How to engage and empower managers and staff in succession/career planning.

Transcription

1 Succession Planning and Career Empowerment It s Everyone s Job How To Ensure Success In Succession OMHRA-Fall Conference September 12, 2014 Presented by: Rebecca Heaslip,

2 Overview How to engage and empower managers and staff in succession/career planning. Identify Long and Short Espresso succession/career development strategies. Respective roles and responsibilities for succession/career planning. Proven talent development strategies. Top 5 mistakes to avoid in establishing succession planning.

3 Succession Planning is often top down and focused on identifying and developing leaders to serve the organization. Career Empowerment is seen as bottom up and employeedriven to serve the employee. Career Empowerment

4 Career Empowerment Definition: employees take charge and manage their own career advancement, developing skills and experience in their current role while identifying opportunities to leverage these talents in other roles.

5 Benefits of Career Empowerment Enhanced loyalty and retention of talent (especially high performing talent). Having a bigger pool from which to draw skilled talent for any roles. Self-directed learning and personalized approach leads to greater commitment. Enhanced engagement of Millennials. Shared responsibility for succession reduces burden on managers or HR.

6 Succession/ Career Management Whose Job is It? Employee Manager Human Resources Organization & Leadership

7 Does Your Culture Support Career Empowerment? Can employees accurately describe the key accountabilities in their current role and any roles they aspire to? Do they have the tools to objectively assess their skills, behaviours, drivers? Are upward and lateral career paths clear? What is your process for defining high potential? Is it transparent, fair and consistent? Does your culture support coaching? Do you hire from within whenever possible?

8 HCI Research 48% 46% report that career development is offered, but only to identify high-potential employees indicate that senior leaders are simply not concerned with career development within their organization HCI Career Empowerment 2013

9 Dilbert Cartoon

10 Human Resources Role Do you make career management processes simple? Integrated with other talent programs? Do you communicate the benefits to managers and staff? Do you make it fun? Do you provide managers with training to help them identify and develop talent? Are your talent management programs, tools and resources current?

11 Five Step Process Succession/Career Management 1. Pre-planning 5. Review Success 2. Establish Competency Models 4. Train Managers 3. Assess Employees Performance and Potential

12 Five Step Process Succession/Career Management 1. Pre-planning: Obtain senior management endorsement; define responsibilities of each stakeholder group; establish priorities (where to start); agree on metrics for measuring success. 2. Establish competency models by position or level to create an objective and consistent methodology for identifying needs/opportunities/gaps. 3. Assess employees current performance and potential (using 360 surveys and validated assessments); and motivation.

13 Five Step Process Succession/Career Management 4. Train managershow to interpret results: hold coaching conversations; create individual development plans with staff; use 9 box grid, establish readiness and conduct talent reviews 5. Review success: use metrics like time-to fill, number of internal versus external hires; track engagement levels, participation in training, coaching hours etc.

14 The Manager s Role Engage your staff in regular conversations about their career development. Prepare them for progression give assignments that challenge them. Encourage lateral career moves outside of staff s job description to expose them to other opportunities. Act as champion, cheerleader, advocate.

15 BUT WHAT IF.????????

16 Career Empowerment and Engagement Nine out of 10 respondents agree that Career Coaching Conversations increase employee engagement but only 31% say these discussions are happening. * More than half of those surveys indicate that career advancement opportunities are not indicated clearly. *Research conducted with over 300 organizations in 2013 by Human Capital Institute and Knightsbridge.

17 Ladder Lattice

18 Employee s Role Look for ways to stretch and grow in your current role; discretionary effort gets noticed. Adopt a free agent mentality. Look for ways to leverage your UVP become a mentor. Ask for feedback from peers on your behavioural practices. Seek out mentors both internal and external.

19 Short Espresso Career Empowerment Strategies Volunteer at work and external Regular career coaching conversations Job Rotations Speak at conferences

20 Long Espresso Succession/Career Management Strategies Structured learning programs for all (not just high potentials). Bi-annual talent reviews. Integrated talent assessment and tracking systems. Competency-based Performance reviews.

21 Top Talent Development Strategies Management development must come first. In low risk, low resource environments create on-the-job experiences for growth. Help employees to define their unique value proposition; create mentor relationships based on this expertise; have lunch-n-learns. Use validated, consistent, objective talent assessments and share summary of employee results with all managers. To know the road ahead, ask those coming back ~ Chinese Proverb

22 Mistakes to AVOID Don t 1. Create rigid career paths based on an old hierarchical model; lateral moves are also valued. 2. Assume everyone aspires to move up the ladder. 3. Ignore Millennials need for mobility; feedback; meaningful work. 4. Assume managers are coaching have a system to track this. 5. Try to do it all yourself. Remain the facilitator.

23 When the best leader s work is done, the people say, We did it ourselves. ~ Lao Tzu

24 Contact Information Rebecca Heaslip Leadership Insight Inc. Toll Free: Phone: LinkedIn: ca. linkedin.com/in/leadershipinsight