Post on 11-Jul-2020
Presented By |
Building Your Succession Plan
through a One Page Talent Matrix
Nicole Pfeiffer, SPHR, SHRM-SCP, GBA, CMS, CEBS
Vice President, Employee Benefits
11.12.19
LITTLE ABOUT ME
Nicole Pfeiffer,
SPHR, SHRM-SCP, GBA, CMS, CEBSVice President, Employee Benefits
Nicole Pfeiffer is a Vice President of Employee Benefits for Cottingham & Butler. Nicole offers consultative advice to business decision-makers regarding their employee benefit plans. Nicole has been with Cottingham & Butler since April 2004. Prior to Nicole’s role in Employee Benefits, she worked as the Vice President of Human Resources and Director of Marketing for the firm. Prior to joining Cottingham & Butler, Nicole worked for Procter & Gamble in a Business Development role.
Specific Experience• Specializes in Employee Benefits Consulting• Experience in Human Resources and Marketing
Education• BS in Mathematics and BBA in Business Admin from the University of Iowa• MBA from The University of Iowa Tippie School of Management• Designations: SPHR, SPHR-SCP, GBA, CMS, CEBS
Speaking Engagements• State of IL SHRM Annual Conference 2014, 2015, 2016, 2017, 2018• State of IA SHRM Annual Conference 2015, 2016, 2017, 2018• State of WI SHRM Annual Conference 2016, 2017, 2018• Various regional SHRM Events
Volunteerism• Board of Director’s Past President for the Dubuque Women’s Leadership Network• Board of Director’s Past President for the Dubuque March of Dimes
TODAY’S AGENDA
We’ll take a dive into a simple and effective method for conducting succession planning using a one page talent matrix. Through this process, you’ll uncover the quality and depth of your future leaders. Once you know your grid results, you’ll be able to craft a plan to develop and engage your organization’s talent.
You’ll learn how to: 1) Inform and Train Managers2) Conduct the Calibration Meeting3) Build Developmental Activities4) Track and Conduct Follow up5) Create Transparency and Accountability
Only 50% of firms engage in talent reviews and succession planning –and only 50% of those have a formal process
WHERE ARE YOU IN THE SUCCESSION PLANNING CONTINUUM?
ONE PAGE REVIEWS
Attempt I:
All Employee Review. One page template where supervisor accesses the employee on company criteria. Presented to Chairman, CEO and HR.
Pros:
• Broad and quick overview on all company talent. 2 minutes.
• Identified obvious gaps between talent and compensation or talent and responsibility.
Cons:
• Intensive paperwork
• Intensive time
REPLACEMENT PLANNING
Attempt II:
Replacement Planning. Managers to identify replacements for their role and supervisors roles.
Pros:
• Taking our first step at action to identify key roles and potential replacements.
• Asking managers to start thinking about their potential future replacements and the development needs of those individuals.
Cons:
• Reactive
• Narrow approach
FORCED RANKINGS
Attempt III: ABC Forced Employee Rankings.
Pros: • Jack Welch Philosophy• Forced Rankings.
20%/70%/10%. • Forces managers to identify
differentiation.
Cons: • Difficult to force rank a
population. Especially a small population of high performers.
• Creates a culture of competition not cooperation.
Name Job Title Supervisor Name Department DescriptionPerformance
Rank
Service Specialist Supervisor, Susie Quality Assurance B
Service Specialist Supervisor, Susie Quality Assurance A
Service Specialist Supervisor, Susie Quality Assurance B
Service Specialist Supervisor, Susie Quality Assurance B
Service Specialist Supervisor, Susie Quality Assurance B
Service Specialist Supervisor, Susie Quality Assurance C
Service Specialist Supervisor, Susie Quality Assurance B
Service Specialist Supervisor, Susie Quality Assurance A
Service Specialist Supervisor, Susie Quality Assurance B
Service Specialist Supervisor, Susie Quality Assurance B
Service Specialist Supervisor, Susie Quality Assurance B
Service Specialist Supervisor, Susie Quality Assurance B
Service Specialist Supervisor, Susie Quality Assurance B
Service Specialist Supervisor, Susie Quality Assurance B
Service Specialist Supervisor, Susie Quality Assurance C
Service Specialist Supervisor, Susie Quality Assurance B
Service Specialist Supervisor, Susie Quality Assurance C
Service Specialist Supervisor, Susie Quality Assurance A
TALENT REVIEWS
Attempt IV: Corporate Talent Matrix
Based on the Harvard Business Press Book, “One Page Talent Management” by Marc Effron & Miriam Ort
Two objectives:
• To understand the quality and depth of your leaders
• Plan for succession by predicting which leaders will succeed
Pros:
• Minimum paperwork and bureaucracy
• Opens lines of communication
Cons:
• Additional work to be done after High Performers and High Potentials are identified
START (HIRE) WITH SCIENCE
Smart wins every timeSome personality traits
matter (and some don’t)P-O Fit
High-Potential Management Survey Corporate Leadership Council, 2005
29%
PERFORMANCE
29% of high performers that are
high potentials
71% of high performers that
are not high potentials
7% of high potentials that are not high performers
93% of high potentials that are high performers
POTENTIAL
High-Potential Management Survey Corporate Leadership Council, 2005
93
WHO TO BET ON
1. They are strong performers today2. They have the ambition, aspiration and willingness to make personal sacrifices
a) Do they have the desire to lead at more senior levels? Have you asked him/her about their aspirations?
b) Are they mobile?c) Are they willing to make personal sacrifices and trade-offs required in more senior
leadership roles?
3. An individual you would stake your reputation on that they’ll perform really well in bigger, more complex, unfamiliar leadership rolesa) It’s your judgment of how they’ll perform in bigger, more complex, unfamiliar
leadership rolesb) You are trying to predict if the person would know what to do in a situation in which
they have never been in before.
YOUR JUDGMENT
EXPERIENCES
Variety
Diversity
Adversity
Intensity
INTELLECTUALHORSEPOWER
1. How quickly does this person get to a
sound POV on a complex issue?
2. Do they make the complex simple:
When they explain things, how easy
are they to understand?
WILL THEY EXCEL INUNFAMILIAR LEADERSHIP ROLES?
1. Have you regularly put her in VERY unfamiliar
situations and has she beat the odds and figured
out what to do?
2. How does this person deal with ambiguity? Is she
comfortable when things are up in the air and the
environment is very grey?
3. Is she really “smooth” with people? Can she size up
people quickly? Is she comfortable walking in to a
“hornet’s nest” and finding common ground?
4. Does she thrive on change? Does she create broad
and deep followership during times of change?
5. Does she always gets results against all odds? Is she
resourceful? Does she inspire others?
A TYPICAL P X P GRID
POTENTIAL TO ADVANCE
Well placed for next
# years
Up # level in
the next # years
Up # levels in the
next # years
PE
RF
OR
MA
NC
E D
UR
ING
PA
ST
3 Y
EA
RS
To
p #
%M
idd
le #
%L
ow
er
#%
My Group’s Talent Needs During
the Next Three Years
1.
2.
3.
My Group’s
Most Pressing Talent Issues
1.
2.
Defined as the ability to move up in
the organization at a certain pace
Average over 3
years presents more
accurate view of
actual capabilities
No labels in
the boxes & no
definitions!
THE PXP GRID: ELIMINATE COMPLEXITY
Use a Performance & Potential (P x P) Grid
• Keep the PxP Grid Simple
• Assess Potential to Advance
• Assess Performance over Time
Talent Assessment
POTENTIAL FOR ADVANCEMENTStewart Griffin Ricardo Acelero Mary Jo Reilly
Joyce Turner Lauren Bissy
HIGH
20%
PER
FOR
MA
NC
E IN
RO
LE
Chloe Kitton Christina Richards
Robert Smith Sue Smith
Alissa Oliver John Rider
MEDIUM Robbie Lucas Avery Childs
60% George Jones
William Schmidt
LOW
20%
LOW MEDIUM HIGH
STEP 1: INFORM AND TRAIN MANAGERS
• Introductory Meeting
• Communication from the top
• Inform about the process
• Train on the tool
• Come back together in about
2 weeks to 1 month
Talent Assessment
POTENTIAL FOR ADVANCEMENT
HIGH
20%
PER
FOR
MA
NC
E IN
RO
LE
MEDIUM
60%
LOW
20%
LOW MEDIUM HIGH
STEP 2: CONDUCT THE CALIBRATION MEETING
• Calibration Meeting #1
• Invite all managers from one department
• Each manager comes having assessed their
direct reports
• Discuss each manager’s PxP grid
• Candidate conversations amongst all
managers
• Agree on key development activities
• Each department to identify their top 3
talent issues
• Review the overall grid for the group
Talent Assessment
POTENTIAL FOR ADVANCEMENTStewart Griffin Ricardo Acelero Mary Jo Reilly
Joyce Turner Lauren Bissy
HIGH
20%
PER
FOR
MA
NC
E IN
RO
LE Chloe Kitton Christina Richards Brett Canfield
Robert Smith Sue Smith Joan Right
Alissa Oliver John Rider
MEDIUM Robbie Lucas Avery Childs
60% George Jones
William Schmidt Jennifer Jackson
LOW
20%
LOW MEDIUM HIGH
TOP 3 TALENT ISSUES
Need for additional High performing sales talent
Jan’s upcoming retirement
Susie has the ability to take on more. Identify her next role.
ASK THE CHALLENGING QUESTIONS
For those initially rated highest potential . . .
• Would you stake your corporate success on this person?
• What job would you put them into in # years?
• How do they compare to the others in this category?
For those who are medium potential . . .
• What one thing could most quickly move them in the high potential category?
For those who are in your “average” category . . .
• What can we do to move them up or over?
• Are they consistently in the bottom half of average?
• How easy would it be to find similar Talent at a similar price outside?
19
CALIBRATION MEETING RESULTS
• Box 9: Prime Talent – Ensure there
is a strong development plan
• Box 4: Expert Talent – Use as a
mentor
• Box 6: Budding Talent – Usually
newer employees with lots of
potential who need time and
opportunity to shine.
• Box 1: Mismatched Talent –
mismatch within the role or the
organization. Needs PIP and action.
STEP 3: DEVELOPMENTAL ACTIVITIES
• Identify the key individuals in
each department.
• Create developmental plans for
these individuals.
• Add value with opportunity
• Record the division’s top talent
needs and work on an action plan
DEEP
EXPERIENCE XCAREER
GROWTH=BROAD
EXPERIENCE
GEOGRAPHY
MANAGEMENT
LIFE-CYCLE
FUNCTION
THE BEST OPPORTUNITIES CONTAIN 2 OR 3 DIFFERENT TYPES OF EXPERIENCES
You are brilliant at
what you do
You can succeed in a variety
of challenging situations
EXPERIENCE, UNDER DIFFERENT CHALLENGES
22
THE DEVELOPMENT FORMULA
SO IS THIS THE RATIO OF DEVELOPMENT EFFORTS AT YOUR COMPANY? ARE EXPERIENCES THE “LANGUAGE” OF DEVELOPMENT?
70% of learning occurs through experiences (projects, assignments, etc.)
20% of learning occurs through others (feedback and targeted coaching)
10% of learning occurs through formal education
ADDING VALUE
Talent Assessment
POTENTIAL FOR ADVANCEMENT
Compensation targets: Compensation targets: Compensation targets:
Base 50%; Bonus 75% Base 50%; Bonus 75% Base 60%; Bonus 90%
Development investment: Development investment: Development investment:
HIGH 1.5X average 2x average 5x average
20% Hi-Po Program: No Hi-Po Program: consider Hi-Po program: YesP
ERFO
RM
AN
CE
IN R
OLE
CEO/board Exposure: Maybe CEO/Board Exposure: Yes CEO/Board Exposure: Yes
Relocation: no Relocation: Yes Relcoation: Yes
Special projects: Yes Special projects: Yes Special projects: Yes
Compensation targets: Compensation targets: Compensation targets:
Base 50%; Bonus 50% Base 50%; Bonus 50% Base 60%; Bonus 60%
Development investment: Development investment: Development investment:
MEDIUM .50x average Average 2x average
60% Hi-Po Program: No Hi-Po Program: no Hi-Po program: consider
CEO/board Exposure: NO CEO/board exposure: Maybe CEO/Board Exposure: Yes
Relocation: no Relocation: Consider Relocation: Yes
Special projects: No Special projects: Yes Special projects: Yes
Compensation targets:
Base 25%; Bonus 0%
Development investment:
LOW none
20% Hi-Po Program: No
CEO/board exposure: No
Relocation: no
Special projects: no
LOW MEDIUM HIGH
• Compensation targets• Developmental
investment• Hi-Potential Program• CEO/Board Exposure• Relocation
Opportunities• Special Projects
COACHING
25
2 + 2 Coaching• Quarterly with all directs• 15 minutes each• 2 comments about goals –
reinforce or redirect• 2 things to do more or do less
of going forward
Coaching Follow-up• 100% Transparency on
expectations• 1 question audit• “Have you had a quality
coaching conversation with your manager in the past 3 months?”
FINDINGS ON DEPARTMENT HR KEY ISSUES
• Department A: 1) Shortage on experienced personnel in light of new
business and terminations, 2) Performance issues Joe
• Department B: 1) Need for additional high performing sales team
members, 2) Joann’s future retirement/replace identified, 3) Giving Sue
additional responsibilities
• Department C: 1) Jan’s future retirement, 2) Retaining Jill, 3) George’s
inability to travel
• Department D: 1) Management training for identified individuals, 2)
Promotion discussion regarding 2 top candidates for Service Supervisor,
3) Change of role for Sara, 4) Ways to combat poor attendance
• Department E: 1) Need for sales talent – added Frank, Kyle, and Jamie, 2)
Need for service talent – added Heather, John, Braden, Collins, 3) Better
communication of division’s vision and career pathing
• Department F: 1) Back-up Doctors, 2) Supervisor Transitions, 3)
Analytical person
• Department G: 1) Amy potential ASR supervisor, 2) Plan to get Joan out
of management, 3) Kara wanting elevated role
• Department H: 1) Need for more Sales Leadership – identified Andy,
Thomas and Helen, 2) Need for more Service Leadership – to discuss at
next meeting, 3) Need for more sales talent
• Add additional staff
• Performance plans
• Retirements/Transition plans
• Individual Development Plans
• Management Training candidates
• Promotion candidates
• General employee relations –attendance, morale, communication
STEP 4: TRACKING AND FOLLOW UP
• Hold Calibration Meetings 2x/year
• Calibration Meeting #2- Record new employees on the grid- Discuss who has moved?- Follow up on developmental activities- What progress has been made on the
top talent issues?
• Create a master grid for the organization
Talent Discussion Tracking
Intro Meeting Calibration Meeting #1 Calibration Meeting #2
Department Scheduled Attended Scheduled Attended Scheduled Attended
Department A 03/21/2017 X 05/01/2017 X 10/28/2017 X
Department B 03/01/2017 X 04/01/2017 X 11/15/2017 X
Department C 03/01/2017 X 05/01/2017 X 10/28/2017 X
Department D 03/27/2017 X 05/01/2017 X 10/28/2017 X
Department E 03/04/2017 X 05/25/2017 X 10/28/2017 X
Department G 03/14/2017 X 05/01/2017 X 11/13/2017 X
Department H 03/01/2017 X 04/29/2017 X 10/28/2017 X
Department I 02/21/2017 X 04/01/2017 X 11/13/2017 X
Department J 02/25/2017 X 04/01/2017 X 10/28/2017 X
Department K 03/13/2017 X 05/07/2017 X 11/15/2017 X
Department L 03/04/2017 X 04/03/2017 X 11/13/2017 X
Department M 03/20/2017 X 04/23/2017 X 11/15/2017 X
FLAWLESS FOLLOW-UP
• It sounds easy, but many large companies fail this step
• The most basic tracking sheet can be effective
• Record every decision in the meeting
• Agree on who will be responsible for follow up (Hint: It’s you)
• HR checks against progress on monthly or quarterly basis
• Status chart presented at next Talent review
Status (use drop down menu choices)
Area/Sub Area
Person Activity/Action Due Date Responsible Actions/Notes
In process RiskCecilia Smith
Refocus portfolio 1/5 Susan
28
STEP 5: THE TRANSPARENCY DEBATE
~40% tell: Unchanged over 15 years
When companies don’t tell:
• 62%: We're concerned about engagement of individuals who find out that they
are not currently rated as high potential
• 60%: We're concerned that they will develop outsized/unrealistic expectations
about their future movement and/or treatment
• 60%: Our managers can't effectively communicate this message
THESE ARE EASILY SOLVABLE ISSUES AND THEREFORE POOR REASONS FOR NOT TELLING EVERYONE WHERE THEY STAND!
29
CREATE TRANSPARENCY AND ACCOUNTABILITY
To Tell or Not to Tell
• Hold discussions during annual review time
• Ensure that high potential employees know that
they have high potential
• Discuss commitment and investment, not labels
• Balance the conversation
• Tell everyone else too
The Organization’s Responsibility
• Managers must tell the employee his/her
results of the talent reviews
• Managers must follow up on developmental
steps
ONE COMPANY’S RESULTS
Department• Each department maintained their own department grid
• Each department identified their future promotions
• Departments got to work on performance improvement plans for their lowest performing employees
• Planning took place for pending retirements
• Opened up more communication between departments and HR on issues and solutions
Corporate:
• Created one grid for the entire company. “The Talent Belongs to the Entire
Organization.”
• Identified 25 employees for an emerging leadership development program
• Identified 5 individuals for future division leadership roles and created personalized
specific leadership development plans
EMERGING LEADER PROGRAM
• There was a need to create a
training program for future and
current supervisors
• Identified the competencies and
skills
• Hired external trainer
• Enrolled 25 employees
• Year long program held monthly
Training Topics Overview
Hiring Process Characteristics sought, Interviewing Techniques used, Assessing talent, Decision Making
Employee Performance Process
How to write and deliver a performance review and pay change. Best practices.
Improvement Process Determining when to use an Improvement plan, drafting one, communicating and follow through.
Termination Documentation, decisions impacting unemployment, and the termination meeting
Running a Team Meeting Take a look at some best practices on how to run an effective team meeting. Agendas, 5 minute meeting planner, ownership, and follow-up.
One-on-One Meetings What does an effective one-on-one meeting look like and how can you make your meetings more productive. Agendas, Accountability, Follow through.
Time Off Learn the fundamentals of Vacation, EA, Bereavement, FMLA, STD, LTD, and Unpaid Time off. Learn the time and attendance system Unitime.
HR Legal Basics FLSA, Overtime, Unemployment, Temporary Help, Exempt/NonExempt Classification
Emotional Intelligence and Addressing Difficult Personal Situations with Empathy
Best Practices when an employee is going through a difficult situation. How to find website resources and how to gently recommend services available.
FUTURE DIVISION LEADERS
The current leadership team:
• Rewrote Senior Leader job description
(Practice Leader).
• Identified the Knowledge, Skills and Abilities
necessary to be a Practice Leader.
• Knowledge: 2 areas
• Skills: 10 attributes
• Leadership Ability: 4 E’s model
• Created a current competency evaluation
form for the individuals.
• Selected 5 individuals that we believed could
be a future Practice Leader
• Created specific development plans for these
5 individuals
WHERE ARE YOU IN THE SUCCESSION PLANNING CONTINUUM?
Thank you!
Today’s Presenter:
Nicole Pfeiffer
npfeiffer@cottinghambutler.com
563-587-5208