Succession Planning Julien Carter

8/4/2019 Succession Planning Julien Carter

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Succession Planning

By

Julien C. Carter

Associate Vice President for Human Resources

University of Texas at Austin


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Vacancies

How do you fill a vacant job?


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Succession Planning

vs.

Replacement PlanningSuccession planning is different fromreplacement planning because it focuses on

forecasting organizational needs. It is not basedupon reactions to an unforeseen event. It isbased upon proactively securing the humanresources needed to ensure the continuity and

prosperity of the organization. Talent isobserved and cultivated from within theorganization.

Succession Planning and Leadership Development: Critical Business Strategies for Healthcare Organizations :

http://ahra.com/ConfEd/Education/2007JanuaryFebruary1/2007JanuaryFebruary1.pdf
http://ahra.com/ConfEd/Education/2007JanuaryFebruary1/2007JanuaryFebruary1.pdfhttp://ahra.com/ConfEd/Education/2007JanuaryFebruary1/2007JanuaryFebruary1.pdf


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Succession Planning

Ensures the organization has people in key

positions with the ability to develop and

execute institutional strategies or priorities

It involves:

Accelerating the development of high potential

people

Recruiting and retaining people with the

potential to move into key positions


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A HIGH-POTENTIAL

EMPLOYEESomeone with the ability,

engagement, and aspiration to riseto and succeed in a more senior,

more critical role.

Corporate Leadership Council


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Model of Employee Potential


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Ability(or Learning Agility)

The ability component of potential highlights the

core set of talents and skills that an employee will

need to excel in a more senior, more critical job.

This includes the capacity to: Process complex ideas

Think logically

Perceive and understand others emotions Learn new skills (e.g., an employees technical,

functional, or interpersonal skills)


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Performance

Current performance should not be used as thesole criterion in succession planning.

Current performance and future potential are only

somewhat related.

Long-term performance must be considered inevaluating candidates for succession planning.


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Engagement

Employee engagement is the extent to whichemployees commit to something or someone intheir organization, how hard employees work,

and how long they stay as a result of thatcommitment.


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Aspiration

Motivationwhether the employee wants ordesires the set of responsibilities, challenges, andrewards that succeeding in a more senior, more

critical role entails.


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Engaged Dreamer


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Unengaged Stars


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Misaligned Stars


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Relative Importance of Potential

Indexed to Junior Employees


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Performance Potential Matrix

Lowest

1/3

Middle

1/3

Highest

1/3Highest

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Deep Pro

7Utility Pro

9Consistent Star

Middle1/3 2Future Pro 5Utility Player 8Future Star

Lowest1/3

1Take Action

3Future Utility

6Rough

Diamond


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LowestKevinMaryMike

MiddleJohnLenaSam

HighestSusanHenryJulie

HighestJohnSusanMike

4 7 9

MiddleHenryLenaJulie

2 5 8

LowestSam

KevinMary

1 3 6


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LowestKevinMaryMike

MiddleJohnLenaSam



4Mike

7John

9Susan


2 5Lena

8JulieHenry

LowestSam

KevinMary

1

Kevin

3

Sam

6


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4 7 9

2 5 8

1 3 6


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Succession Planning. . .Performance Potential Matrix

LowestKevinMaryMike

MiddleJohnLenaSam



4Mike

7John

9Susan


2 5Lena

8JulieHenry

LowestSam

KevinMary

1

Kevin

3

Sam

6


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Model of Employee Potential


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Career Flow Research

INDIVIDUALCONTRIBUTOR

MANAGER

EXECUTIVE

DEVELOP

EARLY

DEVELOPEARLY

FLAME OUTFACTOR

FLAME OUTFACTOR

FLAME OUTFACTOR

PERFORMANCE1. Action Oriented14. Creativity

MOST LIKELYWEAKNESSES36. MotivatingOthers45. PersonalLearning

PERFORMANCE

1. Action Oriented8. Comfort AroundHigher Mgt.9. Command Skills

MOST LIKELY

WEAKNESSES2. Dealing withAmbiguity9. Command Skills12. ConflictManagement

PERFORMANCE2. Dealing withAmbiguity5. BusinessAcumen8. Comfort AroundHigher Mgt.

MOST LIKELYWEAKNESSES2. Dealing withAmbiguity14. Creativity28. InnovationManagement

Further Promotion1. Action Oriented43. Perseverance

Further Promotion1. Action Oriented4. Boss Relationships

Further Promotion4. Boss Relationships8. ComfortAround HigherManagement

9. Command Skills12. Conflict Mgt.

2. Dealing withAmbiguity14. Creativity

118. PerformanceProblems

102. PoorAdministrator105. Betrayal ofTrust

101. Unable toAdapt toDifferences102. PoorAdministrator

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Succession Planning Julien Carter