govOHR cpmSuccessionPlanning ppt Open position

Document Sample
govOHR cpmSuccessionPlanning ppt Open position Powered By Docstoc
					Succession Planning & Retention
 “Roadmap for Leadership Continuity”

             Jimmy Duncan, SPHR
   Workforce Planning & Employee Development
 Session Topics

 The SCANA Profile

 Why “Developing our People” is a business imperative

 The business case for ensuring Leadership Continuity

 SCANA’s holistic approach to Developing Leaders

 SCANA’s Succession Planning Model

 SCANA’s Leadership Development Model
      The Art of Effective Leadership at SCANA

      Portfolio of Developmental Tools

      Leaders Role in Development

 Results Assessment




               SCANA CORPORATION                         “Developing Our People”
Company Profile

 $9 Billion Fortune 500 Company

 Southeastern Business Markets (GA/SC/NC)

 Headquartered in Columbia, South Carolina

 8 Major Subsidiaries (Energy related businesses)

 SCE&G – Serving South Carolina for 156 years

 557,000 Electric Customers & 1 Million Gas Customers




            SCANA CORPORATION                            “Developing Our People”
 State of the Workforce
 Total SCANA workforce:          5800 employees (12/31/05)

 Workforce growth trend:         Avg. growth rate of 2%

 Avg. annual turnover:           5.2 (lower than utility industry average)

 Avg. years of service:          14.5 years

 Avg. age of employees:          44

 % of workforce over 40:         70 %

 Employee retirements:           1% Annual avg.

 Avg. age of new hire:           34




              SCANA CORPORATION                             “Developing Our People”
                WORKFORCE PLANNING & EMPLOYEE DEVELOPMENT
                                           VISION STATEMENT
To ensure that SCANA will, on an on-going basis, have the right people with the right skills in the right position
                          available at the right time to meet organizational needs.




         WORKFORCE PLANNING &                                         EMPLOYEE DEVELOPMENT
             EMPLOYMENT
                                                                                   MISSION
                      MISSION
   We will proactively conduct workforce planning               We will proactively deliver learning options that
  activities that anticipate and plan for changes in              are geared toward enhancing employee
 the workforce composition, and through effective                   knowledge of essential competencies,
  employment processes ensure the availability of                    leadership skills, and organizational
 qualified talent to meet SCANA’s business needs.                effectiveness to ensure SCANA’s on-going
                                                                                    success.




              SCANA CORPORATION                                                 “Developing Our People”
“Developing our People”: Critical Success Factor

       The “People Plan” enables our Business Plan

                         Profitable Growth               Business Target



        Cost-Effective               Excellence in      What are we trying
         Operations                Customer Service       to achieve?



                                                          Who completes
                   Developing Our People
                                                           the business
                         Workforce Plan                     activities?




         SCANA CORPORATION                            “Developing Our People”
“Leadership Continuity is a Business Imperative”




        SCANA CORPORATION        “Developing Our People”
“Screaming Headlines”
 McDonald’s Corporation CEO (Jim Cantalupo) dies unexpectedly (April 2004)

 Harley Davidson’s CEO (Jeff Bleustein) steps down, but will remain as Chairman
  (December 2004)

 Boeing’s CEO (Harry Stonecipher) is ousted amid improper conduct charges after just
  15 months in position (March 2005)

 Disney’s CEO (Michael Eisner) to step aside in September 2005 instead of
  September 2006 (March 2005)




            SCANA CORPORATION                               “Developing Our People”
The Business Case for “Developing our Leaders”
Business Leadership Success Formula

 “Leadership is the catalyst that delivers organizational success”
 “Leadership continuity is the key for ongoing success (business imperative)



Why is Succession Planning important to SCANA?

   Our Business Model has changed (Business vs. operational emphasis)
   15% of all SCANA employees are formal leaders (832 of 5600)
   42% of our leaders will be retirement eligible over the next 10 years
   Key organizational question: Where will the next wave of leaders come from?
   To meet this need, a formal approach to developing our leaders has become a top priority
   Key challenge: The current workforce pipeline demographics mirror our leaders
   Laser-like focus on leadership development is imperative to SCANA’s continued success



              SCANA CORPORATION                                      “Developing Our People”
SCANA’s Leadership Drain

 Targeted Exits at Key Leadership Levels


                          Total      Total       0-5     6-10       11-15
                          Staff    Retirement   Years   Years       Years



        Executives         76         45          8      16          21




        Managers           304        129        19      60          50



      Supervisors II       263        126         8      49          69


       Supervisors I       178        74         12      30          32

          Totals:          821        374        48      156        172




                    SCANA CORPORATION                   “Developing Our People”
The State of the Workforce Pipeline
                               Average Age and Service Overview

                                Average    Average                                         Average    Average
                                 Active     Active                                          Active     Active
            Job Group           Employee   Employee                  Subsidiary           Employee   Employee
                                  Age       Service                                          Age      Service



                                                      SCANA Services                        42.3       11.1
    OFFICIALS and EXECUTIVES      48.1       19.8
                                                      SCE&G                                 45.0       17.2
    PROFESSIONALS                 44.5       14.5
                                                      SC Pipeline                           44.6       15.4
    TECHNICIANS                   44.3       15.3
                                                      SCANA Communications                  42.9       4.6
    SALES WORKERS                 46.4       15.4
                                                      Service Care                          34.8       6.3
    OFFICE & CLERICALS            40.3       9.4

                                                      SCANA Energy Marketing                41.8       6.3
    CRAFT WORKERS                 43.8       16.1

    OPERATIVES                    40.9       10.0     PSNC Energy                           43.5       14.7


    LABORERS                      44.6       14.0     Primesouth                            43.8       5.4

    SERVICE WORKERS               42.9       5.9

                 Average          43.8       14.5                      Average              43.8       14.5




                  SCANA CORPORATION                                              “Developing Our People”
SCANA’s Approach to Developing Leaders

           Leadership Development & Succession Planning Model

        The Success Formula

Succession planning without the proper
                                          Increased                     Increased
execution of leadership development is
                                          leadership                    capability or
just replacement charting. To be
                                          effectiveness in              readiness for
effective, these two separate systems
                                          current role                  greater
must be highly integrated and the
                                                                        leadership
success criteria must be aligned to
                                                                        responsibility
deliver targeted results.




                                         Current and Emerging      Succession Planning
                                         Leaders                   Candidates


               SCANA CORPORATION                                “Developing Our People”
SCANA’S Succession Planning Program

              April, 2006
What is Succession Planning?


  “Any effort designed to ensure the continued effective
  performance of an organization, division, department, or
  work group by making provisions for the development,
  replacement, and strategic application of key people over
  time”

                                           (Ken Rothwell, How to Develop Leaders)




       SCANA CORPORATION                   “Developing Our People”
Succession Planning Program - Primary Goals

 Provide leadership continuity to SCANA and its subsidiaries.

 Identify key leadership positions that are critical to SCANA’s success.

 Identify individuals who are potential candidates for key leadership positions or
  have the potential to assume greater leadership responsibilities.

 Develop succession planning candidates to realize their full leadership potential
  and to be considered for appropriate key leadership positions across SCANA.

 Encourage the movement of individuals from one part of the business to another to
  fill key leadership openings.




             SCANA CORPORATION                                “Developing Our People”
Succession Planning Program - Success Criteria
 An increased number of succession planning candidates who assume key roles
  identified in succession plans.

 A shorter period of vacancy in succession plan key positions.

 A higher percentage of succession plan key positions filled internally.

 An increased number of succession plan key positions that have named candidates
  on a replacement chart.

 An increased number of succession plan candidates with a “ready now” status.

 An increased number of succession plan candidates who move to higher levels of
  readiness.

 An increased retention rate for succession plan candidates.

             SCANA CORPORATION                              “Developing Our People”
Succession Planning Program - Key Features
 Succession plan candidates are told that they are seen as individuals who have the potential to
  assume greater levels of leadership responsibility – not specific positions.

 No guarantees are made to succession plan candidates that they will be selected for open key
  leadership positions.

 Replacement chart and high potential candidates identified.

 Business area senior leaders own talent profile sheet data – this is not shared with succession
  plan candidates.

 Development plans are created with all succession plan candidates focused on increasing
  readiness and/or promotability.

 Optional developmental assessments are available to assist in creating development plans.



                SCANA CORPORATION                                     “Developing Our People”
Succession Planning Program – Process Steps
Step 1 – Identify key positions

Step 2 – Identify succession planning candidates

Step 3 – Discuss succession planning candidates

Step 4 – Create succession plans

Step 5 – Create development plans

Step 6 – Implement and monitor plans




              SCANA CORPORATION                    “Developing Our People”
 Step 1: Identify Key Positions
  Key Position: a position of formal leadership that
  is determined to be of primary importance due to
  to:
  • Retirement risk
  • Difficulty in filling position
  • Impact to area’s business plan / strategic plan.

  Area leaders:
  • Request workforce planning analysis
  • Identify Key Positions
  • Identify key KSAs for key positions



                                  Step 2: Identify SP Candidates
                                      Purpose is to input and evaluate SP
                                       employee data and nominate SP             Employees provide relevant work
                                                  candidates.                    experience (including international
                                                                                and start-up experience), education,
                                                                                   mobility, career interests, etc.
                                  •Employees update SP Data
                                  •Area leaders complete Performance &
                                  promotability assessment on all employees         Supervisors provide overall
                                  •Area leaders nominate SP candidates           performance rating, promotability
                                  •Area leaders complete talent profile                    rating, areas of
                                  assessment on all SP candidates               strength/development, readiness to
                                                                                 assume greater responsibility and
                                                                                     proficiency on leadership
Timing: February-August                                                                     competencies


             SCANA CORPORATION                                                “Developing Our People”
Step 3: Discuss SP Candidates

     Purpose is to determine next possible
      positions and development options.


  LD department creates talent profile sheets
   for each SP candidate and talent profile
           books for area leaders.

 Area leaders hold talent discussions on:
 •    Candidate qualifications
 •    Next possible positions
 •    Development opportunities



                                            Step 4: Create Succession Plans

                                                Area leaders create replacement charts for
                                                each key positions.

                                                Area leaders identify and chart high
                                                potential employees (HiPos)



Timing: February-August

          SCANA CORPORATION                                                      “Developing Our People”
   Step 5: Create Development Plans

     Development plans will increase readiness
               and promotability.


    Area leaders:
    • Can use optional developmental                            Assessment Options
       assessments                                      - 360’s
    • Discuss development with SP candidates            - Simulations
    • Create development plans with each SP             - Comprehensive assessments
       candidate                                        - Stand-alone assessments
    LD recommends development options


                                            Step 6: Implement & Monitor Plans
                                                  Use SP plans in filling of open positions
                                                  and evaluation of the success of the SP
                                                                  process

                                                 •SP Candidates implement development
                                                 plans
                                                 •Area leaders consider SP candidates for
                                                 open key positions
                                                 •Area leaders monitor SP development
                                                 plans an update at least once/year
Timing: September-March                          •LD department evaluates SP process
                                                 success indicators.


             SCANA CORPORATION                                              “Developing Our People”
Succession Planning Program - Ownership and Timeline
   SCANA Succession Planning Program is owned by the senior leadership team.

   All subsidiaries will participate in the SCANA Succession Planning Program on an annual
    basis.

   Succession plans must be created between February and August each year. Plans should
    be reviewed and updated at least once during the year.

   Subsidiary succession plans will then be available for use in the senior staff discussions on
    succession planning that occur in September.

   Program administration support is provided by the Leadership Development area and the
    Human Resource team supporting each business area.




            SCANA CORPORATION                                      “Developing Our People”
SCANA’S Leadership Development Program

               April, 2006
The Art of Leadership at SCANA
   Effective leaders at SCANA, are more than proficient managers.

   At SCANA, effective leaders:
         Communicate: directly, openly and honestly
         Develop: individuals and teams
         Inspire: trust, enthusiasm and commitment


                                        Bill Timmermann, SCANA Leadership Meeting, February , 2004
                                                                                     SCANA CEO




         SCANA CORPORATION                                    “Developing Our People”
Leadership Development Program - Primary Goals
 Assist leaders in identifying developmental areas of focus.

 Provide developmental opportunities for leaders that will increase their effectiveness in their
  current role and prepare leaders to assume greater levels of leadership responsibility and
  reduce transition time into new leadership roles.

 Provide development opportunities that include leadership behaviors related to SCANA’s core
  and leadership competencies.

 Establish a consistent leadership development curriculum across SCANA’s business areas.

 Increase understanding of SCANA’s leadership expectations.




               SCANA CORPORATION                                     “Developing Our People”
Leadership Development Program - Success Criteria
 Improvements in performance, promotability, or readiness of succession planning
  candidates who participate in the leadership development program.

 Increased knowledge or effectiveness in pre and post-participation leadership
  assessments.

 Overall increase in the corporate baseline of leadership assessments.

 Leadership development program participants being selected for key leadership
  openings.

 Overall business success in areas impacted by the leadership development program.




             SCANA CORPORATION                              “Developing Our People”
Leadership Development Program - Key Features
 Linkage between leadership development and the corporate succession planning program, and
  other key HR systems.

 A focus on leadership behaviors that support SCANA’s core (for supervisors) and leadership (for
  mid-managers and executives) competencies

 Targeted development to three leadership levels: supervisor, mid-manager, and executive.

 Leadership assessments used to identify development needs and create focused development
  plans.

 A wide range of development options that include educational, relational, and experiential
  opportunities.


 A mixture of internal and external development resources.



               SCANA CORPORATION                                    “Developing Our People”
Leadership Competencies
 Business Acumen                                                    Financial Stewardship
 •    Ensures uncompromising safety of business areas               •     Demonstrates financial leadership
 •    Delivers exceptional customer service                         •     Creates shareholder value
 •    Displays results orientation                                  •     Maintains profit & loss responsibility
 •    Promotes business expansion                                   •     Ensures cost-effective operations
 •    Maintains high industry knowledge                             •     Takes prudent financial risks
 •    Drives change for continuous improvement                      •     Manages assets effectively
 Business Ethics                                                    Impactful Communication
 •    Avoids illegal, unethical, or improper conduct                •     Articulates the vision
 •    Maintains unquestioned integrity                              •     Translates strategic concepts
 •    Creates a workplace environment free of hostility,            •     Builds trust
      intimidation, and offensiveness
                                                                    •     Motivates others
 •    Encourages good faith reporting of alleged wrongdoings
                                                                    Relationship Building
 •    Ensures that systems are in place to protect company assets
                                                                    •     Displays empathy
 •    Monitors code of conduct compliance
                                                                    •     Establishes diverse networks
 Develops People
                                                                    •     Cultivates customer relationships
 •    Coaches and mentors others
                                                                    •     Builds consensus
 •    Attracts and retains key talent
                                                                    •     Creates ownership through delegation
 •    Demonstrates commitment to developing others
                                                                    •     Has dynamic interactions with employees
 •    Builds high performing teams
                                                                    Strategy Development
 •    Values diversity
                                                                    •     Establishes strategic direction
                                                                    •     Develops strategic plans
                                                                    •     Makes decisions consistent with strategic direction
                                                                    •     Ensures organizational alignment of goals
                                                                    •     Provides global perspective



                      SCANA CORPORATION                                                           “Developing Our People”
Leadership Competencies……..
 Are the foundation to the middle manager and executive leadership development
  programs.

 Are in addition to existing core competencies.

 Address the additional responsibilities of middle managers and executives.

 Drive expected behaviors in middle manages and executives.

 Are assessed as part of a leader’s performance management cycle.

 Are included in a succession planning candidate’s talent profile.




              SCANA CORPORATION                                “Developing Our People”
LD Program Participation

 Participation in SCANA’s LD Program is optional.

 The LD program is available to all supervisors and above, as well to individual
  contributors who meet specific participation criteria.

 In order for an individual contributor to participate in an LD program offering,
  they must:

      Be employed by the SCANA Corporation for a minimum of 2 years

      Demonstrate strong technical skills and high performance in his/her current job
      Be preparing to be considered for a positional leadership role within the next 3
       years OR have a specific business need based on his/her current performance
       plan




            SCANA CORPORATION                                       “Developing Our People”
Leadership Development Program Model

              Supervisory Development
   Target audience: supervisors, team leaders, and
   prospective leaders
               Leadership career levels: 1 - 3


                                                 Mid-Manager Development
                                    Target audience: managers, and high potential supervisors /
                                    team leaders
                                                   Leadership career levels: 4 – 6


                                                                                                  Executive Development
                                                                                  Target audience: directors and above, and succession
                                                                                  plan candidates
                                                                                                  Leadership career levels: 7 - 9




     Leadership career level defines participant group for each tier.
     Overlapping tiers allows flexibility of leadership level participation.
     Supervisor tier uses core competencies as foundation.
     Mid-manager and executive tiers use leadership competencies as foundation.


                 SCANA CORPORATION                                                                  “Developing Our People”
Leadership Development Program Options
          Supervisor Development                Mid-Manager Development                      Executive Development
Assessments:                           Assessments:                               Assessments:
SCANA 360 for Leaders                 Leadership competency 360                 Leadership competency 360
Leadership Knowledge Assessment for   Simulation                                Simulation
SCANA                                  Comprehensive assessment                  Comprehensive assessment
                                       Stand alone assessment                    Stand alone assessment
Education:                             Education:                                 Education:
Leadership community on the EDGE      Leadership community on the EDGE          Leadership community on the EDGE
In-house leadership library           In-house leadership library               In-house leadership library
LEAD workshops                        In-house mid-manager workshop             In-house executive workshop
Leadership online learning modules    External mid-manager education referral   External executive education referral
CTN broadcasts                                                                   Executive book summaries
Relationship:                          Relationship:                              Relationship:
Coaching (internal/external)          Coaching (internal/external)              Coaching (external only)
Mentoring                             Mentoring                                 Mentoring
Job shadowing                         Industry networking                       Industry networking
Experience:                            Experience:                                Experience:
Special projects                      Special projects                          Project assignments related to SCANA
Apprenticeships                       SCANA cross-functional committees         strategic plan
Job assignments                       Community boards & committees             SCANA cross-functional committees
                                       Job rotation                              Community boards & committees
                                       Job assignments                           Job rotation
                                                                                  Job assignments


         Leadership development options are promoted through SCANA U on the EDGE.


                       SCANA CORPORATION                                              “Developing Our People”
LD Program Options - Supervisor
   Assessments:
      SCANA 360 for Leaders - behavior-based assessment of core competencies
      Leadership Knowledge Assessment for SCANA - core competency based

   Education:
      Leadership community on the EDGE – online resource for leadership information
      In-house leadership library – books, videos, cassettes located in LD area
      LEAD workshops – 13 separate workshops including core and elective offerings
      Leadership online learning modules – 15 online modules plus HR101 CBT’s
      CTN broadcasts – online broadcasts on leadership topics provided by CTN
      External education referral – referral to local or regional workshops and seminars

   Relationship:
      Coaching – trained internal and local external leadership coaches, 3 - 6 months standard
      Mentoring – corporate guidance on administering a business area mentoring program
      Job shadowing – corporate guidance on administering job shadowing

   Experience:
      Special projects – business area use of special projects for development
      Apprenticeships – business area use of apprenticeships for development
      Job assignments – business area use of job assignments for development



                 SCANA CORPORATION                                                     “Developing Our People”
LD Program Options - Mid-manager
   Assessments:
      Leadership competency 360 - behavior-based assessment of leadership competencies
      Simulation – results-based simulation in fictitious leadership role
      Comprehensive assessment - battery of assessments on leadership effectiveness
      Stand alone assessment – single leadership assessment, predictive in nature

   Education:
      Leadership community on the EDGE – online resource for leadership information
      In-house leadership library – books, videos, cassettes located in LD area
      In-house mid-manager workshop – 3-5 day local workshop, based on leadership competencies
      External education referral – referral to regional or national workshops and seminars

   Relationship:
      Coaching – trained internal and local external coaches, 6 - 12 months standard
      Mentoring – corporate guidance on administering a business area mentoring program
      Industry networking – business area use of networking for development

   Experience:
      Special projects – business area use of special projects for development
      SCANA cross-functional committees – business area use of committees for development
      Community boards and committees – use of community boards/committees for development
      Job rotation and assignments – business area use of assignments & rotation for development




                 SCANA CORPORATION                                                   “Developing Our People”
LD Program Options - Executive
    Assessments:
       Leadership competency 360 - behavior-based assessment of leadership competencies
       Simulation – results-based simulation in fictitious senior leadership role
       Comprehensive assessment - battery of assessments on leadership effectiveness
       Stand alone assessment – single leadership assessment, predictive in nature

    Education:
       Leadership community on the EDGE – online resource for leadership information
       In-house leadership library – books, videos, cassettes located in LD area
       In-house executive workshop – 2-3 day local workshop, based on leadership competencies
       Executive book summaries – online summaries of leadership books for executives
       External education referral – referral to national executive education programs

    Relationship:
       Coaching – national external coaches, 6 - 12 months standard
       Mentoring – corporate guidance on administering a business area mentoring program
       Industry networking – business area use of networking for development

    Experience:
       Strategic plan projects – use of projects related to SCANA’s strategic plan for development
       SCANA cross-functional committees – business area use of committees for development
       Community boards and committees –use of community boards/committees for development
       Job rotation and assignments – business area use of assignments & rotation for development



                SCANA CORPORATION                                                   “Developing Our People”
Leadership Development - Leadership Community




        SCANA CORPORATION         “Developing Our People”
Leadership Development Program Accountability
    Senior leaders are accountable for:
     –   ensuring that development plans are being created
     –   supporting participation in development activities
     –   balancing developmental needs with the needs of the business
     –   setting clear expectations for what is to be gained through participation in the development activity as well as
         how the development will be utilized at SCANA

    All program participants are accountable for:
     –   driving their own development
     –   taking an active role in creating development plans
     –   identifying appropriate fulfillment options
     –   completing participation in the development that was selected
     –   applying the development in a meaningful way to some aspect of their work at SCANA

    The Leadership Development area is accountable for:
     –   administering the leadership development program
     –   developing and maintaining program content
     –   scheduling program offerings
     –   registering program participants
     –   tracking the participation of participants
     –   evaluating the effectiveness of the program




         SCANA CORPORATION                                                         “Developing Our People”
 Connects the learning efforts for the SCANA family of businesses to the bottom line.

 Targeted Outcomes:

     Drive SCANA’s vision and expectations for employee development.

     Facilitate the marketing of corporate and SBU learning and development options.

     Serve as thee intersection for all learning and development communities at SCANA.




             SCANA CORPORATION                                    “Developing Our People”
SCANA University




     SCANA CORPORATION   “Developing Our People”
2005 SCANA University Metrics
         Employee Development Program / Process YTD Participation
      Education Program (Enrolled in program/Active status)                        354
      Personal Leadership                                                          294
      Behaviors for Success Course                                                 128
      Managing Your Career Course                                                   46
      CTN Broadcasts                                                               544
      E-Learning Modules (# of individuals granted access to ED bundle)             61


  Education Reimbursement Program Payout $ 728,322

         Leadership Development Program / Process YTD Participation
      SCANA 360 for Leaders                                                         27
      Leadership Knowledge Assessment for SCANA                                     47
      PM 360                                                                        13
      Leadership Online Learning Module Registrations                              152
      LEAD Workshops                                                               561
      LEAD Certificates                                                             49


  Total Utilization (ED/LD Programs)                                              2,286

           SCANA CORPORATION                                               “Developing Our People”
Leaders’ Role in Development (Retention Focus)
 Align developmental activities with targeted business outcomes

 View development as a process, not an activity

 Prepare employee for current or future career assignments

 Remind employees that development is a continuous process

 Hold employees accountable for their own development




          SCANA CORPORATION                               “Developing Our People”
“What is Measured, Gets Done”
Results Are On Target
 Succession Planning and Leadership Development Programs have been embraced and fully
  funded by senior leadership.

 Top 50 High Potential Employees have been identified and placed in acceleration program by
  senior leadership team.

 2/3 of employment opportunities are filled by internal candidates.

 Only a 3% turnover rate in leadership levels during the last three years.

 All subsidiaries have begun to develop long range workforce plans which focus on the risk
  potential at the leadership level.

 Development has become embedded as a performance expectation through key HR and
  business systems.

 Managing performance and ensuring workforce planning is an integral part of leaders
  performance expectations



               SCANA CORPORATION                                       “Developing Our People”
Questions

				
DOCUMENT INFO
Shared By:
Categories:
Stats:
views:16
posted:12/23/2010
language:English
pages:44
Description: govOHR cpmSuccessionPlanning ppt Open position