CEO and Board Succession Planning

Transcription

1 CEO and Board Succession Planning Director s Institute Southeast Leadership Development Conference November 4, 2015 Who has been involved with recruiting a new CEO at your credit union? 2 1

2 Format of Presentation Answers to questions are printed in red on slides. Page number from the course manual where the answer appears is printed in red on the slides. Question number is also printed in red. If time permits, we will have a review before test. 3 Module Objectives Understand the influences that increase demand for CEOs and other senior executives Explain the elements of a CEO succession plan Understand the demands of a leadership emergency Understand the difference between plans for emergency and non-emergency Identify challenges that the board may face in CEO searches or searches for other executives Know the importance of Leadership Development within the credit union Identify methods to recruit and prepare volunteers for the board 4 2

3 Why is this topic even more important in today s environment? 5 Competing for Talent at the Top Projections show that half of all credit unions will need to recruit a new CEO within the next 10 years. (Q1, P3) Retirement of the boomers Getting a better offer maybe due to the retirement of a boomer at another credit union Emergency replacement (death, disability) Board chooses to replace the CEO Board of Directors responsibility to attract, hire and retain a qualified CEO Having a succession plan is a proactive way to prepare to fulfill your responsibility 6 3

4 Succession Planning The primary objective of a succession plan is to create a smooth process for replacing the departing CEO. (Q2, P5) The high number of retirements will create a shortage of all types of executives. (Q3, P6) Board s responsibility to plan for replacing the CEO CEOs responsibility to plan for replacing other leaders Organizational leaders (i.e. other executives) Strategic leaders (i.e. Business lending manager) 7 Benefits of Succession Planning Members to continue to receive high quality products and service regardless of leadership changes (Q4, P9) The Board is prepared to replace the CEO in a timely manner Leadership depth is created The credit union is prepared to develop new services Senior executives are retained Succession planning and leadership development are part of the strategic plan Employee morale improves Concerns of the regulators are anticipated The credit union movement benefits 8 4

5 Effective Succession Plans Respond to Emergencies List short term and long term tasks Provide a directory of resources Assess other senior executives and guide their development Provide a framework for the selection of a new CEO Are Flexible Reflect the unique nature of your credit union Reassure members and employees Always focus on a process, rather than one specific individual (Q5, P13) 9 Emergency Succession Planning 10 5

6 Emergency Succession Plan Could be the same as your overall succession plan or it could be a subset of that plan (Q6, P15) Must keep in mind that staff, the board and possibly members will be grieving the loss of the CEO. Checklist that summarizes crucial steps and provides a time frame for accomplishing these steps (Q7, P15) 11 Components of the Plan Purpose of the plan When the plan is to be put into place Possibly the long term objectives of the plan Interim Management Team The team can cover all the credit union s immediate needs even if the CEO and the second in command are not available. (Q8, P16) 12 6

7 Components of the Plan (cont.) Immediate Communication List The communication should give information about the CEO with the key message that business as usual will continue. (Q9, P17) If possible include the name of the interim CEO Board, Employees, Regulators, LSCU, Sponsor Groups, Business Partners (CMG, Audit Firm, Corporate CU, etc.), media (trade publications or other) 13 Components of the plan (cont.) Special Board Meeting (no later than 24 hours) Designate an interim CEO or Management Team (Q10, P18) Provide written notice of the interim CEO Communication the interim CEO to employees Authorize the transfer of vital information and powers Determine whether records should be secured Audit Management Assessment 14 7

8 Components of the plan (cont.) Organizational Chart Search Committee, CEO Job description, Advertisement, RFP for Search Firms, Interview Script, Candidate Evaluation Form Verification of credentials of candidate List of Resources and Key Contacts 15 Benefits of using a search firm Experience Knowledge of the system Network Analyze organizational needs High quality search materials Background screening and pre employment testing Focused 16 8

9 Considerations in using a search firm Cost which varies among firms National firms 20 40% of first year s salary HRx (LSCU firm) Typically 12 15% of first year s salary Compare price, experience, type of search your position requires Determine how well the firm can articulate what you as a board are looking for and assess level of comfort and trust that you have in the individual who will conduct the search Ensure that there are no future expectations of the CEO from the firm that you select this may be hard to determine Consider their methodology Process for vetting candidates Timeframe for search Video interviews to save money - not always a good plan 17 Termination for Cause Consult with an experienced employment attorney LSCU can provide referrals if necessary Prepare for the discussion Assess and plan for safety concerns Consider location Craft the discussion Have all applicable HR termination documentation prepared and available Anticipate questions and prepare answers All other parts of the plan apply with COMMUNICATION being the most important Ensure all security measures are taken Codes, combinations, passwords, notification to key business partners 18 9

10 Non- Emergency Succession Planning But NOT this relaxed! More relaxed time frame Increased opportunity to verify that the CEO selection matches its long-term strategic objectives Same components as the Emergency Plan Timing considerations How much notice do you have? Is it addressed in the CEO contract? Need for an Interim? 19 Measures to keep the plan in step with your current strategic direction Update the plan annually to ensure that the job description and other materials are accurate (Q11, P26) Aim at attributes as well as skills Help shape the interview Provide an adequate budget Use human resources support 20 10

11 Issues and Ideas Risk of creating an Heir Apparent From a legal perspective, the credit union may have a legal obligation to hire the person even if the needs have changed (Q12, P29) Interim Issues The interim CEOs authority and term should be spelled out (Q13, P30) Expect to pay an appropriate rate for an interim CEO Ability to apply for the CEO position Sensitive issues The interim CEO should avoid decisions about former peer performance evaluations or compensation (Q14, P31) Time and Money Transition Costs Search Costs Leadership Development Costs (Q15, P31-32) 21 Board Role Board s role in setting policy and defining the vision for the future remains. Avoid the temptation to become involved in operations Selecting the right CEO Review selection materials to ensure they match the CUs strategic goals. Look for both hard and soft skills (Q 16, P 33) Ask open-ended questions assess ability to think quickly and to communicate effectively Look Beyond lists of experiences and accomplishments - find a CEO that fits your credit union Search flexibility if you have the right internal candidate might be better not to complete a search

12 Does your credit union have a Leadership Development Program? 23 Leadership Development Enterprise wide programs enhance the skills of all employees (Q 17, P. 38) Creates a strong pool for all positions Executive programs more intense Management Assessment part of succession plan Reviews each executive s strengths, areas for improvement, leadership development recommendations, readiness fro promotion and interest in promotion. (Q 18, P. 39) Conduct an annual exercise where each manager identifies employees to replace them. Recognize different paths Desire Availability of positions according to timeline of employee 24 12

13 Resources and Methods of Development Allocate resources to Leadership Development ($ and Time) Internally developed programs need strong champion Hire ahead program Credit Union Associate Program Leadership Development Program Project FUSE CUNA programs, CUES programs, non-industry specific Job Rotations Educational Assistance as an employee benefit Mentoring A variety of methods can be effective (Q. 19, P ) 25 How does your credit union recruit directors? 26 13

14 Board Succession Planning Role of the board CEO role is more complex than in the past, the board role has evolved to focus on setting policy (Q20, P. 43) Commit time and energy challenge with younger generations Identifying good board candidates Ask interested members to speak up Board and CEO look for good candidates Keep a list Ask Employees Consider diversity (age, ethnicity, gender, work background, geography, financial background net savers, net borrowers, etc.) Consider remote board meetings Get a bond check 27 Preparing a better board Provide packet to nominees Use committees as a training ground Create Board Associates Offer Board Orientation Encourage and fund board education Rotate officers 28 14

15 Summary of Today Create a process for replacing the CEO Identify interim leadership options Provide step by step guide for emergency situations Develop an internal leadership supply Take a systematic approach to recruiting board candidates 29 Thank You! Thank you for participating in today s Director s Institute. If you have any questions about resources, educational events or other benefits available to LSCU members, please let me know. Lisa Burroughs, Chief Operations Officer, LSCU and Affiliates Lisa.burroughs@myleverage.com , ext (office) (cell) Teresa Gray, Vice President, Education Teresa.gray@lscu.coop ( ) , ext (office) (cell) 30 15