People Succession: the Value, the Process, the Challenges and More!

9/18/14 © COPYRIGHT 2014 BERGERON ASSOCIATES™. ALL RIGHTS RESERVED. 1

PEOPLE SUCCESSION

www.bergeronassociates.com781-376-4071

CAROL BERGERON

MASSBAY ORGANIZATION DEVELOPMENT LEARNING GROUPSEPTEMBER 18, 2014

the Value, the Process, the Challenges and More

http://www.bergeronassociates.com/

or

ExternalTalent

PoolInternal Talent Pool

Talent Acquisition Scale


ExternalTalent

Pool

Agenda


past fifty years

+10%next fifty years

+5%Today

US Population Growth

Supply of Workers


Majority minority

2038

Skills Shortage & Availability


Hiring Mismatches


Unintended Consequences


What’s it costing you?

• PRODUCTIVITY LOSS of a disengaged employee as % of salary

46%• of employees

are disengaged25-33%

Challenge 1 make the business caseCreate a mind map


PS Business

Case

Who

What

Where

When

Why

How

Appeal to Emotion &

Logic

What if?


What if nearly every time a mission

critical job opened, you had at least one employee ready to step into the role?

What if you could fill key openings

within a few weeks rather than

months?

What if the people

selected for key roles

were productive in record time? What if

employee engagement, performance, and retention

increased across the

organization?

The Business Case


the Process


PEOPLE SUCCESSION: succession planning & management

SUCCESSION PLANNING:process used to identify high performing internal candidates with potential to fill talents needs required for organizational sustainability and growth

SUCCESSION MANAGEMENT:efforts in preparing people for different responsibilities, building confidence, and their re-deployment

Terminology


People Succession Process


Scalable: small,

medium & large

organizations

Challenge 2role selection for PS

How would you go about selecting roles for PS?1. What roles would you recommend for PS?

2. Why?

3. Selection criteria used?

4. Is there value in a repeatable approach to role selection?

5. If so, craft your “model” for selecting roles for PS


Challenge 3employee inventory

As a hiring manager, What employee specific information do you want to know

before hiring an internal candidate for a key role?

Where and how would get it?


Challenge 4assess employee potential

1. What criteria would you use to assess employee potential?

2. How would you guide managers who are asked to assess employee potential for sharing at talent reviews?


Challenge 5effective talent reviewsSample Agenda:

1. Review: business direction, prioritized talent needs, consequences of position vacancies

2. Convey desired meeting outcomes

3. Clarify roles & responsibilities

4. Review & calibrate potential & performance

5. Employee specific information: goals, etc.

6. Report on progress since last Talent Review

7. Summarize Action Items


Anticipate and be prepared to address challenges

Challenge 6integration with people practices

People Succession

Hiring

Performance & Develop-

ment


Balanced Talent Acquisition Scale


ExternalTalent

Pool

Internal Talent Pool

the Value


Value of People Succession


• Supports growth, scaling, sustainability of the business

• Preserves core competencies of the organization

• Reduces risk of business disruptions & organizational underperformance due to job vacancies or jobs held by people not prepared

• Improves employee engagement, productivity & retention

• Mission critical jobs filled quickly and cost effectively

• Reduces heavy reliance on external recruiting

• Branding - easier to attract & retain external candidates

• Stronger position when exiting / selling = people playbook

PS Success Factors


•Executive commitment•Aligned with: business strategy, goals, values, culture•Expanded definition of career development/progression•Change management techniques to increase stickiness •Key performance indicators, accountability, rewards

•Process:

•short & long term talent objectives•focus: mission critical jobs •process: simple, repeatable, adaptable •educate, educate, educate

•clear roles, responsibilities & accountability•talent assessment is objective & dynamic•development must includeexperiential work assignments

BOOK RAFFLE


http://bergeronassociates.com/people-succession-bookAuthor: Carol, BergeronTalent Magnet Series™, 2013, Burlington, MA

Get familiar with:

•7 phases of people succession

•Derailers; first-hand experiences of 25+ executives interviewed so that you are prepared in advance

•Sensible approaches used by busy executives when preparing people for future responsibilities

http://bergeronassociates.com/people-succession-book

THANK YOU


Carol [email protected]

mailto:[email protected]

Recruiting & HR

People Succession: the Value, the Process, the Challenges and More!