Upload
guestc81ea
View
832
Download
1
Embed Size (px)
DESCRIPTION
Citation preview
LifeSpan-Solutions®
© 2008
1. Overview of Succession Management 2. EMA Succession & Tacit Knowledge
Transfer Issues3. Recommended Process for EMA4. Proposed Next Steps5. Anticipated Outcomes
LifeSpan-Solutions®
© 2008
Process of acquiring, assessing, developing, and placing talent to meet the needs of the organization, now—and in the future. Best Practices in Recruiting
– Bank on Employee Referrals: Turn every employee into a talent scout– Proactive Recruiting: Recruit ahead of need, not at point of need– Recruit “A” Caliber Players: Find and hire the “Tiger Woods” of your
world– Use multi-faceted approach with final candidates
Ask for written thoughts to a key topic Use “3-Interview Process” and involve best possible interviewers Have candidates present potential solutions to selection team– Constantly polish company brand and tout it
LifeSpan-Solutions®
© 2008
Process of acquiring, assessing, developing, and placing talent to meet the needs of the organization, now—and in the future.
One of the most important responsibilities of both senior leadership and Co’s Board of Directors Ensure viability and continued growth of the organization Fully understand situation and take action as needed
Effective Succession Management results in more choices Ideally, one or more qualified internal candidates to backfill
every key role needed
LifeSpan-Solutions®
© 2008
TIME 1960’s – 70’s 1980’s – 90’s Today
RISK MANAGEMENT Informally name single
successors for highest positions
Minimize immediaterisk of vacancies
TALENT ASSESSMENT Formalize process of
assessing talentand building pipeline
Minimize risk of job vacancies and pipeline shortages
TALENT DEVELOPMENT Assess talent and manage
developmental actions to create bench strength to meet business strategy – now and in the future
Succession Pools
LifeSpan-Solutions®
© 2008
15% decline in number of 35- to 44-year-olds over next 10 years
Large pool of workers 55+ changing their priorities Most “Gen X” talent pool not ready to assume senior
responsibilities Tacit knowledge and social connections needed for
success are not under organization’s control Non-stop, unpredictable change is creating new and
evolving talent needs and gaps Boards of Directors much more actively involved in
process
LifeSpan-Solutions®
© 2008
Today’s best Succession Management systems and processes… Are built around competencies that support organizational
strategy and objectives Ensure continuity of lynchpin/mission critical positions Are development oriented, rather than simply replacement
oriented Are simple, pragmatic/non-bureaucratic, action oriented Are relatively open and involve candidates in process rather
than being shrouded in secrecy Serve as a vehicle for BOD and top exec’s to reflect on progress
of talent and opportunities for development
LifeSpan-Solutions®
© 2008
Best practices for engaging current and future leaders in developmental activities…1. Use a variety of developmental approaches
Special assignments, mentoring/coaching, job rotation, traditional educational programs , formalized surveys and other similar processes
2. Carefully balance short-term need to fill vacant positions with longer-term need to help people grow and develop their to their full potential
3. Utilize technology to update and monitor developmental activities
LifeSpan-Solutions®
© 2008
Definition of Competency Observable and measurable package of knowledge and skills Gained through education, training, experience, and natural ability Distinguishes superior or exemplary performer from mediocre or
inadequate performer Example of Competency Profile (Canada Public Service Agency)
Category General DefinitionValues and Ethics Serving with integrity and respect
Strategic Thinking Innovating through anticipation, analysis and ideas
Engagement Mobilizing people, organizations, partners
Management Excellence
Delivering through action management, people management, and financial management
LifeSpan-Solutions®
© 2008
Example of Competency Profile (Canada Public Service Agency) Effective Behaviors for Director Position
Values & Ethics - Serving w/ integrity and respect Strategic Thinking - Innovating through analysis & ideas
Fosters a climate of trust and respect Incorporates equitable practices into HR planning Builds and promotes a safe, healthy, and respectful
organization free of harassment and discrimination Practices transparency and fairness in all transactions
Analysis… Frames direction with understanding of organization’s prioritiesIntegrates information from multiple sources to form a comprehensive perspectiveIdeas… Translates vision and policy into concrete work activitiesDesigns initiatives to enhance operational efficiencyEncourages and incorporates diverse initiatives and perspectives
Engagement - Mobilizing people, organizations, and partners
Management Excellence - Delivering through action, people, and financial management
Shares information regularly and openly, vertically and horizontally
Uses persuasion to gain support for initiatives Follows through on commitments Solicits input from and listens to staff, partners, and
stakeholders Communicates vision and division plans with clarity and
commitment Establishes regular and comprehensive exchanges of ideas
Action Management - design and execution…Sets realistic timelines and clear accountabilities for managersResponds decisively and quickly to emerging opportunities or risksPeople Management - individuals and workforce…Coaches, challenges, and provides opportunities for growthDevelops and supports career plans and learning opportunitiesFinancial Management - budgets and assets…Allocates and manages division resources transparently
LifeSpan-Solutions®
© 2008
Key Competencies Tied to business strategy and key EMA positions
Accelerate Development of Talent and Increase Overall EMA Bench Strength Put all key players on a development action plan Fill critical competency gaps ASAP Produce more “Ready Now” vs. “Ready Later” backups
– At executive team level– At Work Practice, Organization Development, and Information Systems leader level
Determine and Plan for Covering Gaps Created by Future EMA Retirements Who, when, how/to what degree will they retire
Find Ways to Uncover & Transfer Critical Tacit Knowledge
LifeSpan-Solutions®
© 2008
A. Clarify/update EMA’s mid and long-term vision and strategic goals
B. Identify/modify/update leadership and technical competencies required to meet EMA vision and strategic goals
A. Determine/update competency assessments and career aspirations of EMA’s leaders/professionals
B. Categorize succession readiness of EMA leaders/professionals and identify current development and continuity issues
C. Analyze external talent to identify potential additions
D. Conduct annual Succession Conference to review EMA bench strength, clarify changing requirements and needs , and address continuity issues
A. Review/modify/maintain active Board of Director involvement
B. Track selections and evaluate success of internal promotions and external hires
C. Update success metrics used to monitor and evaluate Succession Process
A. Identify/add to/enhance EMA’s talent acquisition, retention, training & development, and knowledge trans-fer strategies & programs and implement same
B. Prepare individual development plans
C. Develop/revise/ update EMA’s communication strategy and provide appropriate information to key EMA employees
1
23
4
LifeSpan-Solutions®
© 2008
Form a team (Denise and Audie) to develop and install the 4-Step EMA Succession Management Process1. Put together a specific work plan for accomplishing 2 thru 10
2. Determine EMA’s “must have” positions and related competencies to achieve its strategic goals
3. Assess EMA’s top 25 people – determine development needs and career aspirations versus competencies identified above
4. Determine EMA’s bench strength based on readiness and desire of its top 25 people
5. Clarify EMA’s overall continuity and leadership development issues
6. Define EMA’s Succession Management communication strategy
LifeSpan-Solutions®
© 2008
Form a team (Denise and Audie) to develop and install the 4-Step EMA Succession Management Process7. Identify/create development programs and processes – to
accelerate the growth of EMA’s 25 top leaders/professionals
8. Develop a tacit knowledge transfer program – to include such practices as: 1) assignment sharing, 2) shadowing, 3) mentoring & coaching, 4) communities of practice, 5) formal story telling, etc.
9. Develop metrics for monitoring and evaluating success
10. Design and facilitate EMA’s 1st formal Succession Review Conference
LifeSpan-Solutions®
© 2008
Management team and BOD in full agreement on backups and succession process to ensure company viability
Personalized development plans in place to address individual needs and key required competencies going forward
Sound succession management practices in place – ensuring flow of backups for mission critical positions going
forward Avoiding need to have to react to unforeseen events and
departures Metrics in place –
EMA management team/BOD able to monitor progress and adjust plans and actions as necessary