Succession Planning and Team Re-Building Robert E. Lewis, Ph.D.
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Transcript of Succession Planning and Team Re-Building Robert E. Lewis, Ph.D.
2010 APTMetrics, Inc.
Succession Planningand Team Re-Building
Robert E. Lewis, Ph.D.November 5, 2010
Presented at the CBIA Mid-year Conference
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About APTMetrics
• Full-service human resource process consulting firm comprised of:• Ph.D. industrial/organizational
psychologists• Human resource professionals • IT specialists
• Diversity provider (certified by the Women’s Business Enterprise National Council)
• What sets APTMetrics apart:• Professional integrity• Industry expertise• Technical skill• Customer service
Global Strategies for Talent
Management
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Our International Reach
Our International Strategic Partners:Europe: Kiddy & Partners, www.kiddyandpartners.comAsia Pac: Human-Scope, Ltd., www.human-scope.com
New York
London:
Chicago
Atlanta
Singapore
Sydney
Kuala Lumpur
Delhi
Shanghai
Stockholm
Milan
Cities where we have consultants
Hamburg
Tokyo
Paris
Dubai
Hong Kong:
Lima
Virginia
Seattle
Our International Strategic Partners:
34 U.S.Consultan
ts
20 EU Consultan
ts
17 Asia-Pac
Consultants
www.KiddyandPartners.com
www.Human-Scope.com
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Our Agenda Today
• Top reasons to avoid or put off succession planning
• Key steps to succeeding at succession
• Key questions to ask yourself
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Top Reasons for Avoiding Succession
• We’re too busy right now to think of succession.
• We plan succession every year.
• HR takes care of succession.
• We’ll take care of that later—our folks are happy to be employed right now.
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Problems with Avoidance
• You may be busy, but so are the recruiters• Calls are picking up as businesses hire in anticipation of
growth• Businesses are sitting on a record amount of cash
• Typical succession planning is an event, not a process• You may do plan yearly, but do you implement
continuously?• How often do you refer to the succession plan
• HR driven succession is often not business driven• Constrained by budgets and an overreliance on
development or training programs• Not framed by a thorough understanding of where the
business is going
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Why Manage Succession?
• Prepare for the business you’ll face in the near term future.• Launch or acquisition of new businesses or
technologies• The need to manage outsourced
technologies• Determine the depth of talent pool for
critical roles• to mitigate risk and to drive strategic
improvements• for smaller businesses, to create a
continuity plan to ensure lines of credit, business operations
• To reinforce the loyalty of strong performers
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Key Steps to Successful Succession Management
• Develop a culture of development and succession—motivate the company to think about succession
• Develop a pipeline of potential successors by driving development intelligently through the organization
• Know the key roles—and demands the business will make on them—in depth
• Know the people who are possible candidates for the roles
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a. Articulate why it is important to you and the company
b. Challenge everyone to find opportunities to learn, stretch, and add skills as part of their everyday work.
c. Teach and encourage managers to ask about learning.
d. Leverage your performance management process to ensure managers are appraised on developing people
e. Promote from a healthy pool using transparent and valid selection procedures.
Develop a Culture or “Mindset” of Development and Succession
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Questions That Drive a Succession “Mindset”
For Executives• What will we gain out of stronger succession and
development?• Do I know who produces strong talent in the
organization?• What have I done to reinforce a focus on succession and
development today? This week?
For HRa. What do changes in the business imply for our
talent/skills profile?b. Does our performance management and reward system
deliver strong data and development?c. How am I facilitating development in the company to
meet future needs?
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1. Weave development into everyday roles and work activities; hold managers accountable for ensuring projects and goals yield development in addition to performance outcomes.
2. Broaden perspectives and experiences through ad hoc or virtual teams rather than churning people through jobs.
3. Cast a wide net.
Develop a Pipeline of Successors…
…by driving development intelligently through the organization
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For Executives• Are we delegating work that stretches people
in the direction we need them to stretch?• Am I setting a good example by focusing on
the development of my direct reports? On a daily/weekly basis?
• Do I frequently articulate the value of development and ask people where they’re growing or what they need to grow?
Questions That Drive an Organizational
Focus on Development
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For HR• Am I depending too heavily on training courses
(butts in seats)? Too little on stretch or targeted assignments?
• Are we training/encouraging managers to address development on an everyday basis? As a regular part of project reviews? In how they assign work?
• Do I frequently prompt my partners in the business to implement task forces/virtual teams/etc. as a development vehicle? To cast a wide net when they nominate people for those teams?
Questions That Drive an Organizational Focus on Development
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a. Determine key business needs and implications for jobs/roles.
b. Perform a work analysis to identify the work demands of key roles and critical experiences, knowledge, skills, and abilities needed to succeed
c. Analyze where in the organization these critical skills can be obtained
Know the Key Roles—and the Demands the Business Will Make on Them—in Depth
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Business Challenges and ContextOutcomes
JOB
Business Challenge and Context
Business Outcomes
• Identify new sourcing needs
• Change/redesign jobs to meet new demands
• Determine organizational development needs
• Create selection/promotion standards
• Tasks performed• Scope and Work
Output• Technical Skills
Required• Competencies
Required• Education Required• Experience Needed
WORK
ANALYSIS
JOB
JOB
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For Executives• Can I identify the key roles in the company?
Can I readily identify the expectations, goals, and requirements of key roles in the organization?
• Do we have solid understanding of the chain of positions people must have in order to be prepared for a key job?
• Can I articulate the talent implications of the changes we’re driving in our business? Am I confident we’re tracking and building key skill sets?
Questions That Drive a Focus on Key Business Demands and Role Implications
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For HR• Am I funding development programs based on
clear job specifications so I know where and how those skills will be used?
• Do we have a common framework for linking selection and promotion processes to development and career planning?• If a legal challenge was made today can I
defend how we’ve selected and promoted people? How
we’ve allocated development opportunities?
Questions That Drive a Focus on Key Business Demands and Role Implications
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Identify the pool of possible successors• Develop strong assessments of performance and
potential• Capture individual motivations and values
through conversation and structured assessment• Capture experiences identified by the work
analysis and business• Schedule regular sessions to have structured
and in-depth discussions.
Know the People Who are Possible Candidates for the Roles
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CANDIDATE COMPETENCY ASSESSMENT (Sample)Production Services OrganzationPosition: Manager IMC Operations
Rating Scale: 5=Extremely Competent / 4=Very Competent / 3=Competent / 2=Somewhat Competent / 1=Not Sufficiently Competent
Candidate Competency Ratings
Competencies & Professional Skills Weight Can
dida
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Can
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Can
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Can
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Can
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Can
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Can
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Team Comm itment 10 2 3 4 4 4 4 4Self Confident Integrity 10 1 2 3 3 3 4 4Developing Others 5 3 1 2 3 5 3 5Learning from Experience 15 1 2 2 4 5 3 3Budget Preparation and Financial Management 10 2 3 3 3 3 2 3Operations and Services Management 30 2 1 3 2 3 4 4Technical Knowledge of MF, Networking, Client Server 20 2 2 2 4 3 4 5
Weighted Score: 36 37 54 63 70 72 80
Candidate Overall Ratings
36
37
54
63
70
72
80
0 10 20 30 40 50 60 70 80 90
Candidate 1
Candidate 2
Candidate 3
Candidate 4
Candidate 5
Candidate 6
Candidate 7
CANDIDATE COMPETENCY ASSESSMENT (Sample)Production Services OrganzationPosition: Manager IMC Operations
Rating Scale: 5=Extremely Competent / 4=Very Competent / 3=Competent / 2=Somewhat Competent / 1=Not Sufficiently Competent
Candidate Competency Ratings
Competencies & Professional Skills Weight Can
dida
te 1
Can
dida
te 2
Can
dida
te 3
Can
dida
te 4
Can
dida
te 5
Can
dida
te 6
Can
dida
te 7
Team Comm itment 10 2 3 4 4 4 4 4Self Confident Integrity 10 1 2 3 3 3 4 4Developing Others 5 3 1 2 3 5 3 5Learning from Experience 15 1 2 2 4 5 3 3Budget Preparation and Financial Management 10 2 3 3 3 3 2 3Operations and Services Management 30 2 1 3 2 3 4 4Technical Knowledge of MF, Networking, Client Server 20 2 2 2 4 3 4 5
Weighted Score: 36 37 54 63 70 72 80
Candidate Overall Ratings
36
37
54
63
70
72
80
0 10 20 30 40 50 60 70 80 90
Candidate 1
Candidate 2
Candidate 3
Candidate 4
Candidate 5
Candidate 6
Candidate 7
Name of position and organization
Name of position and organization
Set of critical competencies and professional skills for position
Set of critical competencies and professional skills for position
Set of candidates for position
Set of candidates for position
Candidate ratings on competencies and professional skills
Candidate ratings on competencies and professional skills
Overall candidate assessment scores
Overall candidate assessment scores
Know the People Who are Possible Candidates for the RolesAggregate the data in ways that make sense given your business.
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For Executives• Do we have talent discussions based on
impressions over the last few months or based on data that tracks performance over years?
• Do we trust our “potential” and “readiness” ratings or do we hash over them endlessly? Does our “high potential” list change frequently because we change our mind? Because they leave the organization?
• Can each of my direct reports articulate clearly why someone meets the standards of a high potential? Are they all defining “high potential” in the same way?
Questions That Drive a Focus on Knowing Your People
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For HR• As I review development plans do I find them
clear, with accountabilities, and tied to developing valued skill sets?
• Do I use, ignore, or explain away our performance appraisal ratings?
• Am I getting insight into the development gaps or weaknesses that cut across the organization?
• If an opportunity arises quickly do we know who has the specialized skills to fill it?
Questions That Drive a Focus on Knowing Your People
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Summary1. You can move fast
• These steps were presented sequentially but can and should be executed in parallel.
2. Technology helps but so does simplicity• There are systems that can automate data collection
and analysis but much can be done with well thought out spreadsheets.
3. The biggest hurdle is the one you can influence the most (and do so with the least cost)• It’s influencing the mindset. By asking the questions
we’ve outlined (both of yourself and your direct reports/clients) you’ll prompt greater and deeper thinking about the value of preparing people to take on important organizational roles.