Georgia’s Flexible Succession Planning Model Growing Tomorrow’s Leaders Today

Georgia’s FlexibleGeorgia’s Flexible Succession Planning Model Succession Planning Model

Growing Tomorrow’s Leaders TodayGrowing Tomorrow’s Leaders TodayGrowing Tomorrow’s Leaders TodayGrowing Tomorrow’s Leaders Today

Did You Know…Did You Know…Did You Know…Did You Know…

Source: Commission for a New Georgia, Spring 2004Source: Commission for a New Georgia, Spring 2004

Approximately 60% of the state’s workforce is Approximately 60% of the state’s workforce is over 40 years of age?over 40 years of age?

Approximately 21% of all state managers can Approximately 21% of all state managers can retire in the next 5 years?retire in the next 5 years?

Did You Know…Did You Know…

20% of active Employees’ Retirement System (ERS) members are currently eligible to retire?

43% of active ERS members have less than 5 years of service?

45% of new hires with less than 1 year of service as of 10/1/1999 left state government within 5 years?

The estimated cost of turnover for the 414 jobs targeted for workforce planning during FY 2004 was almost $267 million?

20% of active Employees’ Retirement System (ERS) members are currently eligible to retire?

43% of active ERS members have less than 5 years of service?

45% of new hires with less than 1 year of service as of 10/1/1999 left state government within 5 years?

The estimated cost of turnover for the 414 jobs targeted for workforce planning during FY 2004 was almost $267 million?

Why Are We Here?Why Are We Here?Why Are We Here?Why Are We Here?

Rapid turnover of staffRapid turnover of staff

Projected retirements in key positionsProjected retirements in key positions

“Buy” strategy in tight budget conditions may not be feasible

Course ObjectivesCourse ObjectivesCourse ObjectivesCourse Objectives

Understand and articulate the importance Understand and articulate the importance of succession planningof succession planning

Become familiar with the steps and Become familiar with the steps and outputs of Georgia's Flexible Succession outputs of Georgia's Flexible Succession Planning ModelPlanning Model

Understand and articulate the importance Understand and articulate the importance of succession planningof succession planning

Become familiar with the steps and Become familiar with the steps and outputs of Georgia's Flexible Succession outputs of Georgia's Flexible Succession Planning ModelPlanning Model

What is Succession Planning?What is Succession Planning?What is Succession Planning?What is Succession Planning?

A A systematic effortsystematic effort and process of and process of

identifying and developing candidates for identifying and developing candidates for

key leadershipkey leadership and and professional positionsprofessional positions

over time to ensure the continuity of over time to ensure the continuity of

management and leadership in an management and leadership in an

organizationorganization

A A systematic effortsystematic effort and process of and process of

identifying and developing candidates for identifying and developing candidates for

key leadershipkey leadership and and professional positionsprofessional positions

over time to ensure the continuity of over time to ensure the continuity of

management and leadership in an management and leadership in an

organizationorganization

Succession Planning Related to Succession Planning Related to Workforce PlanningWorkforce Planning

Succession Planning is an element of workforce planning

Succession Planning places more emphasis on having the right leadership in place at every level of the organization

Succession Planning is an element of workforce planning

Succession Planning places more emphasis on having the right leadership in place at every level of the organization

Succession Planning Succession Planning Is NotIs Not Replacement PlanningReplacement Planning

Replacement planning is typically reactive.Replacement planning is typically reactive.

Replacement planning is compatible with and often overlaps succession planning.Replacement planning is compatible with and often overlaps succession planning.

Succession planning is proactive.Succession planning is proactive.

Succession Planning Succession Planning Is NotIs Not Pre-selectionPre-selection

Succession planning involves planned developmental activities for a group of employees.Succession planning involves planned developmental activities for a group of employees.

Pre-selection involves choosing a successor without a formal interview or selection process.Pre-selection involves choosing a successor without a formal interview or selection process.

Common Problems in Common Problems in Succession PlanningSuccession Planning

Lack of supportLack of support

Agency/office politicsAgency/office politics

Quick fix attitudesQuick fix attitudes

Low visibilityLow visibility

Lack of supportLack of support

Agency/office politicsAgency/office politics

Quick fix attitudesQuick fix attitudes

Low visibilityLow visibility

Best Practices in Succession PlanningBest Practices in Succession PlanningBest Practices in Succession PlanningBest Practices in Succession Planning

OpenOpenOpenOpen

Talent poolsTalent poolsTalent poolsTalent pools

Based on potentialBased on potentialBased on potentialBased on potential

Formal assessmentsFormal assessmentsFormal assessmentsFormal assessments

Multiple development strategiesMultiple development strategiesMultiple development strategiesMultiple development strategies

Targeted interventionsTargeted interventionsTargeted interventionsTargeted interventions

Top down approachTop down approachTop down approachTop down approachAutomation Automation Automation Automation

Pre-planCommunicateCommunicate

PlanPlan

Assess Bench Strengt

Identify

Talent

Develop

Talent

Evaluate Successi

on Planning

Communicate Plan

Identify Leadership

Characteristics

Georgia’s Flexible Succession Planning Georgia’s Flexible Succession Planning ModelModel

Growing Tomorrow’s Leaders TodayGrowing Tomorrow’s Leaders Today

Pre-plan

What is Pre-planning?What is Pre-planning?What is Pre-planning?What is Pre-planning?

Planning done before the creation of the succession plan

Why is Pre-planning Important?Why is Pre-planning Important?Why is Pre-planning Important?Why is Pre-planning Important?

Organizes resources effectivelyOrganizes resources effectivelyOrganizes resources effectivelyOrganizes resources effectively

Guards against crisesGuards against crises Guards against crisesGuards against crises

Considers legal issues before implementationConsiders legal issues before implementation Considers legal issues before implementationConsiders legal issues before implementation

Uniform Guidelines on Employee Selection Procedures http://www.dol.gov/dol/allcfr/Title_41/Part_60-3/toc.htm

Create Succession Planning Team Create Succession Planning Team Create Succession Planning Team Create Succession Planning Team

Agency executives

HR professionals

Agency strategic planner(s)

People with institutional knowledge

Agency executives

HR professionals

Agency strategic planner(s)

People with institutional knowledge

Pre-planning Pre-planning

Establish Program ObjectivesEstablish Program ObjectivesEstablish Program ObjectivesEstablish Program Objectives

Things to consider…Things to consider…

Agency’s mission

Strategic goals

Relevant workforce planning data

(e.g. diversity issues/concerns)

Impact of program on current HR practices and initiatives

Things to consider…Things to consider…

Agency’s mission

Strategic goals

Relevant workforce planning data

(e.g. diversity issues/concerns)

Impact of program on current HR practices and initiatives

Develop Program DesignDevelop Program DesignDevelop Program DesignDevelop Program Design

Adhere to current legal regulations

Outline major steps and methods

Identify process and outcome measures

The Decision Guide

Adhere to current legal regulations

Outline major steps and methods

Identify process and outcome measures

The Decision Guide

Create Workforce Strategy Action PlanCreate Workforce Strategy Action PlanCreate Workforce Strategy Action PlanCreate Workforce Strategy Action Plan

Specific actions to be taken

Persons responsible

Timeframes for completion

Specific actions to be taken

Persons responsible

Timeframes for completion

Pre-plan Pre-plan Pre-plan Pre-plan

Output: Output: Workforce Strategy Action PlanWorkforce Strategy Action PlanFor Succession Planning For Succession Planning

Communicate Plan

Goals of the Communication PlanGoals of the Communication PlanGoals of the Communication PlanGoals of the Communication Plan

Stakeholders will understand… Stakeholders will understand…

The definition of succession planning

The need for succession planning

The intent of the program

How the program will be implemented

Stakeholders will understand… Stakeholders will understand…

The definition of succession planning

The need for succession planning

The intent of the program

How the program will be implemented

What will a What will a Communication Plan Do?Communication Plan Do?

Document need for succession planning

Define succession plan

Declare intent of the program

Document how succession planning program will be implemented

Document need for succession planning

Define succession plan

Declare intent of the program

Document how succession planning program will be implemented

Why is the Why is the Communication Plan Important?Communication Plan Important?

Combats rampant misconceptionsCombats rampant misconceptions

Controls miscommunication Controls miscommunication

Manages skepticism Manages skepticism

Identify Target Audiences Identify Target Audiences (Stakeholders)(Stakeholders)

When When targetingtargeting your audience… your audience…

Level of awarenessKey issues & concernsWhat’s in it for them?

When When targetingtargeting your audience… your audience…

Level of awarenessKey issues & concernsWhat’s in it for them?

Audiences to include… Senior Leadership, HR Professionals, Managers,

Supervisors, and Employees

Communication ChannelsCommunication ChannelsCommunication ChannelsCommunication Channels

A few examples include…A few examples include…

Executive forums & information packets

Management forums

Posters

A few examples include…A few examples include…

Executive forums & information packets

Management forums

Posters

Evaluating Your Evaluating Your Communication PlanCommunication Plan

Possible Measures of SuccessPossible Measures of Success

# of people attending forums

# of people who understand how succession planning program works

Possible Measures of SuccessPossible Measures of Success

# of people attending forums

# of people who understand how succession planning program works

Communicate Plan Communicate Plan Communicate Plan Communicate Plan

Output: Output: Effective & targeted communication Plan Effective & targeted communication Plan

Identify Leadership

Characteristics

3 Leadership Characteristics3 Leadership Characteristics3 Leadership Characteristics3 Leadership Characteristics

Competencies & Proficiency LevelsCompetencies & Proficiency LevelsCompetencies & Proficiency LevelsCompetencies & Proficiency Levels

Scope of OperationScope of OperationScope of OperationScope of Operation

Leadership ResultsLeadership ResultsLeadership ResultsLeadership Results

PositionsPositionsLeading…Leading…

Levels of LeadershipLevels of Leadership

Enterprise GovernorEnterprise Governor

Business Group Mega Commissioner -- COOBusiness Group Mega Commissioner -- COO

Business Commissioner – Mega DirectorBusiness Commissioner – Mega Director

Function DirectorFunction Director

Managers Manager of ManagersManagers Manager of Managers

Others SupervisorOthers Supervisor

Self Individual PerformerSelf Individual Performer

Leadership CharacteristicsLeadership CharacteristicsLeadership CharacteristicsLeadership Characteristics

the the magnitude and complexitymagnitude and complexity of of

information, problems, plans, tasks, information, problems, plans, tasks,

projects or resources that must be projects or resources that must be

handled handled within appropriate timeframeswithin appropriate timeframes

the the magnitude and complexitymagnitude and complexity of of

information, problems, plans, tasks, information, problems, plans, tasks,

projects or resources that must be projects or resources that must be

handled handled within appropriate timeframeswithin appropriate timeframes

Scope of OperationScope of OperationScope of OperationScope of Operation

PositionsPositionsLeading…Leading…

Levels of Leadership & Scope of OperationLevels of Leadership & Scope of Operation

Front-lineFront-line

Mid-levelMid-level

SeniorSenior

p le x

a gn i

e xity

e fr a

Enterprise GovernorEnterprise Governor

Business Group Mega Commissioner -- COOBusiness Group Mega Commissioner -- COO

Business Commissioner – Mega DirectorBusiness Commissioner – Mega Director

Function DirectorFunction Director

Managers Manager of ManagersManagers Manager of Managers

Others SupervisorOthers Supervisor

Self Individual PerformerSelf Individual Performer

Leadership CharacteristicsLeadership CharacteristicsScope of OperationScope of Operation

Review the duties and responsibilities Review the duties and responsibilities

of each position and compare of each position and compare

information to the scope of operation information to the scope of operation

scalescale

Review the duties and responsibilities Review the duties and responsibilities

of each position and compare of each position and compare

information to the scope of operation information to the scope of operation

scalescale

Assigning Positions to Leadership LevelsAssigning Positions to Leadership LevelsAssigning Positions to Leadership LevelsAssigning Positions to Leadership Levels

Identify Leadership Identify Leadership CharacteristicsCharacteristics

Scope of Operations Scope of Operations

Output: Output: A list of positions, scope of operation, A list of positions, scope of operation, & leadership levels& leadership levels

Competencies are…Competencies are…

the underlying characteristics that allow people to effectively perform in a job

Core competency models allow agencies to…Core competency models allow agencies to…

identify competencies common to the success of a specific leadership level

Competencies are…Competencies are…

the underlying characteristics that allow people to effectively perform in a job

Core competency models allow agencies to…Core competency models allow agencies to…

identify competencies common to the success of a specific leadership level

Technical competencies:Technical competencies:

Job or career specific knowledge Job or career specific knowledge (accounting or human resources practices) (accounting or human resources practices)

Generic competencies:Generic competencies:

Common areas across jobs or careers (oral & Common areas across jobs or careers (oral & written communication competencies )written communication competencies )

Generally speaking… Generally speaking… Higher levels in the organization - less Higher levels in the organization - less emphasis on technical competencies.emphasis on technical competencies.

Leadership competency profiles focus on Leadership competency profiles focus on generic competencies. generic competencies. Include a technical/professional expertise Include a technical/professional expertise competency.competency.

Identify Subject Matter Experts (SMEs) Define common responsibilitiesIdentify generic competencies associated with common responsibilities Determine the most important competenciesIdentify proficiency level for each competency

For Each Level of Leadership:For Each Level of Leadership:

Identify Leadership Identify Leadership CharacteristicsCharacteristicsCompetenciesCompetencies

Output: Output: Competency Profile for Competency Profile for each leadership leveleach leadership level

Four Specific AreasFour Specific Areas

EmployeesEmployees

Process Process

CustomerCustomer

BusinessBusiness

Employee measures:Employee measures:

Improve performance levelsImprove performance levels

Enhance employee capabilities and employee trustEnhance employee capabilities and employee trust

Process measures:Process measures:

Improve current policies/proceduresImprove current policies/procedures

Achieve strategic goals/objectives more efficientlyAchieve strategic goals/objectives more efficiently

Customer measures:Customer measures:

Improve internal and external perceptions of Improve internal and external perceptions of organization organization

Enhance levels of serviceEnhance levels of service

Business measures:Business measures:

Meet strategic goals and objectives.Meet strategic goals and objectives.

Leadership Results should have the Leadership Results should have the following characteristics:following characteristics:

• ObjectiveObjective• ControllableControllable• SimpleSimple• TimelyTimely• AccurateAccurate• Cost-effectiveCost-effective

Output: Output: A list of positions, scope of operation, A list of positions, scope of operation, & leadership levels& leadership levels

Target Leadership Levels: Target Leadership Levels: Target Leadership Levels: Target Leadership Levels:

Top Down Approach Top Down Approach Top Down Approach Top Down Approach

It’s proven to work It’s proven to work

Maximizes bang for your buck Maximizes bang for your buck

Focuses on decision makers whose decisions impact the entire organizationFocuses on decision makers whose decisions impact the entire organization

Retains organizational leadership knowledge Retains organizational leadership knowledge

Reduces recruitment costs Reduces recruitment costs

Assess Bench Strength

What Bench Strength What Bench Strength What Bench Strength What Bench Strength

Organization’s ability to fill critical vacancies from within

Why Is Bench Strength Why Is Bench Strength Assessment Important? Assessment Important?

Locates organizational strengths and talent gaps

Assists in prioritizing resources to fill talent gaps

Provides a baseline for evaluations

Locates organizational strengths and talent gaps

Assists in prioritizing resources to fill talent gaps

Provides a baseline for evaluations

How to Conduct a How to Conduct a Bench Strength Assessment ?Bench Strength Assessment ?

Candidates assessed by reviewing manager

Simply a “thumbs up” or “thumbs down” decision

Yes they meet criteria or no they do not

Candidates assessed by reviewing manager

Simply a “thumbs up” or “thumbs down” decision

Yes they meet criteria or no they do not

Bench Strength AssessmentBench Strength AssessmentSampleSample

TargetedPositions

Position # LeadershipLevel

# of People

Ready Now

# of Positions

with at least 1 person Ready Now

# of People

Ready in 1-2 years

(Optional)

# of Positions with at least 1 person

ready in 1-2 years(Optional)

HR Director 00000001 Mid-Level 0 1

Director of Construction 00000002 Senior 3 X 4 X

Cust. Srvce Manager 00000003 Front-Line 2 X 3 X

HR Manager 00000004 Mid-Level 0 0

22 88 22

Do Not “Stack” Do Not “Stack” Do Not “Stack” Do Not “Stack”

An individual should be deemed ready for only one position

“Stacking” individuals against multiple positions inflates bench strength

An individual should be deemed ready for only one position

“Stacking” individuals against multiple positions inflates bench strength

Assess Bench Strength Assess Bench Strength Assess Bench Strength Assess Bench Strength

Output: Output: A list of critical positions andA list of critical positions and

the # that have at least the # that have at least one person readyone person ready

Identify Talent

OpenOpenOpenOpen

Talent poolsTalent poolsTalent poolsTalent pools

Based on potentialBased on potentialBased on potentialBased on potential

Formal assessmentsFormal assessmentsFormal assessmentsFormal assessments

Why Identify Talent? Why Identify Talent? Why Identify Talent? Why Identify Talent?

Focus resourcesFocus resources on employees that are on employees that are capable of capable of advancing beyondadvancing beyond their present their present

position position

High PotentialsHigh Potentials

Who Are Your High Potentials?Who Are Your High Potentials?Who Are Your High Potentials?Who Are Your High Potentials?

Capable of undertaking greater responsibilities Capable of undertaking greater responsibilities

Currently exemplary performersCurrently exemplary performers

Interested in becoming future leadersInterested in becoming future leaders

Create Leadership Talent PoolsCreate Leadership Talent PoolsCreate Leadership Talent PoolsCreate Leadership Talent Pools

Formally assess the candidatesFormally assess the candidates

Use multi-dimensional approachUse multi-dimensional approach

Create talent pools for each leadership level Create talent pools for each leadership level

Leadership Talent AssessmentsLeadership Talent AssessmentsLeadership Talent AssessmentsLeadership Talent Assessments

Provide Information Regarding:Provide Information Regarding:Provide Information Regarding:Provide Information Regarding:

Potential for greater leadership

Strengths

Areas for development

Potential for greater leadership

Strengths

Areas for development

Legal Implications of Legal Implications of Talent Assessments Talent Assessments Legal Implications of Legal Implications of Talent Assessments Talent Assessments

• Assessors should be provided instruction on how to assess candidates

• Process should adhere to the Uniform Guidelines on Employee Selection Procedures

Uniform Guidelines on Employee Selection Procedures http://www.dol.gov/dol/allcfr/Title_41/Part_60-3/toc.htm

• All components are considered a test• All components are considered a test

•Assessments are selection eventsAssessments are selection events

PRE-SCREEN PRE-SCREEN FORMAL

ASSESSMENTFORMAL

ASSESSMENT

TALENT ASSESSMENT PROCESS TALENT ASSESSMENT PROCESS

Identify Candidates For

Formal Assessment

Identify Candidates For

Formal Assessment

Identify Participants For Talent Pools

Minimum EntryMinimum Entry RequirementsRequirementsMinimum EntryMinimum Entry RequirementsRequirements

Talent Assessments Talent Assessments Pre-screening Pre-screening

Identify Minimum Entry RequirementsIdentify Minimum Entry RequirementsIdentify Minimum Entry RequirementsIdentify Minimum Entry Requirements

Is it job-related?

Is there adverse impact?

Does it consider de-railers?

Is it job-related?

Is there adverse impact?

Does it consider de-railers?

Note: Consult your legal counsel Note: Consult your legal counsel

Self-Nomination Self-Nomination

Management Nomination

Letter of interest, resume, application

Recommendations

Letter of interest, resume, application

Recommendations

Review & selection of candidates by managers or committeeReview & selection of candidates by managers or committee

PRE-SCREEN PRE-SCREEN

Talent Assessment Process Talent Assessment Process

Self NominationSelf Nomination Self NominationSelf NominationAdvantages:Advantages:Advantages:Advantages:

Disadvantages:Disadvantages:Disadvantages:Disadvantages:

•Interested employees have opportunity to be assessedInterested employees have opportunity to be assessed

•Establishes air of inclusivenessEstablishes air of inclusiveness

•Typically yields less challenges to the program Typically yields less challenges to the program

•Encourages diversity of applicant pool Encourages diversity of applicant pool

•May receive extremely large amount of applicationsMay receive extremely large amount of applications

•May receive unqualified applicationsMay receive unqualified applications

•Time consuming Time consuming

Management NominationManagement NominationManagement NominationManagement Nomination

• More streamlined and efficient More streamlined and efficient • Regulate the quantity & quality of applicationsRegulate the quantity & quality of applications• Conserves resourcesConserves resources

• May be perceived as management sanctioned favoritism May be perceived as management sanctioned favoritism

• Could lead to legal challenges from excluded employeesCould lead to legal challenges from excluded employees

• Some qualified candidates may be overlooked Some qualified candidates may be overlooked

• May be perceived as management sanctioned favoritism May be perceived as management sanctioned favoritism

• Could lead to legal challenges from excluded employeesCould lead to legal challenges from excluded employees

• Some qualified candidates may be overlooked Some qualified candidates may be overlooked

Advantages:Advantages:Advantages:Advantages:

Disadvantages:Disadvantages:Disadvantages:Disadvantages:

TALENT ASSESSMENT PROCESS TALENT ASSESSMENT PROCESS

Assess against minimum

entry requirements

Keep application Keep application information separate information separate from Personnel files. from Personnel files.

# of # of Participants Participants

For For Development ?Development ?

# of # of Participants Participants

For For Development ?Development ?

FORMAL ASSESSMENT

Assess against pre-established

leadership characteristics

Assess against pre-established

leadership characteristics

entry requirements

Global Assessments Global Assessments … Qualified PerceptionsQualified Perceptions

Assessment CentersAssessment Centers … Standardized job simulationsStandardized job simulations

Achievement testsAchievement tests … Measures current knowledge or skills Measures current knowledge or skills related to leadershiprelated to leadership

InterviewsInterviews … Structured or unstructured discussionStructured or unstructured discussion

Personality InventoriesPersonality Inventories … Evaluate underlying characteristicsEvaluate underlying characteristics

Multi-rater SurveysMulti-rater Surveys … Collect data from multiple sources Collect data from multiple sources

Approaches to Formal Assessment Approaches to Formal Assessment

FORMAL ASSESSMENT

Multi rater Surveys…. Multi rater Surveys….

Feedback from different ratersFeedback from different raters

Provides different opinions or Provides different opinions or consensusconsensus

Cost effectiveCost effective

Easy to administerEasy to administer

CompetencyCompetency

Scope of OperationScope of Operation

Leadership ResultsLeadership Results

Multiple users can can view and/or print

scoring results from multi-

rater assessments. Click here to

view assessment

results

Generic Scope Rating

High High

Potentials

CANDIDATE ASSESSMENT REPORTCANDIDATE ASSESSMENT REPORT

IDENTIFY TALENT IDENTIFY TALENT

Formal Discussion Formal Discussion

Placement in talent matrixPlacement in talent matrix

Relevant criteria (i.e., minimum entry requirements) Relevant criteria (i.e., minimum entry requirements)

Derailers Derailers

FORMAL ASSESSMENT

Talent Assessment Process

Competency Proficiency

Leadership Results

Scope of Operation

PRE-SCREEN

Self-Nomination

Management Nomination

Assess against pre-established leadership characteristics

Assess against pre-established minimum entry requirements

Identify Talent Identify Talent Identify Talent Identify Talent

Output: Output: Talent Pool for Talent Pool for each leadership level each leadership level

Develop Talent

OpenOpenOpenOpenTalent poolsTalent poolsTalent poolsTalent pools

Multiple development strategiesMultiple development strategiesMultiple development strategiesMultiple development strategies

Targeted interventionsTargeted interventionsTargeted interventionsTargeted interventions

Basic Elements Basic Elements Basic Elements Basic Elements

Develop Goals For The Pool

Identify Development Activities Identify Development Activities

Process For Developing Talent Process For Developing Talent Process For Developing Talent Process For Developing Talent

Create an Individual Development Plan Create an Individual Development Plan

To direct To direct activities activities towards

closing critical gaps &

leveraging important strengths

To direct To direct activities activities towards

closing critical gaps &

leveraging important strengths

To focus To focus activities activities on preparing for the next level of leadership

To structure To structure activitiesactivities to create a

logical sequence of

learning

To structure To structure activitiesactivities to create a

logical sequence of

learning

Why a Systematic Process?Why a Systematic Process?

Question:

What must be addressed to create a readied supply of capable leaders?

Question:

What must be addressed to create a readied supply of capable leaders?

Develop Goals For The Pool

Key Key Assignments Assignments

Professional

Relationships

Professional

Relationships

Formal

Training Formal

Training

Off the job Activities

13% 13%

13%13%

13% 13%

61%61%61%61%

Mentoring &

CoachingMentoring &

Coaching

E-learning,

LecturesE-learning,

Lectures

Professional

Associations, etc. Professional

Associations, etc.

Job ro

tations,

nments

Job ro

tations,

nments

Identify Development Activities Identify Development Activities

Learn by real life application

Learn with discussion

Need support for risk taking, creativity & other activities

Perform better with corrective & positive feedback

Learn by real life application

Learn with discussion

Need support for risk taking, creativity & other activities

Perform better with corrective & positive feedback

Like challenges

Are motivated

Enjoy learning

Are capable

Like challenges

Are motivated

Enjoy learning

Are capable

Adult LearnersAdult LearnersHigh PotentialsHigh Potentials

Things to consider Things to consider

• Select development goal

• Interview current current high performers (from leadership levels) & capture relevantrelevant experiences

• List challengeschallenges and benefits

• Document critical &/or optional activities

• Select development goal

• Interview current current high performers (from leadership levels) & capture relevantrelevant experiences

• List challengeschallenges and benefits

• Document critical &/or optional activities

Identify Critical Development Activities Identify Critical Development Activities

Develop Talent Develop Talent Develop Talent Develop Talent

Output: Output: •Critical Development ActivitiesCritical Development Activities•IDP IDP

Evaluate Succession Planning

Why Is Evaluation Important?Why Is Evaluation Important?Why Is Evaluation Important?Why Is Evaluation Important?

Clarifies worth & justifies funding

Demonstrates program’s effectiveness • To the candidates• To the stakeholders

Identify flaws

Improve the components of the program• Which helps to better manage resources

Documents program accomplishments

Clarifies worth & justifies funding

Demonstrates program’s effectiveness • To the candidates• To the stakeholders

Identify flaws

Improve the components of the program• Which helps to better manage resources

Documents program accomplishments

Assemble Evaluation TeamAssemble Evaluation Team

HR StaffHR StaffKey Line ManagersKey Line ManagersExecutive Staff Executive Staff

Types of MeasurementsTypes of Measurements

HOW ARE THINGS HOW ARE THINGS GOING?GOING?

Adherence to Decision Adherence to Decision guideguide

What is working?What is working?

What is not working?What is not working?

HOW THINGS WENT?HOW THINGS WENT?

Any improvements?Any improvements?

Failures?Failures?

Successes?Successes?

Outcome Measures Outcome Measures Process Measures Process Measures

Questionnaires Questionnaires

SurveysSurveys

InterviewsInterviews

Focus GroupsFocus Groups

Tests Tests

Existing data or statisticsExisting data or statistics

Questionnaires Questionnaires

SurveysSurveys

InterviewsInterviews

Focus GroupsFocus Groups

Tests Tests

Existing data or statisticsExisting data or statistics

Gather InformationGather InformationGather InformationGather Information

Make Sense Of The InformationMake Sense Of The Information

Categorize information Categorize information

Patterns, Relationships Patterns, Relationships

Types of responses Types of responses

Refer back to evaluation goalsRefer back to evaluation goals

Automate the analysis processAutomate the analysis process

Use charts, graphs, tables for comparisonsUse charts, graphs, tables for comparisons

Summarize findings Summarize findings

Stakeholders have an investment in the program and need to know what is going on

Communicate Findings & Communicate Findings & RecommendationsRecommendations

Note any shortfalls

Note achievements

Make recommendations

Be direct – attack problems

Note any shortfalls

Note achievements

Make recommendations

Be direct – attack problems

Use The Recommendations Use The Recommendations Use The Recommendations Use The Recommendations

•Identify an Action PlanIdentify an Action Plan

•Make Program ImprovementsMake Program Improvements

•Implement Practical and Cost Effective ProcessesImplement Practical and Cost Effective Processes

•Identify and Implement ImprovementsIdentify and Implement Improvements

•Incorporate Industry Standards & Best Practices Incorporate Industry Standards & Best Practices

Keys to Successful EvaluationKeys to Successful EvaluationKeys to Successful EvaluationKeys to Successful Evaluation

Identify and engage stakeholdersstakeholders (up front)Identify and engage stakeholdersstakeholders (up front)

Make sure you ask the right questions Make sure you ask the right questions Make sure you ask the right questions Make sure you ask the right questions

Begin the evaluation process earlyBegin the evaluation process early

Implement practical and cost effective processes Implement practical and cost effective processes Implement practical and cost effective processes Implement practical and cost effective processes

Evaluate Succession Planning Evaluate Succession Planning Evaluate Succession Planning Evaluate Succession Planning

Output: Output: Summary of plan’s effectiveness &Summary of plan’s effectiveness &Recommendations for improvementRecommendations for improvement

Pre-planCommunicateCommunicate

PlanPlan

Assess Bench

Strength

Identify Talent

Develop Talent

Evaluate Succession Planning

Communicate Plan

Identify Leadership Characteristics

Georgia’s Flexible Succession Planning Georgia’s Flexible Succession Planning ModelModel

Workforce Planning Workforce Planning Consultants Consultants

Al Brown 404-657- 2848Al Brown 404-657- 2848Fatima Goines 404-651- 9460Fatima Goines 404-651- 9460Renata Mazukniene 404-463 –1484Renata Mazukniene 404-463 –1484Sherille May 404-657- 0362Sherille May 404-657- 0362Michelle Raines 404-657- 2933Michelle Raines 404-657- 2933Steve Sutton 404-657- 2843Steve Sutton 404-657- 2843

Georgia’s Flexible Succession Planning Model Growing Tomorrow’s Leaders Today

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