Success planning 061114
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Succession Planning and the Development of Your High PotentialsA Completion Certificate will be emailed within 24 hours and a link will be shared at the end of the
webinar!
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Chris OsbornVice President of [email protected]@chrisosbornstl
Erin PinkowskiMarketing Manager
6,000+ Courses. 25 Topic
Areas. Unlimited Access.Improve your employees' performance with the
largest and fastest-growing library of on-
demand training videos and eLearning courses
today!
POLL QUESTION
What is your most pressing concern about your next generation of leaders?
A. We haven’t identified high potentials
B. Skill gaps
C. No development plan in place
D. No resources to develop leaders
E. Something else
It’s not just succession to the top – it’s getting the right person in place for every job. Some of tomorrow’s key jobs may not even exist now.
Robert M. Fulmer, Growing Your Company’s Leaders
What You’ll Learn:1. Best practices in
succession planning and HIPO development programs
2. A practical model for selecting participants for a success planning or HIPO development program
3. A model for determining the development targets and competencies for your program
Critical Trends• Broad Market
Forces and Trends
• Emerging competencies
• Future Job Needs – Likely Unknown Today
• Reduced employee loyalty
“So the question is not whether your company’s employees have the right skills: it’s whether that have the right potential to learn new ones.”
Claudio Fernandez-Araoz21st Century Talent Spotting
Harvard Business Review, June 2104
Best Practices:Succession Planning and the Bottom Line
Aligned with organization’s strategic objectives.
Analysis of current and future capabilities required.
Focused on potential and values.
Perceived as relevant and real by participants.
Drives a culture of continuous learning and development.
S.W.O.T. ANALYSIS
STRENGTHS: What do we do well today? Will our strengths prepare us for future success?
WEAKNESSES: What do we do poorly and why? Can we do LESS of this? What steps must we take to either improve or minimize the risks?
OPPORTUNITIES: What are our greatest opportunities for growth? Are our strengths aligned to take advantage of them? Do our weaknesses stand in the way?
THREATS: Where are we vulnerable? Are our biggest threats external or internal? Market-driven or competition? Lack of talent or not the right talent?
REQUIRES
EXECUTIVE
INVOLVEMENT!
STRATEGIC GOAL ALIGNMENT
Understanding of current and future trends for organization and industry.
OPPORTUNITIES
THREATS
Are our strengths aligned to take advantage of opportunities?Do our weaknesses stand in the way?
Where are we vulnerable?
Are our biggest threats external or internal?
Market-driven or competition?
Lack of talent or not the right talent?
MOTIVATION
CURIOSITY
INSIGHT
ENGAGEMENT
DETERMINATION
LOOK FOR POTENTIAL
Understanding of current and future trends for organization and industry.
CLEARLY DEFINE
STANDARDS,
REQUIREMENTS
AND
COMPETENCIES
RELEVANCY AND SUPPORT
Communicate the why, how and when?
HOLISTIC
THINKING
INTEGRATED
CHANGE
CAPACITY
COLLABORATION
COMMITMENT
CONTINUOUS LEARNING
A learning culture has five key elements.
Deciding Whom to Groom
Readiness
SELF- SELECTION
ASSESSMENTS
• Values-driven behavior
• Competencies• Career readiness
OBSERVATION
LOW PERFORMANCE
AND HIGH
POTENTIAL
HIGH PERFORMANCE
AND HIGH
POTENTIAL
HIGH PERFORMANCE
ANDLOW POTENTIAL
LOW PERFORMANCE
AND LOW POTENTIAL
5
5
4
4
3
1
2
1 2 3
High
High
Low
PERFORMANCE TO POTENTIALPOTENTI
AL
PERFORMANCE
COLLABORATION
LEARNING AGILITY
PEOPLE DEVELOPMENT
DIGITIAL LITERACY
GLOBAL CITIZENSHIP
Vision
Interpersonal Skills
Ability To Develop Others
Intelligence
Character
Managers need to stretch, challenge, and coach their high-potential employees…
Without multi-dimensional dialogue about these issues, managers tend to hold on to their high-potential people instead of helping them along an intentional developmental pathway.
High-potentials then may interpret this as a lack of company support and will be inclined to look elsewhere.
Ron Ashkenas,The Paradox of High Potentials
Harvard Business Review
Leaders at All Levels
Supervisory and Team LeadHIGH POTENTIAL EMPLOYEES
ManagingNEW MANAGERS AND NEWLY
PROMOTED
Advanced LeadershipMID AND SENIOR LEVEL
MANAGERS
Executive DevelopmentSENIOR DIRECTORS AND
VICE PRESIDENTS
Consideration
Exploration
Transition
Adoption
Succession Planning Phases
Succession PlanningPhases Pre-Promotion Post-Promotion
Consideration Exploration Transition Adoption
Focus Selection Roles and Responsibilities
Processes and Procedures
Professional Identity Information
Time Frame 1+ Year 1 Year or Less 1st 100 Days 6-18 months
Activities • Seminars• Informational
interviews• Job shadowing• Focus groups
• Training • Acting
Manager• Job
Rotation• Project
Manager
• Training• Mentoring• Networking
• Training• Mentoring• Feedback• Peer
Evaluation
A Succession Plan for First Time Managers, Maria Plakhotnik and Tonette S. Rocco, T&D Magazine, December 2011
We are moving from a world of problems, which demand speed, analysis and elimination of uncertainty to solve – to a world of dilemmas, which demand patience, sense-making and an engagement with uncertainty.
Denise Caron, It’s a VUCA World
It's almost become a price of entry for success now, especially in leadership and executive roles.
Victoria Swisher, Author of The Agile Leader, Quoted in The Importance of Agility, Human Resources Executive, February 2013
Best Practices:Succession Planning and the Bottom Line
Aligned with organization’s strategic objectives.
Analysis of current and future capabilities required.
Focused on competencies, skills and values.
Perceived as relevant and real by participants.
Drives a culture of continuous learning and development.
BIZLIBRARY.COM
Course Title:A.I.M. For Development -
Setting Personal Development Objectives
That Work
Course: Succession PlanningTips on implementing a robust process that ensures development and movement of staff in the right direction.
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Free trial of the BizLibrary Collection
6,000+ Courses. 25 Topic
Areas. Unlimited Access.Improve your employees' performance with the
largest and fastest-growing library of on-
demand training videos and eLearning courses
today!
BIZLIBRARY.COM
QUESTIONS
Use the Q&A box in the lower right hand portion of your screen.
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Click the link in chat for the completion certificate. You will also be emailed a link to the completion certificate within 24 hours.
Join us next week, Online Learning Resources. Do You Build, Borrow or Buy?
Activity ID #213641
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Chris OsbornVice President of [email protected]@chrisosbornstl
Erin PinkowskiMarketing Manager
