Succession Succession Planning:Planning:2 perspectives2 perspectives

Succession Succession Planning:Planning:2 perspectives2 perspectives

Presented by:Presented by:

Tom Kristoph, PRI/Brooks AutomationTom Kristoph, PRI/Brooks Automation

Vickie Smith, TimberlandVickie Smith, Timberland

Presented by:Presented by:

Tom Kristoph, PRI/Brooks AutomationTom Kristoph, PRI/Brooks Automation

Vickie Smith, TimberlandVickie Smith, Timberland

Career & Succession PlanningCareer & Succession Planning

PRI/Brooks AutomationPRI/Brooks Automation

How Did We Get Here?How Did We Get Here?How Did We Get Here?How Did We Get Here?• Managers ask “ what does the company Managers ask “ what does the company

expected of me”?expected of me”?

• CEO defines “manager expectations” for CEO defines “manager expectations” for Manager Survival Skills ProgramManager Survival Skills Program

• CEO completes leadership benchmark CEO completes leadership benchmark questionnairequestionnaire

• Executive team completes leadership Executive team completes leadership benchmark questionnairebenchmark questionnaire

• The results are in!The results are in!

PRI Leadership PracticesPRI Leadership PracticesPRI Leadership PracticesPRI Leadership Practices

• InnovativeInnovative

• StrategicStrategic

• PassionPassion

• Results orientedResults oriented

• Tactical Tactical

• ConsensualConsensual

• Empathy Empathy

• Empowerment Empowerment

• AggressiveAggressive

• PersuasivePersuasive

Brooks Leadership PracticesBrooks Leadership PracticesBrooks Leadership PracticesBrooks Leadership Practices

• InnovativeInnovative

• StrategicStrategic

• PassionPassion

• Results Results orientedoriented

• TacticalTactical

• ConsensualConsensual

• ControlControl

• StructureStructure

• Communication Communication

Why Do This?Why Do This?Why Do This?Why Do This?

• Identify company specific leadership Identify company specific leadership behaviors required for success behaviors required for success

• Create a foundation for developing & Create a foundation for developing & retaining our current and future leadersretaining our current and future leaders

• Provide a comprehensive development & Provide a comprehensive development & feedback process for our leadersfeedback process for our leaders

• Serve as a public statement to our Serve as a public statement to our managers, employees, customers & managers, employees, customers & shareholders on the behaviors we expect shareholders on the behaviors we expect from our leadersfrom our leaders

Our leaders have a sense of direction that goes beyond Our leaders have a sense of direction that goes beyond today’s agenda; they understand the long range & big picture today’s agenda; they understand the long range & big picture implications of their decisions; they plan and anticipate implications of their decisions; they plan and anticipate needs and outcomes; they understand the interdependence needs and outcomes; they understand the interdependence and impact of their decisions on other organizationsand impact of their decisions on other organizations

Potential Benefits Potential Risks• Long-range, multi-year visionLong-range, multi-year vision• Thinks in advance of the Thinks in advance of the

competitioncompetition• Able to visualize a fresh Able to visualize a fresh

future statefuture state• Helps others to see their Helps others to see their

roles in the big pictureroles in the big picture• Sees the connections Sees the connections

between today’s realities and between today’s realities and tomorrow’s resultstomorrow’s results

• Has breadth but not deep, Has breadth but not deep, analytical, problem solvinganalytical, problem solving

• Sets unrealistic goalsSets unrealistic goals• Vision may not align with current Vision may not align with current

company prioritiescompany priorities• Seen as out of synch with current Seen as out of synch with current

realities realities • Needs to surround self with & Needs to surround self with &

listen to other perspectiveslisten to other perspectives• Sends people off in too many Sends people off in too many

directionsdirections

StrategicStrategic

TacticalTacticalTacticalTacticalOur leaders take the initiative; focus on producing high Our leaders take the initiative; focus on producing high impact, profitable results; they anticipate and move quickly; impact, profitable results; they anticipate and move quickly; they are flexible, agile and highly opportunistic; they stay they are flexible, agile and highly opportunistic; they stay close to the action and have immediate impact on the big close to the action and have immediate impact on the big picturepicture

Potential Benefits Potential Risks• Practical, common-sense Practical, common-sense

approachapproach• Gets things doneGets things done• Moves quickly to exploit Moves quickly to exploit

opportunitiesopportunities• Close to the action/customerClose to the action/customer• Not bound by methods and Not bound by methods and

proceduresprocedures• Short-term focus balanced with Short-term focus balanced with

long-term, innovative visioninglong-term, innovative visioning• Keeps close personal eye on Keeps close personal eye on

things.things.

• Becomes overextendedBecomes overextended• May “do” at the exclusion of May “do” at the exclusion of

manage/lead”manage/lead”• Confuses activity with resultsConfuses activity with results• Jumps in prematurely; seen Jumps in prematurely; seen

by others as micro-managingby others as micro-managing• Appears arbitrary and lacking Appears arbitrary and lacking

in-depth thinkingin-depth thinking• Others get confused on their Others get confused on their

roles/responsibilitiesroles/responsibilities• Operates as a “model” not a Operates as a “model” not a

“mentor“mentor

Leadership Practices:Leadership Practices: Next Steps Next StepsLeadership Practices:Leadership Practices: Next Steps Next Steps

• CommunicationCommunication

– Company meetingsCompany meetings

– Web SiteWeb Site

– Public statementsPublic statements

– Box lunches, coffee w/CEOBox lunches, coffee w/CEO

• Recognition & rewardRecognition & reward

– Performance managementPerformance management

– Public recognitionPublic recognition

– Merit/bonus awardsMerit/bonus awards

• HiringHiring

– interview questionsinterview questions

– interview feedback formsinterview feedback forms

• Development & Feedback:Development & Feedback:

– Executive 360/Self AssessmentsExecutive 360/Self Assessments

– Leadership TrainingLeadership Training

– Key Talent DevelopmentKey Talent Development

– Career & Succession PlanningCareer & Succession Planning

Leadership Practices:Leadership Practices: Next Steps Next StepsLeadership Practices:Leadership Practices: Next Steps Next Steps

Career & Succession Planning Career & Succession Planning - What is it?- What is it?Career & Succession Planning Career & Succession Planning - What is it?- What is it?

• A process to enhance the A process to enhance the commitment, contributions & commitment, contributions & retention of Peopleretention of People

• A process to select and develop A process to select and develop employees for key positions employees for key positions

• A plan to ensure leadership talent and A plan to ensure leadership talent and bench strength to keep pace with bench strength to keep pace with business growthbusiness growth

Career & Succession Planning Career & Succession Planning - Why do it?- Why do it?Career & Succession Planning Career & Succession Planning - Why do it?- Why do it?

• Our growth and success depends on Our growth and success depends on having the right people committed & having the right people committed & ready to take on leadership roles ready to take on leadership roles

– Having “bench strength” ensures Having “bench strength” ensures coverage and depth for current key coverage and depth for current key positions positions

– Having a “key talent pool” provides Having a “key talent pool” provides organizational agility/flexibility to take organizational agility/flexibility to take advantage of new opportunitiesadvantage of new opportunities

Career & Succession PlanningCareer & Succession Planning Career & Succession PlanningCareer & Succession Planning

1. Approach: Simple & Elegant 1. Approach: Simple & Elegant

– what do we need, what do we have, what do we need, what do we have, what do we do to close the gapwhat do we do to close the gap

2. Scope: Phased2. Scope: Phased

– start with VP level positions and top start with VP level positions and top 20%20%

Career & Succession PlanningCareer & Succession PlanningCareer & Succession PlanningCareer & Succession Planning

3. 3. Linked with Other Business/HR Systems:Linked with Other Business/HR Systems:– Business/Budget PlanningBusiness/Budget Planning– StaffingStaffing– Performance ManagementPerformance Management– Retention/Reward ProgramsRetention/Reward Programs– Leadership Development ProgramsLeadership Development Programs

• Leadership Practices & LEA 360 Leadership Practices & LEA 360 AssessmentsAssessments

• Key Talent ProgramKey Talent Program• Leadership Development & Training Leadership Development & Training

ProgramsPrograms– Manager Survival SkillsManager Survival Skills– Leadership TrainingLeadership Training

Career & Succession PlanningCareer & Succession Planning

• Select the VP Level Positions in the Select the VP Level Positions in the organization, including your ownorganization, including your own

• Define the “Success Criteria” for each Define the “Success Criteria” for each positionposition

• Identify key people as “back-ups” with Identify key people as “back-ups” with “readiness levels” & “at-large” candidates“readiness levels” & “at-large” candidates

• Establish action plans, staffing plans, and Establish action plans, staffing plans, and development plans to ensure depthdevelopment plans to ensure depth

Career & Succession Planning - Key Position Replacement PlanPosition

Name Time in Job

Back-ups ( )( )

Position

Name

Position

Name

Candidates-at-large

_____________( )_____________( ) _____________( ) _____________( )_____________( )

Readiness Codes:•Now ( 1 )•6-12 months ( 2 )•1-2 years ( 3 )•2+ years ( 4 )

Notes:•you are not obligated to stay within your own organizationin identifying backups•an individual may be a backup to more than one position•individuals can be identifiedas back up to different positionsby varying readiness codes•back up may be “external hire”

Position

Name

( )( )

( )( )

( )( )

Career & Succession Planning - Position Profile

Key Success CriteriaPRI Leadership Practices (check MOST important) Job/Industry Specific Requirements___Aggressive ___Empathy 1.___Strategic ___Consensus 2.___Innovative ___Empowerment 3.___Results ___Challenge 4.___Tactical ___Passionate 5.

Incumbent Name_______________Time in Position_________Strengths Development NeedsDevelopment/Action Plan

Backup Name____________Current Position__________Strengths: Development Needs:

Development Plan:

Backup Name____________Current Position__________Strengths: Development Needs:

Development Plan:

Date____ Position_________________Reports to:_______________________

Probability of position opening within next year? H__M__L__

within two years? H__M__L__

Career & Succession Planning - Employee ProfileDate__Name_____Joined PRI___Current Position____Department____Location___Position(s) Identified as Backup For Readiness Incumbent_________________________ Level ( ) ________________

Readiness_________________________ Level ( ) ________________

Major PRI Responsibilities/Significant Accomplishments:

Short/Long Term Career Goals: Willing to Relocate? Y__N__

Demonstrated Strengths:PRI Leadership Practices Job/Industry Specific Requirements___Aggressive ___Empathy 1.___Strategic ___Consensus 2.___Innovative ___Empowerment 3.___Challenge ___Results Oriented 4.___Tactical ___Passionate 5.Development Needs: (Leadership, Technical, Industry, etc.)

Development/Action Plan

Career & Succession PlanningCareer & Succession PlanningCareer & Succession PlanningCareer & Succession Planning

• Keep it simpleKeep it simple

• Be Tactical & StrategicBe Tactical & Strategic

• Act today; plan for Act today; plan for tomorrowtomorrow

Leadership & Talent Review

• Timberland’s global Leadership & Talent Timberland’s global Leadership & Talent Review (LTR) process was created in 2003 to Review (LTR) process was created in 2003 to provide a cross functional review of provide a cross functional review of organizational talent. organizational talent.

• The process creates a forum for leaders of The process creates a forum for leaders of the business to ensure alignment of people the business to ensure alignment of people resources against strategic intent to drive resources against strategic intent to drive business performance. business performance.

• Right People….Right Time….Right Role.Right People….Right Time….Right Role.

Background

Lack of succession planning presented Lack of succession planning presented four risks to the enterprise: four risks to the enterprise:

•Readiness Risk:Readiness Risk: Risk of underdeveloped Risk of underdeveloped successorssuccessors

•Transition Risk:Transition Risk: Risk of poor assimilation of Risk of poor assimilation of talent into the Organizationtalent into the Organization

•Portfolio Risk:Portfolio Risk: Risk of poor deployment of Risk of poor deployment of talent against business goalstalent against business goals

•Vacancy Risk:Vacancy Risk: Risk of critical leadership Risk of critical leadership positions being vacantpositions being vacant

Risks

• Identify and assess our internal bench Identify and assess our internal bench strengthstrength

• Drive Leadership development Drive Leadership development

• Recognize opportunities to strengthen Recognize opportunities to strengthen organizational diversityorganizational diversity

• Establish opportunities for broader internal Establish opportunities for broader internal succession across the organization (lateral succession across the organization (lateral depth and breadth)depth and breadth)

Four Key Objectives of the LTR Process

• Organizational AnalysisOrganizational Analysis

• Competencies AssessmentCompetencies Assessment

• Leadership AssessmentLeadership Assessment

• Bench StrengthBench Strength

• Diverse TalentDiverse Talent

• Overall Talent AssessmentOverall Talent Assessment

Overview of the LTR Process

Succession Planning

What we look for:What we look for:

•Individuals who have potential for significant Individuals who have potential for significant growthgrowth

•Exhibit high performance in new & different Exhibit high performance in new & different situationssituations

•Have a demonstrated track record of building Have a demonstrated track record of building and fostering collaborative relationshipsand fostering collaborative relationships

•Possess leadership potential with a willingness Possess leadership potential with a willingness to take risks while exhibiting in all interactions to take risks while exhibiting in all interactions our core valuesour core values

Selection components:Selection components:

• An individuals experienceAn individuals experience

•Languages and mobilityLanguages and mobility

•Career InterestsCareer Interests

•Performance HistoryPerformance History

•Strengths and Development Strengths and Development OpportunitiesOpportunities

•Potential, readiness & riskPotential, readiness & risk

•Defined success factorsDefined success factors

•Shared valuesShared values

•Strong brand affiliationStrong brand affiliation

Talent Planning Methodology

Organizational Analysis

Identify organizational issues that are Identify organizational issues that are hampering the organization from hampering the organization from forward progress that may include skill forward progress that may include skill gaps, talent mix/balance and key gaps, talent mix/balance and key strategic business imperatives.strategic business imperatives.

Bench Strength

Positions vs. People: Positions vs. People:

• Require scarce skill setRequire scarce skill set

• Integrally involved in delivering Integrally involved in delivering products or servicesproducts or services

• Are in high demand by competing Are in high demand by competing organizationsorganizations

LegendLegend

PromotablePromotable

Lateral moveLateral move

Business CriticalBusiness Critical

Experienced Experienced ProfessionalProfessional

Placement IssuePlacement Issue

Too NewToo New

Leadership Assessment Summary

RE

SU

LT

S

BEHAVIORS/VALUES

Below Standard

Exceeds Standard

Below Standard

Exceeds Standard

Tailored individual development plans Tailored individual development plans include:include:

• Hogan Personality AssessmentHogan Personality Assessment

• Business events (Sales Meetings, Factories, Business events (Sales Meetings, Factories, Analyst calls, etc)Analyst calls, etc)

• Internal Development Coaching / ReadingInternal Development Coaching / Reading

• Feedback on observed behaviorsFeedback on observed behaviors

• Cross-functional team projectsCross-functional team projects

• Academic / WorkshopsAcademic / Workshops

Talent Planning Methodology

Q & AQ & A

Thank you.Thank you.