Build over Buy: Accelerating Internal Readiness to Close Succession Gaps

Jeremy BraidishVP, OD&L and HR Strategy

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Key Leadership RoleReady for Position

Function

Position (Band) Incumbent Job Date Now (Band) 1 – 2 years (Band) 3 – 5 years (Band)

VP of Stuff Doe, A. 01/10 External Smith, J.* Jones, C.

VP of Regional Stuff Doe, B. 12/08 External External Smith, J.*Robinson, D.

VP of Important Stuff Doe, C. 3/09 External External Smith, J.*

Director of Secret Stuff Doe, D 10/09 External External External

Maker of Stuffing Doe, E 11/10 External External Thomas, P.

* = Diversity Talent

Succession Depth – The Problem Statement

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Project Scope

Objective• Ensure sufficient succession depth for the key leadership

positions

Expected Outcomes• Job profile for success in key leadership positions• At least 2-3 “Ready Now” successors identified and validated for

the key positions or specific plans to source additional candidates from outside

• Talent assessment conducted on each potential successor to identify gaps

• Robust development plans in place for each potential successor to increase readiness for leadership positions

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Building the Success Profile

Coordinated a cross functional interview slate to build the exemplar profile. Slate included leaders from the following areas:

• Engineering/R&D• Business General Managers• Sales• Marketing• Human Resources• Integrated Supply Chain (Manufacturing)

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Interview Questions

1. What knowledge or skills do you think are critical for success in the roles?2. What behaviors or leadership traits are critical for the success in the roles?3. Think about yourself and/or a successful individual in the role. What makes

you/them successful?4. What proven experiences are critical to have for this role to establish

credibility and drive results?5. How do you and/or a successful leader interact with key stakeholders (e.g.,

communication, decision-making, influencing)?6. How does a successful individual resolve conflict when it exists?7. Are there any changes you see with this role that would change the profile for

the job in the future? What are they and how would the requirements change?

8. From your perspective, what potential successors do we have in Honeywell who have these qualifications? Do you have any thoughts on what they’d need to develop to be successful in this role?

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General Observations

Leadership:• All recognize gaps on succession plans• Sponsorship by leadership viewed as critical• Perception by some that more focus is needed across regions and on

managerial effectiveness skills

Gaps/Culture:• Many experienced leaders have great depth in particular discipline but few

with broader GM capabilities.• Some successors, although having potential to scale, may not be interested

in broader leadership role.

Succession Forecast:• No clear successor for some key leadership positions as roles are defined

today; some potential successors have been identified but are 2-3 years out from Ready Now.

• Must determine how to effectively retain potential successors

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Core Competency Gap Analysis

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Core Competencies Identified

1. CUSTOMER FOCUS (9)Recognizes that we need to think from the outside in in order to grow and that the customer is the cornerstone of our success. Does a superb job for customers every day in quality, delivery, value, and technology;

2. PEOPLE MANAGEMENT (19)Effectively manages resources by attracting, developing, and retaining talent; engages the organization through approachable and accessible style;

3. TECHNICAL BREADTH (17)Is capable and effective in technical skills. Remains aware of advances and current thinking in their field;

4. ABILITY TO INFLUENCE KEY STAKEHOLDERS (17)Effectively manages key stakeholders in and outside of the organization; develops and maintains solid relationships needed to be successful;

5. GLOBAL EXPERIENCE (16)Views the business from all relevant perspectives and sees the world in terms of integrated value chains;

6. BUSINESS ACUMEN (13)Knows how the businesses work; is knowledgeable about current information affecting the businesses including the markets, industry, and competition;

7. OPERATIONAL EXCELLENCE (10)Effectively manages the organization’s operations to meet customer commitments and operational objectives;

8. ENTREPRENUERIAL STYLE (10)Demonstrates creativity and ability to innovate; shows passion and commitment to growing the business;

9. INTEGRATIVE THINKER (9) Demonstrates ability to assimilate various and conflicting information or opinions into a well-considered decision;

(##) reflects no. of respondents referencing this dimension Talent Assessment

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Candidate Profiles

Overall Fit: 77.7%Developmental NeedsBusiness SavvyEntrepreneurial StyleGlobal Mindset

Action PlanCoaching and participation in SBU roadmapsBrno assignmentTraining and goal setting

Note: Overall Fit - % of possible ratings including all 9 competencies with double weighting for People Mgmt, Technical Breadth, Stakeholder Influence, Global Experience, Customer Focus, Business Acumen

Developmental NeedsAssertivenessStrategic Orientation

Action PlanCoaching and 360 feedback to increase assertivenessTraining and participation in strategic task teams

Overall Fit: 71.9%

Candidate A Candidate B

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Development Planning

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Assessment/Succession Analytics

Q&A