Leadership Development & Succession Planning Mahra Feb2009

Click here to load reader

  • date post

  • Category


  • view

  • download


Embed Size (px)



Transcript of Leadership Development & Succession Planning Mahra Feb2009

  • 1. Succession Planning Are You Ready for the Unexpected? February 3, 2009
  • 2. About SKYE We work with human resource professionals, business leaders, and company owners on organizational development efforts to help create greater alignment of employee performance with business results: Individual & Organizational Assessment Professional Development Training Coaching Strategic Planning Consulting We help you optimize your organizations performance 2
  • 3. Are You Ready for the Unexpected? Challenge Developing core leadership capability to drive organizational competiveness and success Solution Leadership development and succession planning: Align the organizations human capital management plan with its strategic plan
  • 4. Our Discussion 1. Study a model on how to define your company's business focus and competitive advantage 2. Learn why organizational leadership strength is critical to the support and effective execution of a competitive strategy 3. Link HR activity and initiatives to building core leadership capability aligned with organizational strategy 4. Review a succession planning case study
  • 5. 1 Alignment Challenge Business Strategy Talent Management Strategy Desired Values Employee Culture Profiles Mission Actual Develop- Long Short Employee ment Term Term Skills Plans Initiatives Goals
  • 6. The Transformation Model STRATEGY CULTURE RESULTS Business ENVIRONMENT Work Culture Norms What Business You Are In Organization Current Market Conditions General Morale Current Key Result Current Products and Services Current Mission Areas Key Customers Job Satisfaction Core Competencies Current Guiding Current Measurement Key Competitors Worker Attitudes, Current Market Position Principles and Tracking Systems Behaviors, and Beliefs Key Stakeholders Performance Against Key Sense of Shared Resource Inventory: Management Attitudes, External Influencing Factors Industry Success Factors Vision Equipment, Capital, Behaviors, and Beliefs Manpower, Materials, Market, Environment, and Current Distinguishing Strategy Current Management Technology Technology Assumptions Philosophy Current Strategic Focus Current Financials: Current Objectives and Goals Revenue, Cost Structure CORE PROCESS SYSTEMS Physical Layout Map STRUCTURE Core Processes Maps Coordination Development Support Processes Maps Communication and Recruitment &Selection Organization Chart & Reporting Information Sharing Key Processes Maps Relationships Orientation Decision Making and Key Process Variances Organization Levels & Staffing Training & Development Authorization Numbers Process Cycle Time and Progression & Promotion Measurement & Feedback Efficiency Span of Control Performance Evaluation Goal Setting Computer Delivery System Current Groupings and Feedback Policies and Procedures Linking Mechanisms Compensation Job and Role Structures Recognition
  • 7. Strategic Direction 1. What is our ideal vision of the future? 2. Who are our customers? 3. What are our deliverables? 4. What are our core competencies? 7
  • 8. Achievement Model O rg an ct r fa me C iz n io ul at tis to tu io Sa us re na C l Strategy Leadership Execution l O Int ia ce nc an pe er ra na a in rm tio l F fo ns er P
  • 9. Deliverables Automobiletransportation, comfort, prestige, safety Clothingease of care, comfort, fashion Physical checkuphealth, emotional well-being, 9
  • 10. Core Competency A bundle of skills, technologies, and capabilities which provide strategic advantage. 1. It must deliver significant value to the customer 2. It must create differentiation from competitors 3. It must form the basis for entry into new markets 4. It is not easy for other organizations to replicate 10
  • 11. Examples of Core Competencies Toshibaflat screen displays (broad arena of applications) Sonyminiaturizati