1 Successful Succession Planning Do you have the skill set needed in your team? Geraldine Buckland HR Consulting, People Management 10 th July 2014
2 Disclaimer The seminar is of a general nature and is not a substitute for professional advice. No responsibility can be accepted for the consequences of any action taken or refrained from as a result of what is said.
3 Introducing the team Geraldine Buckland Tel: Rachel Bennett Tel:
4 Succession Planning 1. Why did you choose this session? 2. What are your key succession issues? 3. What do you want to see covered?
5 What I plan to cover Succession Planning: what it is, isn t and how to do it as well as why do it Talent Management: Definitions Talent identification - how to do it What to do with your talent How TM and Succession Planning fit in the normal annual cycle The Cymru HA Succession Challenge
6 SUCCESSION or replacement Department B Department A
7 SUCCESSION PLANNING Department B Department A
8 What is Succession Planning? A deliberate and systematic effort by an organisation to ensure leadership continuity in key positions, retain and develop intellectual and knowledge capital for the future, and encourage individual advancement.
9 What is Succession Planning? Or Simply: Right people, right place, right time doing the right things.
10 Why Plan for Succession? Employees say company leadership is a key contributor to job satisfaction, commitment and intent to stay; especially true for top talent. Recent surveys state that employees value most the leadership qualities of honesty and integrity. Only 1% of companies rate their succession management plans as excellent; two-thirds rate them as fair or worse.
11 Urgent or Important? 1. Have you lost high potential talent because they didn t know they were on the succession list? 2. If your executive team got run over by a bus, would their replacements be able to step right in and be productive? 3. Is anyone on the top floors or in the Boardroom worried about the status of your talent bench? 4. What lost opportunity costs has your organisation incurred because it took a long time to replace a key leader?
13 Right people, right place, right time doing the right things.
14 Succession Planning Ensures that employees are recruited and/or developed to fill each key role. Ensures that we operate effectively when individuals occupying critical positions depart. May be used for managerial positions or unique or hard-to fill roles. Align bench strength for replacing critical positions.
15 What is Bench Strength? An assessment of the organisation s preparedness to replace departing staff in critical positions. Identifying people who are ready to step into someone else s shoes at the appropriate time under the appropriate circumstances with seamless transition. The strength of the pipeline of people coming through the organisation.
16 Succession Planning is NOT A one time event Decided by an individual Used solely for individual career advancement opportunities Reacting only when a position becomes open Line mangers relying solely on their own knowledge/comfort with candidates.
17 Replacement vs. Succession Reactive Form of Risk Management Substituting Narrow Approach Restricted Pro-Active Planned Future Development Renewing Organised Alignment Flexible
18 Traditional vs. Future Driven by an annual HR procedures Entitlement focus bureaucratic/buddy payback system - decided in secret The list and identified development actions, but no accountability for development Driven by current and future business needs Successors determined by an open process with multiple inputs and factors Development plans, development discussions and coaching with both candidate, management, mentors, and others held accountable for progress and monitoring
19 Simple Succession Planning Following Talent Identification Role Ready Now 6m 24m 2 years+ CEO HR Director CFO Director of Etc
20 What tools can be used?
21 Buy in or Train/ Develop the cost argument Recruitment Recruitment fees 20-50% of first year s remuneration Advertising Develop within Training courses On the job development Opportunity cost of shortlisting, interviewing, senior management time Induction costs Time to inculcate Training On the job development
22 Buy in or Train/ Develop The motivation / engagement argument Recruit People see different types of people/ talent coming into the organisation and this may cause dissatisfaction/ turnover Can change the prevailing culture Develop internally People see that career paths are possible Creates a sense that our own people are valued Motivates and engages
23 Buy in or Train Recruit Train
24 Reasons to buy in anyway Urgency: specialist or scarce skills or competences are needed NOW Internal need to drive turnover/ inject new blood You need to, to remain competitive in your market The business needs change/ change agents
26 Some broad definitions Anyone with potential to do more Someone who can grow and do more within an organisation Someone with a key and necessary skill set for the organisation s survival/ growth Someone who stands out from others by what they do and how they do it in a good way ANYONE???
28 Possible definitions The potential to perform, in the future, a role at least one grade or level higher in your organisation The potential to perform a role at a defined level in the organisation
29 The Talent Test They get it They want it They can do it
31 Assessing Talent and Creating Talent Pools Exclusive Only an identified few are considered to be talent. Usually a Top 10% pool and or a High Potential Pool of people are identified and retain this category throughout a career within an organisation. Inclusive Everyone in an organisation is considered to be talent and the talent management process is dynamic, with people moving in and out of different pools or groups over time.
32 Reviewing Talent Exclusive Assessment and development centres Targeted executive development Inclusive Regular talent reviews following the annual performance cycle are usual Different development interventions according to group needs
34 Talent Matrix Above (Over Achieved) Performance On target (Achieved) Below (Not Achieved) Too new to rate At level Some (1 level) High (>1 level) Potential
35 Talent Pools Above (Over Achieved) Promotable PDAP for promotion Performance On target (Achieved) Below (Not Achieved) Too new to rate PDAP to help them deliver the job At level Some (1 level) High (>1 level) Potential
36 Talent Matrix Questions to check High Professional Are they happy & fulfilled in role? Will they say in this role for the rest of their career? Is it OK that this role is not available as a development step for others? Could this person be stretched? Essential Contributor Are they happy & fulfilled in role? Will they grow and change with the job? Will they stay in this role? Would they benefit from a lateral move? Concern Is this problem driven by current, transient circumstances, or is it enduring? Is this an attitude or a skill/knowledge issue? Do you believe they could improve, given the right support from the business If circumstances are the reason, is it OK that this underperformance continues and puts the jobs contribution to team at risk? Promotable Are they happy in the role, or are they itching to move on? Are they technical experts or are there a range of jobs they could fill? If a bigger job is not available, would a development move help? Promotable Will they continue to perform on target as the job grows and evolves? How keen are they to move up? Would they benefit from additional responsibilities attached to existing job, or from a development move? Some Concern Is this underperformance circumstantial/transient? If so, is this OK for the business, and are you doing all you can to help them through? Is there an issue with boss, peer, team? Is this the right job for them? How motivated are they? High Potential How at risk are we that these people will move on soon? Do you provide stretch opportunities enough for them How motivated are they to stay with the business What jobs are available now? Have they a career development plan? Promotable Will they continue to perform as the job grows and evolves? How keen are they to move up? Have they a career plan in place? How motivated are they? Unrealised Talent Is this underperformance circumstantial/transient? If so, is this OK for the business, and are you doing all you can to help them through? Is there an issue with boss, peer, team? Is this the right job for them? How motivated are they?
37 An end to end process Start here Promotion/ Induction SUCCESSION PLANNING Agree objectives Develop Talent Annual management cycle Regular performance reviews Create Talent Pools Annual performance rating Talent Rating
38 Key Tip Talent identification is only one step in the process The key is what you then DO with that information Your Talent Pools need to be more than names on a list!
39 Succession Planning Thoughts It is an ongoing process where the players will change continuously It is a strategic effort that utilizes inputs from multiple sources The organisational direction may also change, so be flexible Competencies need to be constantly monitored to ensure they are measuring what you want to measure
40 The Cymru Housing Association Burning Platform Where is the next generation of CEO s coming from?
41 The conundrum A co-operative group Aiming to be increasingly commercial Some are direct competitors
42 COMMON GOALS To provide the best quality service for our customers/ service users that we can To have the best leadership possible
43 A potential Strategy Create an Ice File for future CEOs Work in house to identify the potential next generation of HR CEOs and create development plans now Advertise NOW for future roles and start the proactive process of identifying and working with REAL future CEOs NOW. HOW?
44 Discussion Questions What are the main succession issues on my mind? Am I prepared for an unexpected resignation? How will I find solutions to my succession planning concerns? How can I use these two days to network and find out what others are doing? Who do I need to work with/ learn from?
45 Thank you!
46 These notes have been produced for the guidance of delegates at the seminar for which they were prepared and are not a substitute for detailed professional advice. No responsibility can be accepted for the consequences of any action taken or refrained from as a result of these notes or the talk for which they were prepared. Copyright Smith & Williamson LLP 2014
47 Smith and Williamson Limited Portwall Place Portwall Lane Bristol BS1 6NA
48 These notes have been produced for the guidance of delegates at the conference for which they were prepared and are not a substitute for detailed professional advice. No responsibility can be accepted for the consequences of any action taken or refrained from as a result of these notes or the talk for which they were prepared. Copyright Smith & Williamson Limited, 2014
Status: Approved Custodian: Human Resources Directorate Date Approved: 2013-07-17 Decision number: SAQA 14100/13 Implementation date: 2013-07-18 Due for review: 2016-07-16 File number Page 1 of 6 Contents
2016 PASAE Educational Summit and Expo Succession Planning Then vs Now It s Time to [Bleep] or Get Off the Pot Presented by Ira S Wolfe 1966 2016 Have you thought about how quickly you could replace certain
Succession Planning: Contingency Planning to Survive Presentation by Richard Kremzier The fundamentals of Workforce Planning will be reviewed, establishing the context of Succession Planning. The principles
Taking Care of Your Company s Future: 3 Best Practices for Succession Planning Copyright 2008 SuccessFactors, Inc. I. Introduction More successful businesses are embracing succession planning to deepen
BUSINESS AND TALENT ALIGNMENT PEOPLE DECISIONS THAT DRIVE BUSINESS SUCCESS Pearl Maphoshe BACKGROUND Activating business strategy through talent strategy Great people decisions and business success Sustainable
Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their
THE HR GUIDE TO IDENTIFYING HIGH-POTENTIALS What makes a high-potential? Quite possibly not what you think. The HR Guide to Identifying High-Potentials 1 Chapter 1 - Introduction If you agree people are
THE IMPACT OF EMPLOYEE BEHAVIOUR ON ORGANIZATIONAL PERFORMANCE September 2013-0 - Contents 1. Introduction 2. Business Strategy and its Execution 3. Organisational Culture - Employee Behaviour 4. The Challenges
Module 4: A Guide to Succession Planning, What Every Director Needs to Know May 17-18, 2015 Purpose and agenda The purpose of the training is to provide directors with practical information on the need
Success Planning Are You Ready for the Next Step? Introduction Have you done enough to ensure your successors are prepared to take the operational reins when you retire? Have you put the right people in
19 205 Strategic human resource management toolkit The purpose of the toolkit is to provide the basis for conducting a strategic review of human resource management practices in order to develop and implement
Career Management & Succession Planning Dr. Oyewole O. Sarumi Scope of Discourse Introduction/Background Definitions of Terms: Career, Career Path, Career Planning, Career Management. The Career Development
Agenda Strategic Succession Planning: Building Your Bench Strength The Business Case for Succession Planning The Wedding: Succession Planning meets Leadership Development Top 10 Ideas for Building Your
The Importance of Succession Planning and Best Practices Shellie Haroski, SPHR Questions to consider What percentage of your employees will retire in the next 5 years? 10 years? What percentage of your
Succession Planning: Developing Your Bench Strength Presented By: Michelle McCall, Managing Principal, IMG Agenda The Business Case for Succession Planning The Wedding: Succession Planning meets Leadership
Talent Management Toolkit Terry Meyer November 2005 ALL RIGHTS RESERVED COPYRIGHT Disclaimer Publication or other use of this document by any unauthorised person is strictly prohibited. The views expressed
How to Avoid hiring the wrong BDM or Sales Person Essential information for anyone recruiting a Sales or Business Development Manager Contents 2 Key areas to consider prior to interviewing 9 must ask interview
Human Resources Management SCS 0987-049 University of Toronto What Does Talent Management Mean? There is a lack of consistency regarding g a true definition. Talent on it s own can mean the combined employee
Strategic Aspects Of The Importance Of Employee Management Dean R. Manna, (Email: firstname.lastname@example.org), Robert Morris University INTRODUCTION Emerging Importance Of Employee Management A ccording to the Herman
LSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines Contents Introduction 2 A guide to the KSB framework 3 LSE Leadership and Management: 3 Behaviours LSE Leadership and Management:
Succession Planning and Career Development Succession Planning and Career Development All trademarks are the property of their respective owners. IAAP claims no ownership interest in the trademarks. Table
Aligning Recruitment to Talent Management Efforts Article By Kevin Vince Fernando PhD, DBA, MBA, MBus (Prof Accounting), MM, FSBP (UK) Introduction The design and deployment of winning business strategy
Talent Management & Succession Planning Masterclass The Capital 20 West Hotel, Johannesburg, South Africa 24 27 March 2015 WHAT YOU WILL ACHIEVE: Increase your working knowledge and your ability to manage
Research and Development Tax Credits Patent Box Paul Bray Partner Smith & Williamson LLP @SMEservices_S_W #SME Disclaimer This seminar is of a general nature and is not a substitute for professional advice.
Succession Planning Tool Kit Succession planning is the process of identifying the key leadership positions within each department and developing employees within state government to assume these positions.
Talent Management Framework A simple definition of Talent Management is: The systematic attraction, identification, development, engagement/retention and deployment of those individuals who are of particular
Identifying Future Talent through Succession Planning: The Next Critical Business Initiative Leah Groehler, Ph.D., viapeople Keith Orton, Ph.D., Cadence Design Systems Agenda Succession Planning as a Critical
HR Technology Trends By Wilson Ten email@example.com TM Right Talents, Right Results What are the new challenges in HR? They Don t Understand We Can Deliver Deloitte's Aligned at the Top study says: "there
The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level
Position Employee category level Department Reporting to Line reports Purpose of the role Key Responsibilities Talent Management and OD Specialist Professionally qualified HR professional and experienced
Sourcing Top Talent: Best-Practice Make-or-Buy Executive Recruitment Strategies Debra J. M. Best, SPHR Deb Best Practices www.debbest.com Begin with the end in mind Stephen Covey In order to ensure the
SUCCESSION PLANNING Susan A. Henry May 2012 Introductions Who we are What are your expectations for the day Naming of a Scribe for the Day Workshop Objectives To understand your role in succession planning.
NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY Version Date: 18 November 2014 Approved by: Human Resources Committee HUMAN RESOURCES STRATEGY 1.0 Introduction 1.1 The merger of Aberdeen and Banff
Using Workforce Analytics to Reduce Employee Turnover White Paper This White Paper describes the challenges of reducing employee turnover in shift based organizations, and introduces Otipo s innovative
Training & Development System for Federal Government Table of Contents Introduction... 2 Policy description... 2 Learning and development framework... 5 1. Define development needs... 8 1.1. Organisational
SUCCESSION PLANNING AND MANAGEMENT GUIDE HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland and Labrador P.O. Box 8700 St. John s Newfoundland
Working Resources is a Leadership Consulting, Training and Executive Coaching Firm Helping Companies Assess, Select, Coach and Retain Emotionally Intelligent Leaders; Emotional Intelligence-Based Interviewing
Implementing a Strategic Human Resources Program: ASA s In the Trenches Experience Becoming an Employer of Choice Authors: Karen Pallansch General Manager Alexandria Sanitation Authority 1500 Eisenhower
2016 Survey on Leadership Development Table of Contents 3 9 Executive Summary About Survey Respondents 15 Leadership Development definition & scope Leadership Development inside organizations 24 36 Leadership
Talent Analytics Compare Your Talent against the Best in Your Industry How Effective are Your People Strategies? The largest proportion of an organization s expenditure is on its people. But how effective
EXECUTIVE SEARCH TALENT MANAGEMENT BUSINESS MENTORING EXECUTIVE COACHING SYDNEY MELBOURNE SINGAPORE DUBAI LOS ANGELES LONDON We make it our business to know who the best leaders are. And will be. Ken Patteson
Nomination, Remuneration and Human Resources Committee Class Limited (ACN 116 802 054) As approved by the Board on 6 October 2015 1. Purpose of this The purpose of this is to specify the authority delegated
Successful Succession Planning part of our We think series Contents A definition of Succession Planning 3 The importance of Succession Planning within the Talent Management Strategy 3 Succession Planning
Human Capital Strategy Resource: A case study illustrating the UGM approach UGM Consulting 1 A detailed case study to illustrate our work in Strategic Human Resource Management Background A large Australian
ALL WALES CREDIT UNION SUPPORT PROGRAMME Securing the Future: A Guide to Maintaining Expert Boards by Succession Planning This guide has been produced by The Social Investment Business for credit unions
We believe organisations succeed by realising the potential of their people. Because good people make a great business. Our unique approach The Investors in People Framework underpins our assessment methodology.
BersinBasics The Modern Talent for Business and HR Professionals Copyright 2012 Bersin & Associates. All rights reserved. M A I N T O P I C S A N D T R A C K S & Succession Leadership Fundamentals Competencies
REPRIORITIZING WHAT MATTERS MOST: A Focus on Career Management to Drive Business Results Keith Caver Towers Watson Melissa Jones CSAA IG Renée Smith Towers Watson April 1, 2014 Recent Headlines Highlight
Real-time Resources for Developing Leadership Competency Building a Human Capital, Competency-Based, Systems Solution for Bottom-Line Results Our feedback from our internal HR Colleagues Need for budget-friendly
Speaker Joni Pulido-Ferrier Value Advisor Expert HR Line of Business Value Engineering Australia, Pacific Japan, SAP 2 SuccessFactors Proprietary and Confidential 2014 SuccessFactors, An SAP Company. All
THE FUTURE OF RECRUITMENT MANAGEMENT - THE FUNDAMENTALS by Danny D. Kellman MBA This guide shows how recruitment best practices are breaking new ground helping anyone involved with hiring avoid bad hires
The Business Case for Succession Planning University of Florida Executive Education Succession Planning A continuous process of identification, assessment, and development of talented individuals as they
Workforce Trends: Aligning HR Strategic Succession Planning to Business Penny McBain Senior Talent Strategy & Planning Consultant Providence Health & Services October 10, 2013 The Perfect Storm The 5/40
High-Impact Succession Management Executive Summary Kim Lamoureux Principal Analyst Michael Campbell Senior Research Analyst Center for Creative Leadership Roland Smith Senior Research Faculty Center for
Our Framework Summary REVIEW Evaluate and improve P Develop str improve Take action to improve DO We believe organisations succeed by realising the potential of their people. Because good people make a
Wealth Management Guiding private client investment strategies Wealth management as it should be Managing private client wealth for over a century At Smith & Williamson Investment Management, our focus
Nothing ensures success like succession planning The tight labor market is an important problem facing local government, according to more than 60 percent of Colorado municipalities that responded to the
SUCCESSION PLANNING A NEED OR A NECESSITY A GLOBAL PERSPECTIVE Mrs. Ch. Gowthami* Abstract : Today s environment is changing rapidly that the organizations are facing serious unpredictability and uncertainty,
6. Chief human resources officer A Chief Human Resources Officer (CHRO) is a corporate officer who oversees all human resource management and industrial relations operations for an organization. Similar
What to look for when recruiting a good project manager Although it isn t possible to provide one single definition of what a good project manager is, certain traits, skills and attributes seem to be advantageous
Succession Planning: Your Bank s future leadership 1 Succession Planning Immediate and Long-Term Plan for Both If the CEO of your bank won the lottery tomorrow, who could run your bank? Planning for an
STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES BERLIN, 21 MAY 2015 Julia Howes Mercer Workforce Analytics & Planning A WORKFORCE TSUNAMI IS APPROACHING COPYRIGHT MERCER 2015 STRATEGIC
Succession Management Design Build Attract When you plan for succession, you plan for success. Board members and executive leaders know the importance of succession management to long-term viability. They
The Talent Framework Executive Summary Josh Bersin Stacey Harris Kim Lamoureux Madeline Laurano David Mallon May 2010 BERSIN & ASSOCIATES RESEARCH REPORT V.1.0 The Talent Framework Executive Summary The
PSI Leadership Services Strategic Solutions for Your Leadership Needs Select, Promote, & Develop the Leadership Talent Needed to Drive the Growth of Your Business SOLUTION BENEFIT/OBJECTIVE TYPICAL PROJECTS
INTEGRATED TALENT MANAGEMENT POLICY AND GUIDELINES Ref: CO/04/0512/11 Name of Policy: Integrated Talent Management Policy and Guidelines Reference Number: (supplied by the Office of the Registrar) CO/04/0512/11
Position Description Manager Strategy and Capability Business unit: Responsible to: Position purpose: Direct reports: People and Capability (P&C) Intelligence Community Shared Services (ICSS) Chief People
Shifting the Paradigm of Succession Planning Linda Callecod, Principle and Sr. Consultant; Seraphim Consulting and Training Solutions One of the very first principles I learned as a developing executive
Will regional talent management practices keep up with the global pace? A STUDY BY It s through employees that the organisation learns fast to turn around challenges and unpredictability into opportunities
WHITE PAPER Sales Coaching for Improved Performance: Turning Sales Managers into Great Coaches Companies know the value of training their sales force, but many don t realize the importance of developing
Building Your "Bench Strength" How the best organizations select and develop tomorrow's leaders By Guido M.J. de Koning Selecting and developing future managers is a crucial task -- and a big concern for
1. POLICY STATEMENT Red Cross recognises the essential contribution of its people to the delivery of programs and services to vulnerable people and communities. The capabilities of our workforce are critical
CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com LITERATURE Integrating Performance Management and Talent Review Processes Finding 1: Performance management involves the entire
VOLUNTEERS AND INTERNS PRACTICAL GUIDANCE FOR CHARITIES Ed Hunter, Emma Osborne, Sophie Hay, David Ashmore, Jo Powis & Thomas Ince (Reed Smith) Type: Published: Last Updated: Keywords: Legal Guide 11.05.2012
INFORMATION PACK FOR APPLICANTS FOR THE POST OF RETAIL MARKETING EXECUTIVE Information Pack for Recruitment FT Flexi-time London - January 2013 Paul Smith Ltd. Copyright Page 1 Job Description: Job Title:
10 Tips to Education Assistance Program Excellence White Paper by Heidi Milberg Director of Business Development General Physics Corporation www.gpworldwide.com General Physics Corporation 2011 As with
Knowledge Base Competency Based Interview Questions A useful summary of questions for when conducting behavioural-based interviews. Summary of contents 1. Core Competencies 2. Role Specific Competencies
Talent management demystified A white paper that explains the principles behind organisational talent management, its link to succession planning and the latest thinking in developing an effective strategy
Lists in platform order: Video episodes (duration in minutes & seconds) Doo-Its (reflective tasks) Documents (downloadable PDFs) Reading Lists (extra documents for wider reading) Juicy New Business Get
A PeopleFluent Product Brochure PeopleFluent Mirror Suite PeopleFluent Time to Build Your Talent Management Solutions Around Your Talent Today people work differently, are motivated differently and are
Homepage > HR Resources > Factsheets > Talent management: an overview Talent management: an overview Revised August 2012 In this factsheet What is talent management? The changing context and business case
Requirements for implementing a succession management system David Berke T here s not much information around on how to put effective succession management into practice. Which makes the following step-by-step