succession planning and the development of your high potentials | webinar 11.13.14
DESCRIPTION
Succession planning success hinges on whether or not organizations effectively develop and nurture their next generation of leaders. We typically see this aspect of succession planning referred to as “high potential” development and it’s frequently just shortened to the term “HIPO.” The two dominant challenges to HIPO development are: • Selection of participants • Building effective development plans In this webinar we will discuss: Emerging thought leadership on the organizational/strategic perspective of succession planning The selection of participants – deciding whom to groom Practical tips and suggestions for creating a development plan for your own high potential employees www.bizlibrary.comTRANSCRIPT
WEBINAR BROUGHT TO YOU BY:
? What is your most pressing concern about your next generation of leaders?
WHAT WE HOPE YOU’LL LEARN
Best practices in succession planning and HIPO development programs.
A practical model for selecting participants for a succession planning or HIPO development program.
A model for determining the development targets and competencies for your program
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
Critical Trends
• Broad market forces
and trends
• Emerging
competencies
• Future job needs –
likely unknown today
• Reduced employee
loyalty
EMPLOYERS PREFER DEVELOPING EMPLOYEES OVER HIRING NEW ONES
TEAM LEADERS AND MIDDLE
MANAGEMENT
73% 27%
SENIOR MANAGERS AND EXECUTIVES
33%
67%
SOURCE: 2014 Workforce Strategies Survey, College for America
SAY EMPLOYEES ARE MISSING PROMOTABLE
SKILLS
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?
Can we influence or
control biggest threats?
Market-driven or
competition?
Lack of talent or not the
right talent?
Deciding Whom to Groom
Readiness
SELF- SELECTION
ASSESSMENTS
• Values-driven
behavior
• Competencies
• Career readiness
OBSERVATION
LOW SELF AND HIGH OTHERS
• Under utilized skills
• Motivation to excel may be
issue - career goals may
not be aligned with area
HIGH SELF AND HIGH OTHERS
• Areas of true strength
• Focus for development
• Opportunity for major gains
in productivity and career
growth
HIGH SELF AND LOW OTHERS
• Blind Spots
• Substantial need for
coaching
• Opportunities for significant
career conflict and disaster
LOW SELF AND LOW OTHERS
• Areas to avoid and move
away from to the extent
possible
• Coach techniques to minimize potential career
harm
5
5
4
4
3
1
2
1 2 3
High
High
Low
PERFORMANCE RATINGS OF SELF AND OTHERS
OTHERS
SELF
CURIOSITY
INSIGHT
ENGAGEMENT
DETERMINATION
LOOK FOR POTENTIAL
Understanding of current and future
trends for organization and industry.
LOW
PERFORMANCE
AND
HIGH POTENTIAL
HIGH
PERFORMANCE
AND
HIGH POTENTIAL
HIGH
PERFORMANCE
AND
LOW POTENTIAL
LOW
PERFORMANCE
AND
LOW POTENTIAL
5
5
4
4
3
1
2
1 2 3
High
High
Low
PERFORMANCE TO POTENTIAL POTENTIAL
PERFORMANCE
COLLABORATION
LEARNING AGILITY
PEOPLE
DEVELOPMENT
DIGITIAL LITERACY
GLOBAL
CITIZENSHIP
Vision
Interpersonal Skills
Ability To Develop
Others
Intelligence
Character
CLEARLY DEFINE
STANDARDS,
REQUIREMENTS
AND
COMPETENCIES
RELEVANCY AND SUPPORT
Communicate the why, how and when?
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
HOLISTIC THINKING
INTEGRATED
CHANGE CAPACITY
COLLABORATION
COMMITMENT
CONTINUOUS LEARNING
A learning culture has five key elements.
Leaders at All Levels
Supervisory and Team Lead
HIGH POTENTIAL EMPLOYEES
Managing
NEW MANAGERS AND NEWLY
PROMOTED
Advanced Leadership
MID AND SENIOR LEVEL MANAGERS
Executive Development
SENIOR DIRECTORS AND
VICE PRESIDENTS
Consideration
Exploration
Transition
Adoption
Succession Planning Phases
Succession Planning Phases 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
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.
BIZLIBRARY.COM
QUESTIONS
Use the Q&A
box in the lower
right hand
portion of your
screen.
RECOMMENDED RESOURCES
Course: Business Impact –
Succession Planning
Target: Managers
Course: Mentoring: Creating a
Mentoring Program
Duration: 7 min.
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Jessica Petry
Sr. Marketing Specialist
@JessLPetry
@BizLibrary
Chris Osborn
Vice President of Marketing
@chrisosbornstl
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