Module 4: A Guide to Succession Planning, What Every Director Needs to Know. May 17-18, 2015

Size: px
Start display at page:

Download "Module 4: A Guide to Succession Planning, What Every Director Needs to Know. May 17-18, 2015"

Transcription

1 Module 4: A Guide to Succession Planning, What Every Director Needs to Know May 17-18, 2015

2 Purpose and agenda The purpose of the training is to provide directors with practical information on the need and procedures of succession planning for key positions Outline: 1. Concept and need for succession planning 2. How is key positions succession planning organized 3. Role of the Board in succession planning 4. A framework for successin planning 5. Defining parties that should have access in the succession planning 6. Succession planning pitfalls 90

3 Takeaways By the end of this workshop, you should be able to: Understand the importance of a proper succession planning policy Develop the succession planning policy for your company Make use of best practices as they can be found at other companies 91

4 Concept and need for succession planning 92

5 The definition of succession planning Succession planning... Is the process of continuous search for future leaders and the systematic development of their professional, managerial and leadership qualities. 93

6 Issues to consider for directors. Identifying, developing and utilizing talented people lies at the heart of governance. Talent and succession planning need to top the boardroom agenda and be acted upon. Towards Dynamic Governance 2014: Heidrich & Struggles 94

7 Factors emphasizing the need for succession planning General trend: (Growing) deficit of qualified managers; Higher qualification requirements for top management; Specific trends: High personnel turnover; High business growth rates. 95

8 Advantages of succession planning Gives shareholders confidence in business continuity in case of loss of any of the key managers; Company-wide career planning tool; Motivation for mid-level management; Ensures the organization can survive and thrive. 96

9 How is key positions succession planning organized 97

10 Your First Priority: Emergency succession planning Step 1: Emergency succession plan for the position of the Managing Director and his/her deputies Step 2: Emergency succession plan for all managing and senior positions in the organization 98

11 Succession system development steps (Steps 1-2) 1. Establish succession chain in case of planned or unexpected absence of the Managing Director et al 2. Review of succession chain by the Board of Directors, participation by the first deputy in the Board meetings 3.Develop and document the key management procedures for ensuring access to information in case of succession 4.Ensure access to information and training of at least one deputy for the Managing Director position 99

12 Next Steps: Long term succession planning Step 3: Assessment of qualification and skills necessary for a position and personnel development program. Step 4: Search for potential candidates for the key positions outside the organization (not more than 30-50%) 100

13 Succession system development steps (Steps 3-4) 1. Lists of required skills and qualifications for each key position; 2. Search for people with the required potential for the given positions; 3. Comparison of existing skills and experience of the candidates with the required qualifications and identifying gaps in qualifications; 4. Development of training programs for each candidate. 5. Criteria for future evaluation. 101

14 Personnel development for purposes of succession planning Specialized seminars and conferences; Continuous professional education; Internships; Horizontal transfers; Participation in specialized projects; Training by senior managers. 102

15 Example of a Succession Planning Chart POSITIONS NOW IN THE JOB REPLACEMENT READY NOW POTENTIAL REPLACEMENTS JOBS/TITLE NAMES Performance Potential Years of Seniority Years on present job NAMES General Director Mr. X 3 3 N/A 2 Vacant - Hire externally 5 5 N/A 2 Vacant - Hire externally 4 4 N/A 4 months Deputy General Director Vacant - Hire externally Ms. D 5 5 N/A 1 Mr. M 5 5 N/A 4 months Deputy General Director Mr. Y 3 4 N/A 3 months Mr. E 4 4 N/A 2 Ms. N N/A Chief Financial Officer Ms. A 4 3 N/A 1 Ms. F 3 3 N/A 2 Vacant - Hire externally N/A Head of Marketing Ms. B 5 5 N/A 2 Vacant - Hire externally Mr. O 4 4 N/A 4 months Chief Information Officer Mr. Z 4 4 N/A 4 months Vacant - Hire externally Ms. P 5 5 N/A 4 months Performance Potential Years of Seniority Years on present job NAMES Performance Potential Years of Seniority Years on present job 103

16 Role of the Board in succession planning 104

17 The Role Of The Board Nominations and Remuneration Committee develops the high level succession policy The Board reviews and approves (in coordination with the CEO) succession policy CEO develops succession plan The Board reviews candidates for the Managing Director s position. CEO for other key positions (under Board oversight) 105

18 The Role Of The Board under Code of Corporate Governance The Board to develop significant policies of the listed company including human resource management and preparation of a succession plan 106

19 Board of Director s checklist 1/2 Is there a separation of responsibilities between the Board and the Managing Director in succession planning? Who is responsible for this work at the Board of Directors? Is assessment of the quality of succession planning part of the Managing Director s performance assessment? Does your succession plan include measures on retaining talented managers? Succession plan Does the Managing Director s contract contain provisions for his membership on the Board of Directors? 107

20 Board of Director s checklist 2/2 Do you have emergency succession plan for the Managing Director and are the key deputies aware of such plan? Is discussion of succession planning part of the Board of Directors work plan? How often do members of the Board meet the potential candidates for the Managing Director s position? succession plan Does your Board evaluate succession plans for several levels of management (heads of divisions, managing director s deputies)? 108

21 A Framework for Succession Planning 109

22 Succession General framework-i To actively manage and plan succession of key managers, the framework includes: Definition of qualities, characteristics and competencies of future managers based on strategic needs of business development, corporate strategy and values. Identification of people with high leadership potential, comprehensive assessment of their potential. 110

23 Succession Succession General framework -II Development of individual development programs for these employees; Comprehensive assessment of executives performance in different situations; Selection and appointment for senior positions based on performance, experience and proven potential of the employees. 111

24 Example of a Succession Plan Principles -I Key Positions that are critical to the ongoing success of the organization will be identified and succession plans developed for all The Board is accountable for the succession planning policy, which will be reviewed annually. The CEO is responsible for drafting and implementing the succession plan, [A Succession Planning Committee exists to coordinate and integrate efforts] Succession plans will be developed for both near term (immediate) and longer term The diversity (industry sector, experience, discipline) of the organization will be reflected in its leadership Profiles of and example roadmaps on how to achieve key positions will be developed by mgmt. and approved by the Board Profiles and roadmaps will be communicated to all members to encourage volunteers to participate in the desired experiences to be considered for key positions. Confidentiality of candidate information will be protected 112

25 Example of a Succession Plan Process II Key Position - A leadership or coordination role important to accomplish the organization's objectives Profile - Documentation for each key position that outlines the commitment, role, responsibilities/duties, preferred prior experiences and preferred skills / proficiencies. Roadmap - Example paths to reach specific leadership positions. These roadmaps suggest the kinds of skills and knowledge that need to be developed to be considered for higher levels of leadership responsibility. 113

26 Example of a Succession Policy -III 114

27 Example of a Succession Policy -IV 115

28 Defining parties that shall have access to information on succession planning 116

29 Succession system disclosure Who should have access to the mid-term and long-term succession plan? Shareholders (?); Board of Directors; Persons currently holding senior positions; Candidates for respective positions; All employees of the organization (?) 117

30 Succession system disclosure Emergency plan for key positions succession must be made available to most of these groups (excluding, general public, counterparties, shareholders) Information about mid- and long-term succession plans should be restricted to the Board of Directors, current executives, and, possibly, most likely candidates, however, without any guarantees on the part of the board of directors 118

31 15 min. Break-out Session: Succession planning for a Chief Executive Officer 119

32 Case Study- Boards can help the succession process along: Framing the succession process as a fiduciary responsibility helps make the board s intervention less personal Engage the founder in imagining the organization without him Institutionalize the founder s legacy by having him or her articulate core values and incorporating them into the selection criteria for the new CEO Support the founder s emotional process of letting go by helping him consider other contributions he could make to society, community and family Strengthen the board s effectiveness as a team so it becomes capable of having constructive and candid conversation, both with and without the founder in the room Build consensus among influential board members and help them overcome their reticence to address thorny issues with founder Stay close to the new CEO who succeeds the founder. The successor will have the difficult task of balancing the old with the new 120

33 Key factors and possible pitfalls of succession planning 121

34 Succession plan support drivers Top leadership involvement Design creativity Defined success criteria Establishment of leadership competencies Communication to stakeholders 122

35 Possible pitfalls Company has not formulated its strategy, and what types of leaders it will require to implement this strategy Lack of a formal written plan for each key person or position A rigid, inflexible plan NOT tailored to the needs and abilities of the personnel involved Too long a wait for real movement/ promotion, potentially resulting in the best people leaving due to apparent inertia in the system 123

36 Possible pitfalls Too superficial approach, with the corresponding lack of real understanding of the procedures, processes and requirements of each area the individual is exposed to during the process Selection of unqualified or unmotivated staff for inclusion in the succession plan Nepotism can be either negative or positive, depending on the capabilities of the individuals involved, it is rarely neutral 124

37 Possible pitfalls Failure to differentiate between high potential and high performing employees Lower morale for solid employees who aren t selected as high potential candidates Most organizations do not inform high potential candidates of their status, at least not directly Vested interests: Some managers may block (rather than coach) their successors 125

38 Issues to guard against pitfalls of succession planning What are the critical positions in the organization for which we need leadership continuity? What are the key competencies required for effectiveness in these positions? Who will create the position profiles (competencybased job descriptions) for targeted positions? What are directed assignments that will build the competencies of high potential candidates? Who will develop and administered the performance feedback process for current and future leaders? 126

39 Succession planning is not Succession Planning is not Workforce Planning Replacement Planning Pre-Selection 127

40 Succession planning is.. Not just Nominating a Deputy Predicting the future A pool of key positions Creating plans as a one time event It is Building a longer-term context for short-term decision making Focusing on positions where you need to be proactive or need time to react Creating plans in response to changing strategies Focusing on planning and looking ahead to what will be Creating reports that describe what was 128

41 Conclusion 129

42 CONCLUSION: Succession planning is one of the most important factors for ensuring long-term sustainability of business Efficient succession planning system includes not only emergency top managers succession plan, but also a system for personnel assessment and development for ensuring key positions succession Role of the Board is the development of the general key positions succession policy, as well as evaluation of candidates for the Managing Director s position 130

43 CONCLUSION: One Size Does Not Fit All 131

44 Thank you for your attention! Questions? 132

New Hampshire Public Risk Management Exchange. (Primex 3 ) CEO Competencies

New Hampshire Public Risk Management Exchange. (Primex 3 ) CEO Competencies New Hampshire Public Risk Management Exchange (Primex 3 ) CEO Competencies Overview: Primex 3 has been strategically driven as an organization. The Board and staff, with input from the membership, have

More information

Kenya Revenue Authority (KRA) Chief Manager - Strategy, Planning and Policy

Kenya Revenue Authority (KRA) Chief Manager - Strategy, Planning and Policy Kenya Revenue Authority (KRA) Chief Manager - Strategy, Planning and Policy Job details Reference Number: KRA/HR01/14 Job Title: Chief Manager - Strategy, Planning and Policy Supervisor: Deputy Commissioner

More information

Succession Planning Process

Succession Planning Process 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

More information

Planning ToolkiT By the IT Succession and Workforce Planning Committee May 22, 2007

Planning ToolkiT By the IT Succession and Workforce Planning Committee May 22, 2007 Planning Toolkit By the IT Succession and Workforce Planning Committee May 22, 2007 Toolkit contents Welcome Letter 1 Frequently Asked Questions 3 Appendices Appendix A Template Succession Management

More information

POLICY ON SUCCESSION PLANNING FOR THE BOARD AND SENIOR MANAGEMENT

POLICY ON SUCCESSION PLANNING FOR THE BOARD AND SENIOR MANAGEMENT POLICY ON SUCCESSION PLANNING FOR THE BOARD AND SENIOR MANAGEMENT Page 1 of 7 CONTENTS S. No. Content Page No. 1 Background and Significance 3 2 Objectives of the Succession Planning Programme 3 3 Applicability

More information

Succession Planning: Your Bank s future leadership

Succession Planning: Your Bank s future leadership 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

More information

The relatively recent combination of

The relatively recent combination of Best practice talent management Bob Little offers a template for successful, systematic implementation The relatively recent combination of major economic, demographic, social and business trends have

More information

Individual Development Planning (IDP)

Individual Development Planning (IDP) Individual Development Planning (IDP) Prepared for Commerce Employees U.S. Department of Commerce Office of Human Resources Management Table of Contents Introduction / Benefits of Career Planning 1 Your

More information

Nothing ensures success like succession planning

Nothing ensures success like succession planning 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

More information

Guide on Developing a HRM Plan

Guide on Developing a HRM Plan Guide on Developing a HRM Plan Civil Service Branch June 1996 Table of Contents Introduction What is a HRM Plan? Critical Success Factors for Developing the HRM Plan A Shift in Mindset The HRM Plan in

More information

Would I Follow Me? An Introduction to Management Leadership in the Workplace

Would I Follow Me? An Introduction to Management Leadership in the Workplace Would I Follow Me? An Introduction to Management Leadership in the Workplace This dynamic program clearly shows the right and wrong ways to deal with the very important human dimension of team performance.

More information

STAFF REPORT ACTION REQUIRED

STAFF REPORT ACTION REQUIRED Insert TTC logo here STAFF REPORT ACTION REQUIRED Succession Planning Date: June 20, 2016 To: From: TTC Human Resources & Labour Relations Committee Chief Executive Officer Summary Further to the Human

More information

Best Practices for Talent Management

Best Practices for Talent Management Best Practices for Talent Management Date or subtitle Venture Bank June 2016 1 If we don t get the people thing right, we lose. It s the most important thing in all our businesses. Jack Welch, Former CEO,

More information

PSI Leadership Services

PSI Leadership Services 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

More information

EXECUTIVE COACHING What is executive coaching? Who is the typical executive coaching candidate? How long does executive coaching last?

EXECUTIVE COACHING What is executive coaching? Who is the typical executive coaching candidate? How long does executive coaching last? EXECUTIVE COACHING EXECUTIVE COACHING What is executive coaching? Executive or business coaching can be a power part of Human Resources functions or services. It is a senior training device, designed to

More information

Created 12-14-2010 12-13-2010 Actual Completion. Last Modified 12-03-2013 12-03-2013

Created 12-14-2010 12-13-2010 Actual Completion. Last Modified 12-03-2013 12-03-2013 Project Details Title Succession Planning: A Model for a Sustainable Future Status COMPLETED Category 5-Leading and Communicating Updated 09-26-2013 Timeline Reviewed 10-04-2013 Planned Project Kickoff

More information

Building and Sustaining a Strong Organization Amid Challenge And Change KPMG LLP

Building and Sustaining a Strong Organization Amid Challenge And Change KPMG LLP Building and Sustaining a Strong Organization Amid Challenge And Change KPMG LLP The Issue Today s market realities offer businesses little choice but to embrace change. Companies in almost every industry

More information

Succession Planning - Dress Rehearsal for the Understudies By Donald H. Hutton

Succession Planning - Dress Rehearsal for the Understudies By Donald H. Hutton Succession Planning - Dress Rehearsal for the Understudies By Donald H. Hutton This article 1st appeared in the November 2003 issue of Trustee Magazine. Many hospital and health system CEOs looking ahead

More information

Scheme of Service. for. Counselling Personnel

Scheme of Service. for. Counselling Personnel REPUBLIC OF KENYA Scheme of Service for Counselling Personnel October, 2009 APPROVED BY THE PUBLIC SERVICE COMMISSION OF KENYA AND ISSUED BY THE PERMANENT SECRETARY MINISTRY OF STATE FOR PUBLIC SERVICE

More information

Consulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers

Consulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers Consulting Performance, Rewards & Talent Making Employee Engagement Happen: Best Practices from Best Employers The Challenge Companies across the globe are taking the initiative to administer and manage

More information

Strategic Human Resource Management Catherine Truss, David Mankin & Clare Kelliher

Strategic Human Resource Management Catherine Truss, David Mankin & Clare Kelliher Catherine Truss, David Mankin & Clare Kelliher Oxford University Press (2012) ISBN: 978-0199583065 Theme of the Book What makes a good HR strategy and how does one develop it? These are just two of the

More information

5 Performance Management Tips for Small Businesses

5 Performance Management Tips for Small Businesses 5 Performance Management Tips for Small Businesses Table of Contents Top 6 Performance Management Mistakes...3 An effective performance management program can help create a more efficient and productive

More information

customization and one-to-one marketing. New products and services can now be

customization and one-to-one marketing. New products and services can now be A Markets of One Approach to Employee Engagement By Kevin D. Wilde and Cheryl Bethune Over the last few years, consumer marketing has entered a new era of extreme customization and one-to-one marketing.

More information

Nonprofit Leadership Transition: Sustaining Organizational Success When a Founder or Long-Term Leader Departs

Nonprofit Leadership Transition: Sustaining Organizational Success When a Founder or Long-Term Leader Departs Nonprofit Leadership Transition: Sustaining Organizational Success When a Founder or Long-Term Leader Departs Nonprofit organizations are predicted to transition their chief executive at a staggering rate

More information

Successful Succession Planning

Successful Succession Planning Successful Succession Planning Do you have the skill set needed in your team? Geraldine Buckland HR Consulting, People Management 10 th July 2014 Disclaimer The seminar is of a general nature and is not

More information

ALL WALES CREDIT UNION SUPPORT PROGRAMME. Securing the Future: A Guide to Maintaining Expert Boards by Succession Planning

ALL WALES CREDIT UNION SUPPORT PROGRAMME. Securing the Future: A Guide to Maintaining Expert Boards by Succession Planning 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

More information

Succession Plan. Planning Information and Plan Template December 2010. Succession Planning 2010

Succession Plan. Planning Information and Plan Template December 2010. Succession Planning 2010 Succession Plan Planning Information and Plan Template December 2010 Northland Foundation The Keeley Group Page 1 Introduction Succession Planning is an important component often addressesd as part of

More information

Succession Planning. Passing The Torch To Our Future Leaders. Gary Milewski Perkins+Will, Inc

Succession Planning. Passing The Torch To Our Future Leaders. Gary Milewski Perkins+Will, Inc Succession Planning Passing The Torch To Our Future Leaders Gary Milewski Perkins+Will, Inc There are two kinds of people in organizations: Those with 20 years experience and those with one year experience

More information

Workforce Planning Toolkit. Competencies Overview

Workforce Planning Toolkit. Competencies Overview Workforce Planning Toolkit Competencies Overview 2015 Table of Contents 3 Introduction 4 The Value of Competencies 5 How to Use This Tool 6 How Competencies Help Supervisors 7 How Competencies Help Employees

More information

Succession Planning: Contingency Planning to Survive Presentation by Richard Kremzier

Succession Planning: Contingency Planning to Survive Presentation by Richard Kremzier 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

More information

State of Washington. Guide to Developing Succession Programs. Updated November 2008. Page 1 of 9

State of Washington. Guide to Developing Succession Programs. Updated November 2008. Page 1 of 9 State of Washington Guide to Developing Succession Programs Updated November 2008 Page 1 of 9 Introduction The purpose of succession planning is to develop a pool of internal candidates for future vacancies.

More information

DIRECTOR OF PEOPLE & ORGINAISATIONAL DEVELOPMENT NICK MERNOCK EMPLOYEE SUCCESSION PLANNING STRATEGY

DIRECTOR OF PEOPLE & ORGINAISATIONAL DEVELOPMENT NICK MERNOCK EMPLOYEE SUCCESSION PLANNING STRATEGY AGENDA ITEM: REPORT TO: POLICY & FINANCE COMMITTEE DATE: 19 TH OCTOBER, 2006 REPORT NO. REPORTING OFFICER: CONTACT OFFICER: OFFICERS CONSULTED: SUBJECT: CFO/193/06 CHIEF FIRE OFFICER DIRECTOR OF PEOPLE

More information

Workforce Planning Toolkit

Workforce Planning Toolkit Workforce Planning Toolkit A Guide To Developing Your Agency s Succession Plan 2007 NASPE SUCCESSION PLANNING IN A MERIT SYSTEM Introduction The nation s estimated 78 million baby boomers began turning

More information

Career Management. Succession Planning. Dr. Oyewole O. Sarumi

Career Management. Succession Planning. Dr. Oyewole O. Sarumi 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

More information

Competency Management at Its Most Competent

Competency Management at Its Most Competent Competency Management at Its Most Competent Competencies That Work for Business A recent survey by Human Resource Executive found that two of the top five challenges facing organizations today are aligning

More information

NC TEACHER EVALUATION PROCESS SAMPLE EVIDENCES AND ARTIFACTS

NC TEACHER EVALUATION PROCESS SAMPLE EVIDENCES AND ARTIFACTS STANDARD I: ELEMENT A: Teachers demonstrate leadership Teachers lead in their classroom Developing Has assessment data available and refers to it to understand the skills and abilities of students Accesses

More information

Training and Human Resources Manager

Training and Human Resources Manager UNITED STATES BANKRUPTCY COURT SOUTHERN DISTRICT OF CALIFORNIA Training and Human Resources Manager Job Summary This position is located in the Administrative Section of the United States Bankruptcy Court

More information

TH E. General Guidelines for Charting Your Career Path

TH E. General Guidelines for Charting Your Career Path TH E INDIVIDUAL DEVELOPMENT PLAN G U ID E General Guidelines for Charting Your Career Path Wildland Fire Leadership Development Program April 2010 TABLE OF CONTENTS Credits... ii Introduction... 1 What

More information

INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS

INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS WHY TEDS? Fully Integrated TEDS Talent Management Solutions are fully integrated, allowing information to be shared among

More information

Onboarding. Design Build Attract

Onboarding. Design Build Attract Onboarding Design Build Attract The most critical time in an executive s career is the first 100 days in a new role. Executives promoted or hired into new roles are expected to not only find their way,

More information

Making Diversity Work for You

Making Diversity Work for You Making Diversity Work for You Shelby Scales Executive Director Airport Minority Advisory Council & Eric L. Mercado, C.M., ACE Managing Director Aviation Career Services AMAC s Five Year Strategic Plan

More information

Talent Management & Succession Planning. Finding, Developing and Selecting the Next Generation of Leaders in Public Service

Talent Management & Succession Planning. Finding, Developing and Selecting the Next Generation of Leaders in Public Service Talent Management & Succession Planning Finding, Developing and Selecting the Next Generation of Leaders in Public Service Contents Executive Talent Management is Critical Challenges and Keys to success

More information

Taking Care of Your Company s Future: 3 Best Practices for Succession Planning

Taking Care of Your Company s Future: 3 Best Practices for Succession Planning 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

More information

A Framework for Legal and Administrative Oversight of NGOs. The Contract. Program Oversight and Monitoring. Organizational Standards

A Framework for Legal and Administrative Oversight of NGOs. The Contract. Program Oversight and Monitoring. Organizational Standards A Framework for Legal and Administrative Oversight of NGOs The following is a brief discussion of the essential elements of a framework for legal and administrative oversight NGOs that is established in

More information

USBC Onboarding Program. Module 2: Orientation to the USBC Board of Directors

USBC Onboarding Program. Module 2: Orientation to the USBC Board of Directors USBC Onboarding Program Module 2: Orientation to the USBC Board of Directors 2014. Not to be distributed or reproduced without the express permission of BoardSource. 1 Welcome to the USBC Board of Directors!

More information

BOARD OF DIRECTORS HUMAN RESOURCES AND COMPENSATION COMMITTEE MANDATE

BOARD OF DIRECTORS HUMAN RESOURCES AND COMPENSATION COMMITTEE MANDATE BOARD OF DIRECTORS HUMAN RESOURCES AND COMPENSATION COMMITTEE MANDATE The Human Resources and Compensation Committee The by-laws of Suncor Energy Inc. (Suncor) provide that the Board of Directors (Board)

More information

The Individual Development Plan. General Guidelines for Charting your Career Path

The Individual Development Plan. General Guidelines for Charting your Career Path The Individual Development Plan General Guidelines for Charting your Career Path Table of Contents Introduction 1 What Is an IDP? 1 When to Prepare an IDP 2 What s in an IDP..2 Competencies....3 Responsibilities

More information

Executive Continuity Perspective for CEO s

Executive Continuity Perspective for CEO s Executive Continuity Perspective for CEO s As a strategic alignment consulting firm, at Aligns, Inc. we continue to learn much about what enables businesses to outperform competitors and establish sustainable

More information

The Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR

The Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR 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

More information

Career Development and Succession Planning. Changing Landscape of HR 2012 Conference

Career Development and Succession Planning. Changing Landscape of HR 2012 Conference Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.

More information

HOW TO PREPARE FOR THE SENIOR EXECUTIVE SERVICE

HOW TO PREPARE FOR THE SENIOR EXECUTIVE SERVICE HOW TO PREPARE FOR THE SENIOR EXECUTIVE SERVICE A DEPARTMENT OF THE NAVY HANDBOOK Published in 2012 Deputy Assistant Secretary of the Navy (Civilian Human Resources) and the Executive Diversity Advisory

More information

Agenda. Strategic Succession Planning: Building Your Bench Strength. The Numbers say. SP Defined* The Art of Choosing Positions

Agenda. Strategic Succession Planning: Building Your Bench Strength. The Numbers say. SP Defined* The Art of Choosing Positions 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

More information

Principal Selection Process. Office of Human Resources. October 2015

Principal Selection Process. Office of Human Resources. October 2015 Principal Selection Process Office of Human Resources October 2015 1 Strategic Goals 2 Principal Selection Process Overview Tier 4 Entry Plan Case Study Superintendent, Deputy Superintendent, Chief Schools

More information

HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Knowledge Professional and Organizational. Leadership/Human Resources Management. Program Management

HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Knowledge Professional and Organizational. Leadership/Human Resources Management. Program Management HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Employees in this banded class provide leadership and supervision to professional/technical staff in the delivery of a contemporary human resources program(s)

More information

1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION

1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION 1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION (i) CHIEF MANAGER - COMPENSATION AND BENEFITS, AND HR ADMINISTRATION (Grade KRA 7 ) JOB DESCRIPTION FORM Date: Kenya Revenue Authority

More information

THE CORPORATION OF THE CITY OF WINDSOR POLICY

THE CORPORATION OF THE CITY OF WINDSOR POLICY THE CORPORATION OF THE CITY OF WINDSOR POLICY Service Area: Office of the City Clerk Policy No.: HRDEV POL - 0001 Department: Human Resources Approval Date: March 23, 2015 Division: Organizational Development

More information

Korn Ferry Leadership Principles. Strengthening your organization's leadership base.

Korn Ferry Leadership Principles. Strengthening your organization's leadership base. Korn Ferry Leadership Principles Strengthening your organization's leadership base. How secure is your leadership base? Moving from being an individual contributor to a first leadership role is one of

More information

Self-Assessment Duval County School System. Level 3. Level 3. Level 3. Level 4

Self-Assessment Duval County School System. Level 3. Level 3. Level 3. Level 4 Standard 1: Purpose and Direction 1.1 The system engages in a systematic, inclusive, and comprehensive process to review, revise, and communicate a system-wide propose for the student success. The system

More information

OBJECTIVES. To discuss what succession planning is. To discuss what succession planning is NOT. To discuss why is succession planning needed?

OBJECTIVES. To discuss what succession planning is. To discuss what succession planning is NOT. To discuss why is succession planning needed? SUCCESSION PLANNING OBJECTIVES To discuss what succession planning is To discuss what succession planning is NOT To discuss why is succession planning needed? To discuss the basics of succession planning

More information

1 Executive Onboarding Reward vs. Risk

1 Executive Onboarding Reward vs. Risk 1 Executive Onboarding Reward vs. Risk Gerard F. McDonough and Becky Choi, J.D. LEADFIRST LEARNING SYSTEMS, LLC Challenging Transitions It would seem that as professionals become more advanced in their

More information

Office of Curriculum, Instruction, and Assessment:

Office of Curriculum, Instruction, and Assessment: Office of Curriculum, Instruction, and Assessment: Presentation to the School Committee ~ January 2014, Dr. Jessica Huizenga We can t solve problems by using the same kind of thinking we used when we created

More information

U.S. Nuclear Regulatory Commission. Plan of Action Strategic Workforce Planning

U.S. Nuclear Regulatory Commission. Plan of Action Strategic Workforce Planning U.S. Nuclear Regulatory Commission Plan of Action Strategic Workforce Planning January 19, 2001 Strategic Workforce Planning Plan of Action January 19, 2001 Content Overview This plan of action outlines

More information

Succession Planning: Developing Your Bench Strength. Presented By: Michelle McCall, Managing Principal, IMG

Succession Planning: Developing Your Bench Strength. Presented By: Michelle McCall, Managing Principal, IMG 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

More information

Released December 18 th, 2007

Released December 18 th, 2007 THE TEXAS A&M UNIVERSITY SYSTEM OFFICE STRATEGIC PLAN FY 2008-2012 Released December 18 th, 2007 (Updated as of June 16 th, 2008) Table of Contents Mission and Vision 3 Imperative 1: Customer Satisfaction

More information

White Paper. Executing Organizational. Strategy: Achieving. Success through Talent. Management

White Paper. Executing Organizational. Strategy: Achieving. Success through Talent. Management White Paper Executing Organizational Strategy: Achieving Success through Talent Management April 2007 Table of Contents Factors Impacting Business Value and Execution 4 The Solution: Business Execution

More information

Will regional talent management practices keep up with the global pace?

Will regional talent management practices keep up with the global pace? 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

More information

Corporate Governance Guidelines. Kenon Holdings Ltd. Adopted as of September 17, 2014

Corporate Governance Guidelines. Kenon Holdings Ltd. Adopted as of September 17, 2014 Corporate Governance Guidelines of Kenon Holdings Ltd. Adopted as of September 17, 2014 Corporate Governance Guidelines of Kenon Holdings Ltd. The following Corporate Governance Guidelines have been adopted

More information

Gladstone Ports Corporation Limited

Gladstone Ports Corporation Limited Gladstone Ports Corporation Limited Human Resources Committee Charter #159378v5 Adopted by Board 17/7/07 1 Table of Contents 1. TERMS OF REFERENCE... 3 2. ROLE AND RESPONSIBILITIES... 3 3. RELATIONSHIP

More information

Succession and Sustainability

Succession and Sustainability Succession Planning and Leadership Development MinnCAP Annual Conference August 2014 Presented by: Denise Harlow, MSW, CCAP, NCRT Community Action Partnership 1140 Connecticut Ave, NW, Suite 1210 Washington,

More information

HR WSQ Qualifications. Certified HR Professional Programmes

HR WSQ Qualifications. Certified HR Professional Programmes Human Resource WSQ HR WSQ Qualifications WSQ ADVANCED CERTIFICATE IN HUMAN RESOURCES 4 core + 4 Elective Units CORE UNITS Analyse and present research information (Level 3) Ensure compliance with relevant

More information

Leadership Development Handbook

Leadership Development Handbook Leadership Development Handbook Presented by: Langara College Human Resources Prepared by: Jackson Consulting Group Aim of the Handbook is to provide: Leadership Development Handbook - Introduction help

More information

The Individual Development Plan

The Individual Development Plan The Individual Development Plan General Guidelines Table of Contents Introduction 2 What Is an IDP? 2 Purpose of the IDP 3 When to Prepare an IDP 3 Benefits to Employees & Managers 3 Responsibilities 4

More information

Ontario Leadership Strategy. Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum

Ontario Leadership Strategy. Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum Ontario Leadership Strategy Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum Contents 1. Purpose 2. Why Succession Planning and Talent Development?

More information

CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com

CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com LITERATURE Integrating Performance Management and Talent Review Processes Finding 1: Performance management involves the entire

More information

Controlling Leadership Talent Risk: An Enterprise Imperative. By Seymour Adler, Senior Vice President and Amy Mills, Vice President

Controlling Leadership Talent Risk: An Enterprise Imperative. By Seymour Adler, Senior Vice President and Amy Mills, Vice President Volume 1, Issue 1 November 2008 By Seymour Adler, Senior Vice President and Amy Mills, Vice President Leadership Shortage Imminent Grooming leaders is one of the most critical business needs in the modern

More information

SUCCESSION PLANNING. April 31, 2015

SUCCESSION PLANNING. April 31, 2015 SUCCESSION PLANNING April 31, 2015 What We ll Cover: Succession Planning Leadership Development Now What Do We Do??? Succession Planning Succession planning ensures that the agency (or a department in

More information

6.2 Hiring the principal designate

6.2 Hiring the principal designate 6.2 Hiring the principal designate You do not need to have identified the Principal Designate (the appointed head) when you make your application. If you have you should provide their CV. If you have not,

More information

TALENT AND HUMAN RESOURCES MANAGER

TALENT AND HUMAN RESOURCES MANAGER TALENT AND HUMAN RESOURCES MANAGER The W.K. Kellogg Foundation is recruiting for a Talent and Human Resources Manager to lead and manage learning and development initiatives to support and advance the

More information

VA Office of Inspector General

VA Office of Inspector General VA Office of Inspector General OFFICE OF AUDITS AND EVALUATIONS Department of Veterans Affairs Audit of Office of Information Technology s Strategic Human Capital Management October 29, 2012 11-00324-20

More information

Interview Guide for Hiring Executive Directors. April 2008

Interview Guide for Hiring Executive Directors. April 2008 Interview Guide for Hiring Executive Directors April 2008 Introduction This interview guide has been developed to help the Board of Directors of Big Brothers Big Sisters agencies interview candidates for

More information

Talent Management Framework

Talent Management Framework 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

More information

EMC CORPORATION. Corporate Governance Guidelines

EMC CORPORATION. Corporate Governance Guidelines EMC CORPORATION Corporate Governance Guidelines The following Corporate Governance Guidelines (the Guidelines ) have been adopted by the Board of Directors (the Board ) of EMC Corporation (the Company

More information

October 17, 2011. HRBP Version Preparing for Talent Review: Updating imap Succession

October 17, 2011. HRBP Version Preparing for Talent Review: Updating imap Succession October 17, 2011 HRBP Version Preparing for Talent Review: Updating imap Succession FY12 Timeline for Succession / Talent Calibration Objective: Identify successors and high potential employees in the

More information

COHERENT, INC. Board of Directors. Governance Guidelines

COHERENT, INC. Board of Directors. Governance Guidelines COHERENT, INC. Board of Directors Governance Guidelines Effective: December 12, 2013 1. Mission of the Board The Board of Directors (the Board ) has the ultimate responsibility for the well being of the

More information

The Health and Family Planning Manager s Toolkit PERFORMANCE MANAGEMENT TOOL

The Health and Family Planning Manager s Toolkit PERFORMANCE MANAGEMENT TOOL The Health and Family Planning Manager s Toolkit PERFORMANCE MANAGEMENT TOOL Part I - Performance Planning and Review System Part II - Developing Performance Objectives Part III - Developing Job Descriptions

More information

International Institute of Management

International Institute of Management Executive Education Executive Action Learning Seminars Executive Seminars Executive Courses International Institute of Management Executive Education Courses Succession Planning Best Practices A Guide

More information

corporategovernance twothousandfourteen

corporategovernance twothousandfourteen corporategovernance twothousandfourteen 2014 1 Corporate governance This Corporate Governance Statement for IOOF Holdings Limited (IOOF) sets out as required by the ASX Listing Rules details of IOOF s

More information

Building Your Long Term People Strategy:

Building Your Long Term People Strategy: Building Your Long Term People Strategy: Succession Planning that Works, All Rights Reserved. This work may not be used, reproduced or distributed in any form without express permission. Building Your

More information

CEO Succession Planning

CEO Succession Planning CEO Succession Planning Presentation by: David Larcker, Professor, Stanford University Graduate School of Business and Director of the Rock Center for Corporate Governance Stephen Miles, Vice Chairman,

More information

INSPECTOR GENERAL UNITED STATES POSTAL SERVICE

INSPECTOR GENERAL UNITED STATES POSTAL SERVICE OFFICE OF INSPECTOR GENERAL UNITED STATES POSTAL SERVICE Corporate Succession Planning Program Management Advisory Report April 23, 2014 Report Number April 23, 2014 Corporate Succession Planning Program

More information

CEO SUCCESSION PLANNING. David F. Larcker and Brian Tayan Corporate Governance Research Initiative Stanford Graduate School of Business

CEO SUCCESSION PLANNING. David F. Larcker and Brian Tayan Corporate Governance Research Initiative Stanford Graduate School of Business CEO SUCCESSION PLANNING David F. Larcker and Brian Tayan Corporate Governance Research Initiative Stanford Graduate School of Business LABOR MARKET FOR CHIEF EXECUTIVE OFFICERS The labor market for CEOs

More information

Leadership Development

Leadership Development Leadership Development Leadership Development The ultimate test of a firm s leadership strength comes from its overall capacity to produce leadership that delivers stakeholder confidence in future results.

More information

The Leadership Mystery Defining Leadership Success through Competency Modeling and Workforce Analytics

The Leadership Mystery Defining Leadership Success through Competency Modeling and Workforce Analytics viapeople Insight - Whitepaper The Leadership Mystery Defining Leadership Success through Competency Modeling and Workforce Analytics Karen N. Caruso, Ph.D. Amanda Seidler, Ph.D. The Leadership Mystery:

More information

Business Plan-Human Resource Component

Business Plan-Human Resource Component RiskID Phone 0403369295 Fax 08 94466487 hemsm@riskid.com.au ABN 256 145 86627 Business Plan-Human Resource Component Mid West Group of Councils August 2010 1.1 People Current State The four Shires are

More information

Training Alignment Team: General recommendations on certification

Training Alignment Team: General recommendations on certification Training Alignment Team: General recommendations on certification Executive Summary Scope In July, 2009, the Training Alignment Team s (TAT) sponsors expressed their interest in exploring the possibility

More information

Contents. Before you begin

Contents. Before you begin Contents Contents Before you begin Learning outcomes Competency standard How to use this book Assessment Developing employability skills Developing an evidence portfolio Resources vii vii vii x xi xi xv

More information

Succession planning for smallto medium-sized family businesses: A succession. planning model

Succession planning for smallto medium-sized family businesses: A succession. planning model Introduction: A succession planning model Stage 1: The business case for proactive succession planning Stage 2: Identification of target roles and positions Stage 3: Determination of core competencies

More information

SIYANCUMA MUNICIPALITY POLICY: CAREER PATHING AND DEVELOPMENT

SIYANCUMA MUNICIPALITY POLICY: CAREER PATHING AND DEVELOPMENT SIYANCUMA MUNICIPALITY POLICY: CAREER PATHING AND DEVELOPMENT POLICY: CAREER PATHING AND DEVELOPMENT TABLE OF CONTENTS PAGE 1. INTRODUCTION 3 2. OBJECTIVES 3 3. DEFINITIONS 3 4. RESPONSIBILITY FOR CAREER

More information

Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky

Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky Strategic Human Resources Planning Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky Description: The course provides students

More information

SUCCESSION PLANNING 15 TH SACCA LESOTHO CONFERENCE

SUCCESSION PLANNING 15 TH SACCA LESOTHO CONFERENCE SUCCESSION PLANNING 15 TH SACCA CONFERENCE LESOTHO 29 31 OCT. 2014 OUTLINE What is Succession Planning? Why is succession planning important? Benefits of Succession Planning Why Succession Planning for

More information