Embed Size (px)
Citation preview
Need assistance? Call Member Services (866) 538-1909 or email [email protected]
Developing First-Class Succession Plans
To Listen Over The Web:
To listen, un-mute your computer speakers and turn up the volume,
go to “Voice” on the menu bar at the top of your screen and click on “Join Audio”.
If you do not have this option please use the Q&A interface for technical support.
Need assistance? Call Member Services (866) 538-1909 or email [email protected]
This presentation is made possible by:
www.cornerstoneondemand.com
Need assistance? Call Member Services (866) 538-1909 or email [email protected]
Today’s Agenda
• Introduction - 5 minutes
• Feature Presentation and Q&A - 50 minutes
• Wrap Up - 5 minutes
Join our LinkedIn group!
http://bit.ly/HCIwebcasts
Need assistance? Call Member Services (866) 538-1909 or email [email protected]
Today’s Moderator
Send email to
to connect on LinkedIn
Follow me on Twitter
@katieratkiewicz
Blog www.hci.org
Join our LinkedIn group!
http://bit.ly/HCIwebcasts
Katie Ratkiewicz, Practice Leader
Organizational Development & Leadership
Human Capital Institute
Need assistance? Call Member Services (866) 538-1909 or email [email protected]
Today’s Guest
Elizabeth Hall
Succession Planning Program Manager
Microsoft Corporation
www.microsoft.com
Join our LinkedIn group!
http://bit.ly/HCIwebcasts
Developing First Class Succession Plans
Human Capital Institute
March 15, 2012
Agenda
Overview of succession planning at Microsoft
Tips for boosting the impact and value of succession planning offered along the way
Common succession planning pitfalls
Summary of key tips
7
Elizabeth Hall
Succession Planning Program Manager
Microsoft Corporation
Leads succession planning for Microsoft, including CEO’s annual People Review process
Prior to Microsoft, organizational development professional for Toyota Motor Sales, U.S.A.
M.P.P Harvard University; B.A. Pomona College; Coro Fellows Program
8
Microsoft Corporation Founded 1975
92,303 employees
Headquarters in Redmond, WA
Operates in 190 countries
FY11 revenues of $69.9B
Business groups:
Windows and Windows Live
Microsoft Office
Server and Tools (SQL Server)
Microsoft Business Solutions (Dynamics)
Online Services (Bing)
Interactive Entertainment (Xbox)
Windows Phone
Skype
9
Conversation Starter
How would you assess your company’s current succession planning efforts?
1. Mature – Succession plans in place and used for executives and select other roles
2. CXO Only – Succession plans in place and used for executives only
3. Plans Only – Succession plans are in place but rarely used
4. Ad Hoc – Succession plans in place for some roles, but the approach is uneven
5. Novice – No succession plans in place
10
Succession Basics
Business plan
Talent capability gap analysis
Talent management rhythm
Succession plan
Successor development
Talent movement
11
Role/Position Building
Direction Capabilities
Microsoft’s People Review
Talent review process called “People Review”
Timing for People Review is tied to business cycle
In individual businesses, quarterly meetings include entire talent agenda (performance management, high potential identification, diversity, succession, talent movement)
At corporate level, one mid-year meeting between CEO and each of his direct reports (13 meetings)
Agenda focuses on business plans, current leadership capability, succession plans
Succession plans for top 150 roles (corporate vice president and above)
12
Talent Pools
Business problem: difficult to know talent across business groups
For top 150 roles, conducted analysis to see commonalities in role scope, scale and complexity
Roles are clustered into talent pools for succession planning purposes
VP of Marketing for Office and VP of Marketing for Windows: talent pool is “Marketing Executive”
Talent pools helps incumbent roles to be better understood and talent to be more visible
HR professional: “When I want to fill a role, the entire pool can be my succession plan.”
13
Guide the Succession Conversation
Help your leaders to understand talent beyond “he’s a good guy”:
Career history, trajectory and experiences
Strengths and weaknesses
Performance history
Map these data points to future business needs and role requirements
Adjust development plans based on succession conversations
Leaders will need to be attentive to their talent over time, actively engaging in their development, to accurately gauge talent capabilities
14
Influence with Analytics
Use succession plan analytics to drive your process forward and ensure business relevance
Ask:
How do the identified successors map to the business capabilities we will need in the future?
What is our ratio of incumbents to successors?
Where do we have a shortage of talent or an oversupply?
Where we see a shortage, can we build talent, buy it, or both?
Where we have an oversupply, can we offer development opportunities to keep key talent engaged?
Where are we overly dependent on key successors to fill multiple roles?
Over time, how often do we use our succession plans?
15
Oops! Common Succession Planning Pitfalls
Getting locked in to the current business model and structure
Not assessing talent realistically … “Susan has been ready in 1-3 years for 5 years”
Thinking you are “done” … ever
Forgetting to use the plans … temporary leader amnesia
16
Role/Position Building
Direction Capabilities
Tip Summary
Succession planning is no different from any other business planning process … it begins with knowing where you want to go and what’s required to get there
Sync the timing of succession planning conversations with your business cycle
Know the roles you are trying to fill … and gather as much information as you can about roles that may be created in the future
Use analytics to assess your succession plans and drive your talent strategy
17
It’s your turn! Ask our expert…
Need assistance? Call Member Services (866) 538-1909 or email [email protected]
Join our LinkedIn group!
http://bit.ly/HCIwebcasts
Elizabeth Hall
Succession Planning Program Manager
Microsoft Corporation
www.microsoft.com
Thank you!
Stay Tuned…Another Webcast is starting in just a few minutes!
Want More?
Blogs, Networking, Groups & more at www.hci.org
For Speaking, Sponsorship and Educational Opportunities, please call (866) 538-1909 or [email protected]
Join our LinkedIn group! http://bit.ly/HCIwebcasts
