Upload
saifuddin-orexs
View
221
Download
0
Embed Size (px)
Citation preview
8/3/2019 Calpers Succession Planning
1/16
ACalPERS Succession
Planning Model
Chris OBrien, Chief,
Human Resources
Pat Santillanes, Assistant Chief,Human Resources
8/3/2019 Calpers Succession Planning
2/16
A
Presentation Overview Background
Scope
Strategic Leadership Framework Succession Planning Process
Succession Management Process
Accomplishments & Challenges
Recommendations for Success
Summary & Wrap-up
8/3/2019 Calpers Succession Planning
3/16
A
Background Existing WorkForce Planning at CalPERS
2002 - Strategic direction to focus on
Succession Planning
Established Succession Planning & WorkForce
Management Project (SPWMP)
Adopted Leadership Development Framework
Demographic Profile of CalPERS Leadership
Risk Assessment to establish scope
8/3/2019 Calpers Succession Planning
4/16
A
Scope Leadership Assessment (Interviews and Focus Groups)
Retirement Risk Analysis of 129 Leaders
Readiness: Current & Future Skills
Critical Positions identified
Leadership Development: Building the Bench Recruitment
Development
Succession
Develop and Implement the Framework Integrate into the annual business planning cycle
8/3/2019 Calpers Succession Planning
5/16
A
Leadership Commitment: Retirement Risk Analysis
Immediate Risk: Incumbents age 60 today or age 55 with more than 10 years service
Moderate Risk: Incumbents will reach Immediate Risk within next 5 years
Low Risk: Not in either of above categories
According to the analysis conducted, 17% of the 129 leaders today fit the category of immediate risk for retirement. If
the current group continues to remain in their roles, by the year 2009 that number will increase to 43%.
17%
32%
43%
Top 129 Leaders: Retirement Risk Progression
0.0%
25.0%
50.0%
75.0%
100.0%
2004 2007 2009
Years
Low Risk
Moderate Risk
Immediate Risk
8/3/2019 Calpers Succession Planning
6/16
A
Leadership Readiness: Current & Future Skills
Current Leadership Skills Future Skill Requirements
Leaders differ in their perception about skills of thecurrent team
Most leaders have made career progress throughself-initiated assignments and visible projects
Most leaders understand the political context in which
CalPERS operates; but, dont incorporate that into
their daily performance
Middle managers have not been valued anddeveloped as future leaders
Do not have formal networks to share information
Lack chance to work in more than one
department / function
Do not receive communication and attention tobroaden or develop skills
Many have worked for other organizations &state agencies and have a broader set ofexperiences that is not being leveraged
A broader, cross-functional understanding ofCalPERS, including its strategic direction andhow each function contributes
Environmental awareness and ability to see a
problem from a multi-faceted perspective Negotiation skills, team building, and conflict
management
Ability to navigate the political landscape
Ability to lead and engage people (e.g.,interpersonal skills), in particular to influencediverse stakeholders and constituencies
Deeper and broader business acumen, toanalyze problems and make decisions (e.g.,
financial, marketing, operations, technical,strategic)
Ability to think strategically and creatively, todevelop new products, processes, or solutionsto meet a business need
Most leaders have the skills required to perform effectively in their current roles, but future skill requirements will be quite
different and a more formal approach to providing development is necessary.
8/3/2019 Calpers Succession Planning
7/16A
Strategy Direction& Expectations
Leadership Assessment& Feedback
Individual and Bench-wide Planning
Leadership DevelopmentActions
Accountability forResults
Individual DevelopmentPlanning
Strengths
Gaps
Development goals
Executive development
action plan
Requirements ofLeader
Multi-source assessment(360)
Employee Survey
Other Assessment
Assessment Center
ExecAssessment
Individual PerformanceReview
Track record of results
Values andcompetencies
Development needs
Top Leadership SkillsAssessment
Career history
Performance & potential
Strengths/gaps
Future options
Understanding of Candidate/Possible Personnel Action
Broad Context
Overall strategy
Culture/values
Leadershipdevelopmentprinciples
Leadershipexpectations
Specific
Business priorities,goals andmeasures
Business initiatives
Leadership skillsand staffing fortoday & in future
Unit-specificstrategies andexpectations
Succession Planning
Analysis of top talentslate
Comparison to businessneeds
Vulnerability
Scenario charts forpotential succession
Development throughwork assignments
Change in job contentor scope
Job reassignment
Project initiative oraction learning
Learning from others
External executivecoaching
Mentoring
Training-baseddevelopment
Internal leadershipcurriculum
External training oreducation
Self-directed study
Measurement andreporting ofretention,performance, anddevelopment results
Hi-Potential Pool &Candidate Slates
Note: The Leadership Development Process isiterative with feedback loops between andwithin phases.
Strategic Leadership Framework
8/3/2019 Calpers Succession Planning
8/16A
Strategy Direction& Expectations
Leadership Assessment& Feedback
Individual and Bench-wide Planning
Leadership DevelopmentActions
Accountability forResults
Individual DevelopmentPlanning
Strengths
Gaps
Development goals
Executive developmentaction plan
Requirements ofLeader
Multi-source assessment(360)
Employee Survey
Other Assessment
Assessment Center
Exec Assessment
Individual PerformanceReview
Track record of results
Values andcompetencies
Development needs
Top Leadership SkillsAssessment
Career history
Performance & potential
Strengths/gaps
Future options
Understanding of Candidate/Possible Personnel Action
Broad Context
Overall strategy Culture/values
Leadershipdevelopmentprinciples
Leadershipexpectations
Specific
Business priorities,goals andmeasures
Business initiatives
Leadership skillsand staffing fortoday & in future
Unit-specificstrategies and
expectations
Succession Planning
Analysis of top talentslate
Comparison to businessneeds
Vulnerability
Scenario charts for
potential succession
Development throughwork assignments
Change in job content
or scope
Job reassignment
Project initiative oraction learning
Learning from others
External executivecoaching
Mentoring
Training-baseddevelopment
Internal leadershipcurriculum
External training or
education Self-directed study
Measurement andreporting ofretention,
performance, anddevelopment results
Hi-Potential Pool &Candidate Slates
Note: The Leadership Development Process isiterative with feedback loops between and
within phases.
8/3/2019 Calpers Succession Planning
9/16
8/3/2019 Calpers Succession Planning
10/16
A
Succession Planning ProcessTheplanning process identifies which individuals should be included in a candidate pool and evaluates each individuals readinessand development needs for assuming new leadership roles. The outcome of the planning process is a pool or group of candidates,who can fill future positions and whose development is the priority in building CalPERS leadership and professional capabilities.
Identifycandidates for
succession
through self-
nomination
process
Managers review
list of candidates
Compile list of
candidates
Candidate buildsthe profile by:
Collecting relevant
performance
informationDocumenting work
history
Conducting self-assessment
Manager completes:
Review 360 roll-up
Review the profile &
self-assessment
Rate candidates
readiness to assume
greater responsibility
Rate Risk forSeparation
Identify positions for
future succession
Aggregate
ReadinessAssessments
Review Roles &
LSA process
Discuss candidates
against succession
needs and each
other
- Strengths
- Weaknesses
Finalize readiness
ratings
Conduct Feedback
meeting with each
Candidate
Candidate updates
Development Plan &
Goals in Development
Engine
1. Identify
Candidates for SP&M
5.Modify/Update
Development Goals
& Action Plan
2. Build
Candidate
Profiles
3. Assess
Readiness
4. Conduct Leadership
Skills Assessment
(LSA) Session
8/3/2019 Calpers Succession Planning
11/16
A
Succession Management ProcessThemanagement process involves evaluating position vacancies and needs, evaluating the strength of the candidate pools, anddetermining the best way to deal with a position vacancy. Some vacancies will be filled with the best-qualified candidate from the
pool. Others may be filled with a high potential (but inexperienced) candidate or involve restructuring the position or changing the
timing of when it is filled.
Create & maintain Candidate
Profiles
Report and maintain information
on Candidate pool as a whole
Discuss Candidate pool needson a macro level
Consider other approaches to meet
the position need
Identify best
candidate to fill
vacancy
Identify new candidates for
succession
Revise candidate
pools
7. Respond to
Vacancies
& Risks
6.Compile, Maintain
& Report Data
8/3/2019 Calpers Succession Planning
12/16
A
Strategic Leadership FrameworkCandidate Assessment & Feedback
360 and LSA
Executive Coach Discussions
Manager Discussions
Self Reflection
CalPERS Planning Process
Strategic Goals and Plans
Operational Goals and Plans
Key Initiatives
Internal and External Issues
Candidate Development Goals
Skills and knowledge
Experiences
Relationships
Leadership Development Opportunities
Rotational Assignments
Special Projects
Experiences (e.g., Board Meetings)
Quarterly Business Learning Council Meeting (Spring2006)
Assignment of candidates to special development opportunities
Selection of candidates to attend CalPERS executive program
Review of overall leadership and succession effectiveness
8/3/2019 Calpers Succession Planning
13/16
A
Accomplishments & Challenges
Recru
iting, Promotion andC
areer (4)Leadership Development: Overall Positioning (2)
Leadership Development: Formal Training (5)
CalPERSMarket
PracticeAssessment Areas
Performance Management & Executive Compensation (3)
Legend: 1 2 3 4 5
Significant Gap Significant Strength
Retirement Alternatives (6)
Leadership Development: Assessment & Feedback (1)
Leadership Development: On the Job (7)
To develop this market practice scorecard, the CalPERS Succession Planning team compared leadership programs to
those at comparable sized firms in both the public and private sector (since CalPERS straddles the gap, comparison
organizations might be the Federal Reserve Bank or Fannie Mae). The ratings are our subjective judgment, based on
experience in consulting as well as the professional literature and conferences.
8/3/2019 Calpers Succession Planning
14/16
A
Recommendations for Success Keep the process simple
Engage technology to support the process
Align succession management with overall
business strategy
Secure senior level support for the
process
8/3/2019 Calpers Succession Planning
15/16
A
Summary & Wrap-up Succession management is a continuous
process
Ongoing commitment of top executives,
Human Resource staff, and Strategic
Planning specialists
Journey not a destination
Questions & Answers
8/3/2019 Calpers Succession Planning
16/16
A
RESOURCESAlliance for Strategic Leadership
www.a4sl.com
Fort Hill Company
www.ifollowthrough.com