an established succession
  plan?
• Replacement versus Succession
  Planning
• Do they have the skills and experience
  need to fill critical positions?
                                       http://www.redshoesconsulting.com/


 Succession Planning Components




                                            Leadership Support
     2. HR Audit                            Gain Buy-in from Senior Management     3. Identify High Potential
                                             Identify Top Leadership Experience,
Develop a Pool of High                         Education, and Job Experience              Successors
 Potential Candidates                                                                      Establish nomination criteria.
                                                                                     Experience, Education, Manager/Mentor
Monitor and Evaluate Progress and Results
            Make Adjustments                 Integrated                                        Recommendation



                                             Leadership                                  4. Identify
                                            Development                                  Successor
    1. Replacement
                                                                                       Developmental
        Planning
  Identify Readiness of Successors
                                                                                           Needs
           for Key Positions                                                        Identify skills gap, set goals, create
                                                                                              development plan
      Review Performance and                5. Create Development                    Determine measurable goals and
       Development with Key
         Management Staff                        Opportunities                                 outcomes

                                               Developmental Activities/Projects
                                                     Mentoring/Coaching
                                             Create a Leadership Succession Plan
               http://www.redshoesconsulting.com/




Establishing a Succession Plan
 • Understand the critical position being vacated -
   what are the requirements of the job
 • Benchmark the job against future job
   requirements
 • Determine what the ideal candidate will look like
 • Evaluate potential replacements
 • Determine their performance and potential
   readiness level
 • Establish a Development Plan and Goals
 • Implement development plan
 • Provide Coaching and Feedback
 • Track and Monitor the plan
                             http://www.redshoesconsulting.com/



     Steps in Succession Planning Process


1.     Gain Buy-in from Senior Management
2.     Identify succession planning purpose and goals.
3.     Assess the organizations current and future business strategy and top leadership
       replacement needs.
4.     Identify and analyze key positions.
5.     Assess candidates against job and competency requirements.
6.     Identify development strategies.
7.     Define succession planning process and procedures.
8.     Communicate and implement succession planning.
9.     Collect information from employees regarding their career interests and expertise.
10.    Assess employee competencies.
11.    Create individual development plans.
12.    Select people to potential fill positions.
13.    Develop, select, and schedule training and development programs.
14.    Monitor progress.
15.    Measure and evaluate outcomes.
                   http://www.redshoesconsulting.com/



Succession Planning Policy



• Identifying those employees who have the right skills to meet
  the challenges facing the organization
• Evaluate the quality and “readiness” of named successors
• Define development requirements and implement development
  plan
• Review performance and development with key management
  staff
• Make recommendations
• Monitor and evaluate progress and results
             http://www.redshoesconsulting.com/



Human Resource Assessment



• Defines the leadership needs of the
  organization
• Identifies qualification of successors and
  assesses employee capability and readiness
  to various positions
• Helps designate a talent pool of candidates
  qualified for specific positions
• Defines the developmental needs,
  competency and education requirements
                       http://www.redshoesconsulting.com/



Checklist to Succeed



   Part of an overall organizational culture strategy to develop managers
    at all levels.

   Ongoing commitment of high-level management.

   Part of an integrated HR process

   Identify what skills the organization will need in 5, 10 or 15 years

   Critical positions must be identified and included in the Company's
    Succession Planning program

   Analyze the workforce and identify who will be eligible for retirement
    within the next five years
                          http://www.redshoesconsulting.com/



Checklist to Succeed


•   Managers need to identify the responsibilities, skills and competencies that will
    be needed by their replacements

   Identify high-performers almost ready to step into those critical positions

   Identify specific behaviors, skills and values that leaders to succeed now and in
    the future.

   Use Assessment tools to make accurate leadership placement and development
    decisions.

   Establish a system for communicating succession planning information
                       http://www.redshoesconsulting.com/



Checklist to Succeed


•   Identify a systematic approach for identifying, nominating and selecting
    potential successors

   Review background information on potential successors, such as
    education, experience, skills, appraisals and potential
   Determine training and development requirements of potential
    successors

   Develop skills of potential successors through work experiences, job
    rotation, projects and other challenging assignments

   Establish a system for monitoring candidate's development plan
    progress by senior management

   Succession planning must include a system for providing feedback and
    encouragement to potential successors
             http://www.redshoesconsulting.com/




Succession Planning

•   Identify High Potentials
•   Create a Development Plan
•   Implement the Plan
•   Track the Plan
•   Conduct Yearly Calibration Discussions
    with Your Manager, and HR to
    determine Readiness
                  http://www.redshoesconsulting.com/



Critical Position Profile



• Interview someone in a current
  leadership role to determine their job
  requirements now and in the future.

• This provides a profile of a successful
  candidate for this position
                http://www.redshoesconsulting.com/



Successor’s Profile



• Identify a successor’s job profile and
  experience to determine their current
  level of proficiency
               http://www.redshoesconsulting.com/



Conduct a Gap Analysis



• Analyze the potential successor’s
  experience level and compare to the
  advanced level job requirements
                           http://www.redshoesconsulting.com/




Define High Potential Characteristics

  •   Results Driven – has completed many challenging assignments

  •   People skill – Influences, motivates, works with a wide range of people.

  •   Mental ability – Street smart, asks insightful questions

  •   Lifelong Learning – seeks challenging opportunities for new knowledge, learns
      from successes and failures

  •   Integrated thinking – Links ideas, sees essence of problem

  •   Flexible – Adjusts priorities, takes risks, embraces change

  •   Energy – gets energy from work and energizes others
                   http://www.redshoesconsulting.com/



  Replacement Planning Process


 High potentials nominated as successors by managers, or
  Senior Management
 Senior management review the recommendations and
  make revisions
 An HR executive advisory group discusses replacement
  skill level, readiness, and potential to get a fairly accurate
  judgment of a person’s capability
 Recommendations made for potential replacement
  opportunities
                 http://www.redshoesconsulting.com/




Employee Input


• Identify employee’s career interests, qualifications,
  and future job promotion interests on an employee
  input form
• Track employee career interests and skill
  qualifications for future job opportunities
• Career development discussions between managers
  and employees become part of the formal
  performance appraisal process
                http://www.redshoesconsulting.com/



IDP


Activity: Complete an IDP
• Fill out the following form on an individual of your
  choice from your organization.
• That person should be a “high potential”, someone
  who has the capability to advance to higher levels of
  responsibility and or develop increased proficiency in
  competence.
• The form should indicate how you will help this
  person narrow the gap between how they presently
  perform and what he or she must do to qualify for
  advancement to a critical position.
                http://www.redshoesconsulting.com/



IDP


Activity: Complete an IDP
• Fill out the following form on an individual of your
  choice from your organization.
• That person should be a “high potential”, someone
  who has the capability to advance to higher levels of
  responsibility and or develop increased proficiency in
  competence.
• The form should indicate how you will help this
  person narrow the gap between how they presently
  perform and what he or she must do to qualify for
  advancement to a critical position.
                 http://www.redshoesconsulting.com/



Leadership Development




•   Mentoring for Success
•   360 Feedback
•   Leadership Academy
•   Performance Management
•   Training & Development
•   Competency Assessment
•   College Degrees
              http://www.redshoesconsulting.com/




Development Strategies

• Identify career paths for future career growth
• Identify competencies and assess strengths and
  areas for development
• Have employees create a career profile and
  identify development plans
• Mentor and coach employees
• Provide ongoing feedback
• Discuss career goals with employees
• Develop a promotion from within policy
                                          http://www.redshoesconsulting.com/



      Leadership Development Program
                                                                   HIgh Potential


                                                               Leadership Development


              Training                      Work Experience                                Coaching          Career Development


       Leadership Workshops                       OJT                                   Formal Mentoring        Career Paths


             Orientation                      Job Rotation                            Informal Mentoring       Career Planning


      Professional Development                Internships                           Senior Leader Coaching


     Advanced College Degrees             Special Assignments                         Networking Groups


        Senior Staff Meetings               Special Projects                              Farm Teams


    Conferences and Workshops                Team Projects


       Learning Communities             Replacement Assignments


       Technical Skill Training


Inservice Training/Leadership Lunches
             http://www.redshoesconsulting.com/




Development Opportunities
    •   Formal Training
    •   Advanced Degrees
    •   Certificate Programs
    •   Elearning
    •   On-the-Job Training
    •   Work Experiences
    •   Team Development
    •   Temporary Assignments
    •   Coaching
    •   Formal Mentoring
                  http://www.redshoesconsulting.com/

Family Independence Agency
            Leadership Model
 Leadership Academy Model


                    Mentor and Supervisor


                                                    Action
  Developmental           Learning
                                                   Learning
   Assignments            Forums



          Individual Development
                    Plan
                 http://www.redshoesconsulting.com/



High Potential Leadership Development




                                          Relationship-
                                           building and
       Skill building                      knowledge
       •Degree
                                          •Executive retreat
        programs
                                            •Administrative
       •Leadership
                                           manager/executive
        scholarships
                                                 events
       •Extraordinary leader
                                             •Management
        program
                                                meetings
       •Management classes
                                              •Leadership
                                               luncheons
                           http://www.redshoesconsulting.com/



 Leadership Development Approach
                     Executive   Administrative   Middle     Professional
                     Managers    Managers         Managers   Technical

Skill Building

 Extraordinary
 Leader
 Scholarships

 Degree Programs
                                                                            = Target audience
 Management
 Development                                                                = Also invited

Knowledge and Relationship Building
 Executive Retreat

 Executive Events

 Exec/Admin events

 Management
 Meetings
 Leadership
 Luncheons
            http://www.redshoesconsulting.com/




Types of Training

• Formally educate employees on
  business issues, accounting practices
  and ethics
• Identify and prioritize their greatest
  development needs
• Invest wisely in training employees to
  carry out the mission
                  http://www.redshoesconsulting.com/




 Coaching and Mentoring                                           QuickTime™ and a
                                                       TIF F (Uncompressed) decompressor
                                                          are needed to see this picture.




• Coaching is provided when performance needs
  improvement and is focused on job performance.
  Coaches helps individuals improvement
  performance
• Mentoring is provided to help individuals grow in
  their professional experience.
• Mentors provide one-on-one coaching to help
  Protégé’s identify areas that need development
  and establish goals.
• Mentors provide guidance, support, feedback,
  direction, and share their experiences to help
  Protégé’s be successful in their current and future
  role.
               http://www.redshoesconsulting.com/



Tracking Successors



• Methods available:
   – Competency Assessment
   – Performance Appraisal
   – Mentoring Program
   – Career Experience and Development
     Activities
   – Training Records
   – 360 Feedback
               http://www.redshoesconsulting.com/




Measure Success

• Define measurable goals during the planning stage
• Track goals regularly
• Adjust goals when needed
• Analyze progress and take corrective steps to
  improve goal performance
• Analyze readiness, potential, performance, and
  replacements, employee morale, organizational
  culture, turnover, loss of talent, etc.
                http://www.redshoesconsulting.com/



Building Your Leadership Pipeline

                      Planning Model
                 http://www.redshoesconsulting.com/



 Building Your Leadership Pipeline

2. Engage senior leaders
3. Identify leadership competencies leaders
4. Assess developmental needs
5. Create leadership development strategy
6. Use Individual Development Plans (IDPs)
7. Tap into talent pool of eligible employees and
   recruit
8. Don’t let cost keep you from              building
   the pipeline
                       http://www.redshoesconsulting.com/



Checklist to Succeed



   Part of an overall organizational culture strategy to develop managers
    at all levels.

   Ongoing commitment of high-level management.

   Part of an integrated HR process

   Identify what skills the organization will need in 5, 10 or 15 years

   Critical positions must be identified and included in the Company's
    Succession Planning program

   Analyze the workforce and identify who will be eligible for retirement
    within the next five years
                       http://www.redshoesconsulting.com/



Effective People Development Strategies


•   Workforce planning                   •    Action learning or other
•   Competency models                         application projects
•   Succession planning                  •    Coaching
•   Recruitment, Selection, Hiring -     •    Mentoring
    competency based
                                         •    Senior leader development
•   Competency Assessment                     program
•   Individual Development Plans
                                         •    Promotion and career mobility
•   Formal Leadership Programs
                                         •    Retention
•   Training for managers and
    supervisors                          •    Knowledge management
•   Job rotation/development             •    Program Evaluation
    opportunities
                     http://www.redshoesconsulting.com/



  Workforce Forecasting

• Conduct a long and short term workforce forecasting plan to identify the
  workforce needs.
• Conduct a study to determine the environmental changes, trends
  expected in 2, 5, 10 years
• Create a workforce plan spanning 2, 5, 10 years out
• Define the critical replacement positions, potential for recruitment -
  internally and externally
• Define career development needs for positions involved
http://www.redshoesconsulting.com/

				
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