Succession Planning and Management
We need to plan and develop the future leadership for CE units
• We face an aging workforce and looming retirements • Our best people are more likely to leave in a competitive job market • We are concerned about retention, knowledge transfer, continuity of operations
What is Succession Planning and Management?
A deliberate and systematic effort that ensures: • Leadership continuity in key positions • Retention and development of intellectual capital for the future • Encouragement of individual advancement
Succession vs. Replacement
Succession Plans • Long-term: 12-36 months • Focus on future leadership • Develops leaders capable of filling multiple assignments Replacement Plans • Short term: 0-12 months • Focus on immediate needs • Develops back-up staff for key positions
How does it happen?
We apply specific procedures to insure that talent is: • Identified • Developed • Retained
Traditional approaches to meeting succession needs
In • Up • Down • Across • Progress in Place (career ladders) Out
Roles and Involvement
• Leadership Champions • Human Resources Team • Dialogue Teams within organization • Internal Employees identified for possible succession • Outside facilitators, recruiters • Other outside organizations as sources for recruitment
I. Planning: Internal Discussions
1. Succession needs and priorities 1. Environmental Scan 1. Work functions: now and in future 1. Demand: Staffing level, skills, titles 5. Supply: likely availability of workers 1. Gaps: priority needs 1. Solutions: what specific actions will you take to address the priorities?
Next: Identify potential internal candidates
• Quality performance review process that assesses Skills, Knowledge, Abilities and Potential promise for key positions. • Inquiry as to level of interest in advancement to key positions
II. Implementation of the Succession Plan
• Conduct Succession Planning Training for the organization’s leaders Analyze critical skills and the workforce Address critical skills shortages
• •
II-A: Internal Candidates
Advantages • Provides rewards and incentives for great employees • Cost effective • Morale-boosting Disadvantages • Organizational inbreeding • Possible infighting or jockeying for position • Heavy load on training and development
Development of Internal Candidate Pool
• Training Programs • Mentoring Plans • Implement “Emerging Leaders” and “Advanced Leaders” development programs • Meaningful performance reviews and goal setting • Career ladders • Mentor/supervisory feedback processes
Human Resource Development Components
• Training: Based on skills, knowledge and abilities in present job • Development: Preparing for future responsibilities • Organizational Development: Planning interventions to enhance organizational effectiveness • Career Development: Planning and managing career stages
Career Development
Where career plans are developed, implemented and tracked • • • • Employee self-assessment Employee development systems Individual coaching/counseling Job matching systems
II-B: External Applicants
Sources may include: • Former employees • Referrals from colleagues and employees • Previous applications • Professional associations • Internet applicant pools • Search firms and agencies • Advertising and walk-in applicants
Decision: Internal or External?
Depends on • Organization’s needs, culture and philosophy • Geographic location • Labor pool for level of positions to be filled • Pay and benefits • Time and budget constraints • Affirmative Action goals • Labor Union obligations
III. Evaluation
Make your succession planning efforts a learning opportunity. • Evaluate the success of job filling goals • Evaluate whether planned career development has taken place
A We Want to Become an Employer of Choice Become an employer of choice by: • Ensuring work-life balance • Providing opportunities to learn and advance • Give incentives for top performance • Keep “spirit” in the workplace • Have a participative environment
Further information…
Winning the Talent Wars: Bruce Tulgan Career Planning and Development William J. Rothwell et al. Effective Succession Planning: William J. Rothwell. Email: [email protected]
doc_580097308.ppt
We need to plan and develop the future leadership for CE units
• We face an aging workforce and looming retirements • Our best people are more likely to leave in a competitive job market • We are concerned about retention, knowledge transfer, continuity of operations
What is Succession Planning and Management?
A deliberate and systematic effort that ensures: • Leadership continuity in key positions • Retention and development of intellectual capital for the future • Encouragement of individual advancement
Succession vs. Replacement
Succession Plans • Long-term: 12-36 months • Focus on future leadership • Develops leaders capable of filling multiple assignments Replacement Plans • Short term: 0-12 months • Focus on immediate needs • Develops back-up staff for key positions
How does it happen?
We apply specific procedures to insure that talent is: • Identified • Developed • Retained
Traditional approaches to meeting succession needs
In • Up • Down • Across • Progress in Place (career ladders) Out
Roles and Involvement
• Leadership Champions • Human Resources Team • Dialogue Teams within organization • Internal Employees identified for possible succession • Outside facilitators, recruiters • Other outside organizations as sources for recruitment
I. Planning: Internal Discussions
1. Succession needs and priorities 1. Environmental Scan 1. Work functions: now and in future 1. Demand: Staffing level, skills, titles 5. Supply: likely availability of workers 1. Gaps: priority needs 1. Solutions: what specific actions will you take to address the priorities?
Next: Identify potential internal candidates
• Quality performance review process that assesses Skills, Knowledge, Abilities and Potential promise for key positions. • Inquiry as to level of interest in advancement to key positions
II. Implementation of the Succession Plan
• Conduct Succession Planning Training for the organization’s leaders Analyze critical skills and the workforce Address critical skills shortages
• •
II-A: Internal Candidates
Advantages • Provides rewards and incentives for great employees • Cost effective • Morale-boosting Disadvantages • Organizational inbreeding • Possible infighting or jockeying for position • Heavy load on training and development
Development of Internal Candidate Pool
• Training Programs • Mentoring Plans • Implement “Emerging Leaders” and “Advanced Leaders” development programs • Meaningful performance reviews and goal setting • Career ladders • Mentor/supervisory feedback processes
Human Resource Development Components
• Training: Based on skills, knowledge and abilities in present job • Development: Preparing for future responsibilities • Organizational Development: Planning interventions to enhance organizational effectiveness • Career Development: Planning and managing career stages
Career Development
Where career plans are developed, implemented and tracked • • • • Employee self-assessment Employee development systems Individual coaching/counseling Job matching systems
II-B: External Applicants
Sources may include: • Former employees • Referrals from colleagues and employees • Previous applications • Professional associations • Internet applicant pools • Search firms and agencies • Advertising and walk-in applicants
Decision: Internal or External?
Depends on • Organization’s needs, culture and philosophy • Geographic location • Labor pool for level of positions to be filled • Pay and benefits • Time and budget constraints • Affirmative Action goals • Labor Union obligations
III. Evaluation
Make your succession planning efforts a learning opportunity. • Evaluate the success of job filling goals • Evaluate whether planned career development has taken place
A We Want to Become an Employer of Choice Become an employer of choice by: • Ensuring work-life balance • Providing opportunities to learn and advance • Give incentives for top performance • Keep “spirit” in the workplace • Have a participative environment
Further information…
Winning the Talent Wars: Bruce Tulgan Career Planning and Development William J. Rothwell et al. Effective Succession Planning: William J. Rothwell. Email: [email protected]
doc_580097308.ppt