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SUCCESSION PLANNING FOR
SUSTAINABLE ORGANIZATIONAL
DEVELOPMENT
CITY POWER
CHARLES COTTER
20-21 JANUARY 2014
TRAINING PROGRAMME OVERVIEW
– DAY 1
INTRODUCTION
DEFINING AND DIFFERENTIATING BETWEEN THE FUNDAMENTAL CONCEPTS
CONCEPTUAL ...
DEFINING SUCCESSION PLANNING
Succession planning is the identification and development
of potential successors for key pos...
OBJECTIVES OF SUCCESSION
PLANNING
Succession planning is about filling the organization's
talent pipeline and building int...
DIFFERENTIATING BETWEEN THE
FUNDAMENTAL CONCEPTS
REPLACEMENT PLANNING
SUCCESSION MANAGEMENT

TALENT MANAGEMENT
MENTORING
C...
INTRODUCTORY ACTIVITY – DIAGNOSIS OF STRATEGIC
RELEVANCE AND IMPORTANCE OF SUCCESSION PLANNING
SUCCESSION PLANNING IS A ST...
CONCEPTUAL MODEL/FRAMEWORK
FOR SUCCESSION PLANNING
STRATEGY/BUSINESS PLAN
STRATEGIC FOCUS AREAS
SUCCESSION PLAN
HRM VALUE ...
ORGANIZATIONAL SUSTAINABILITY
DEFINING ORGANIZATIONAL SUSTAINABILITY
INDICATORS OF ORGANIZATIONAL SUSTAINABILITY TRIPLE BO...
DEFINING ORGANIZATIONAL
SUSTAINABILITY
Sustainable organizations seek to implement sustainability strategies which
provide...
TRIPLE BOTTOM LINE

ECONOMIC MEASURES

SOCIAL MEASURES

ENVIRONMENTAL MEASURES
OTHER DRIVERS OF SUSTAINABILITY
Leadership

Competition
Innovation
Globalization

Technology
Change Management
Good corpor...
LEARNING ACTIVITY – SYNDICATE
GROUP DISCUSSION

BY REFERRING TO THE TRIPLE BOTTOM LINE AND THE
OTHER DRIVERS OF SUSTAINABI...
BUILDING A STRATEGIC BUSINESS
CASE FOR SUCCESSION PLANNING
BENEFITS

COSTS
BENEFITS OF SUCCESSION
PLANNING
Keeping or preserving key positions, core skills, and special business know-how
Maintainin...
LEARNING ACTIVITY – SYNDICATE
GROUP DISCUSSION

CONDUCT
A
COST-BENEFIT
ANALYSIS
TO
DETERMINE THE STRATEGIC VALUE OF SUCCES...
CRITICAL SUCCESS FACTORS FOR
SUCCESSION PLANNING
“EFFECTIVE SUCCESSION MANAGEMENT IS MUCH
MORE THAN SIMPLY HAVING A SLATE ...
CRITICAL SUCCESS FACTORS FOR
SUCCESSION PLANNING – BEST PRACTICE
PRINCIPLES
Succession planning should be a proactive proc...
CRITICAL SUCCESS FACTORS FOR
SUCCESSION PLANNING - BEST PRACTICE
PRINCIPLES
The succession plan must support the organizat...
PREPARING FOR THE SUCCESSION PLANNING
PROCESS – LAYING A FOUNDATION
ORGANIZATIONAL VARIABLES
PEOPLE
PROCESSES
SYSTEMS
ENVI...
SUCCESSION PLANNING TOOLS
Succession planning starts when you can accurately
measure the performance of employees, assess ...
LEARNING ACTIVITY – SYNDICATE
GROUP DISCUSSION

CRITICALLY EVALUATE THE STATE OF READINESS OF CITY POWER TO
ADOPT AND IMPL...
CONCLUSION – DAY 1
SUMMARY OF KEY LEARNING POINTS
QUESTIONS
PREVIEW – PROGRAMME DAY 2
THANK YOU
TRAINING PROGRAMME OVERVIEW
– DAY 2
THE CRITICAL AND STRATEGIC ROLE OF
EXECUTIVE/SENIOR MANAGEMENT
OUTLINE AND APPLY THE S...
THE CRITICAL AND STRATEGIC ROLE OF
EXECUTIVE/SENIOR MANAGEMENT
THE PRIMARY RESPONSIBILITY FOR SUCCESSION
PLANNING SHOULD R...
THE CRITICAL AND STRATEGIC ROLE OF
EXECUTIVE/SENIOR MANAGEMENT
THE ROLE OF THE BOARD
THE ROLE OF THE CEO
SENIOR MANAGEMENT...
ROLE CHECKLIST – ACID TEST
The Board and CEO have clear and significant roles/responsibilities
in actively managing succes...
THE SUCCESSION PLANNING
PROCESS – VARIOUS MODELS
PLAN, DO AND REVIEW MODEL
ROTHWELL MODEL

U.S. OFFICE OF PERSONNEL MANAGE...
ROTHWELL MODEL
U.S. OFFICE OF PERSONNEL MANAGEMENT
MODEL - ILLUSTRATION
INTEGRATED HR AND BUSINESS
PLANNING
GENERIC SUCCESSION PLANNING
PROCESS
STEP 1: IDENTIFY CURRENT CRITICAL/KEY POSITIONS AND ANALYZE FUTURE
REQUIREMENTS AND CO...
VIDEO CLIP
RELEVANCE: APPLICABLE TO STEPS 1-3 OF THE
GENERIC SUCCESSION PLANNING PROCESS
VIEW MINUTES 42-52” OF THE VIDEO ...
STEP 2: IDENTIFICATION AND
ASSESSMENT OF SUCCESSORS
STEP 2: ASSESSMENT TOOLS
What experience and skill factors are
essential to your future?
How will you assess the talents o...
LEARNING ACTIVITY – SYNDICATE
GROUP DISCUSSION

APPLY STEPS 1-2 OF THE GENERIC
SUCCESSION PLAN PROCESS TO THE
CITY POWER ...
STEP 2: ASSESSING LEADERSHIP
POTENTIAL - QUOTES
ASSESSING LEADERSHIP POTENTIAL
LEARNING ACTIVITY – SYNDICATE
GROUP DISCUSSION

APPLY STEPS 3-4 OF THE GENERIC
SUCCESSION PLAN PROCESS TO THE
CITY POWER ...
CONCLUSION – DAY 2
SUMMARY OF KEY LEARNING POINTS
QUESTIONS

ASSESSMENT
CERTIFICATION
THANK YOU
CONTACT DETAILS
CHARLES COTTER
084 562 9446
charlescot@polka.co.za
Twitter: Charles_Cotter

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Succession Planning for Sustainable Organizational Development

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The strategic imperative, value and relevance of Succession Planning as a driver of sustainable organizational development. Applying the Succession Planning process.

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Transcript of "Succession Planning for Sustainable Organizational Development"

  1. 1. SUCCESSION PLANNING FOR SUSTAINABLE ORGANIZATIONAL DEVELOPMENT CITY POWER CHARLES COTTER 20-21 JANUARY 2014
  2. 2. TRAINING PROGRAMME OVERVIEW – DAY 1 INTRODUCTION DEFINING AND DIFFERENTIATING BETWEEN THE FUNDAMENTAL CONCEPTS CONCEPTUAL MODEL/FRAMEWORK OF SUCCESSION PLANNING LINKING SUCCESSION PLANNING WITH SUSTAINABLE ORGANIZATIONAL DEVELOPMENT BUILDING A STRATEGIC BUSINESS CASE FOR SUCCESSION PLANNING THE CRITICAL SUCCESS FACTORS FOR SUCCESSION PLANNING PREPARING THE STATE OF INSTITUTIONAL READINESS FOR SUCCESSION PLANNING
  3. 3. DEFINING SUCCESSION PLANNING Succession planning is the identification and development of potential successors for key positions in an organization, through a systematic evaluation process and possible training or mentoring. Succession planning and management involves an integrated, systematic approach to identify, develop and retain talent for key positions and areas in line with current and projected business objectives. Succession Planning is "a means of identifying critical management positions, starting at the levels of project manager and supervisor and extending up to the highest position in the organization.”
  4. 4. OBJECTIVES OF SUCCESSION PLANNING Succession planning is about filling the organization's talent pipeline and building internal bench strength. It is about leveraging the talent that the organization already possesses by developing it to full potential. The focus is on developing employees so that the organization has a pool of qualified candidates who are ready to compete for key positions and areas when they become vacant.
  5. 5. DIFFERENTIATING BETWEEN THE FUNDAMENTAL CONCEPTS REPLACEMENT PLANNING SUCCESSION MANAGEMENT TALENT MANAGEMENT MENTORING COACHING
  6. 6. INTRODUCTORY ACTIVITY – DIAGNOSIS OF STRATEGIC RELEVANCE AND IMPORTANCE OF SUCCESSION PLANNING SUCCESSION PLANNING IS A STRATEGIC DRIVER OF SUSTAINABLE ORGANIZATIONAL DEVELOPMENT FOR CITY POWER? SUCCESSION PLANNING IS AN ENABLER OF THE ACHIEVEMENT OF CITY POWER STRATEGIC GOALS/OBJECTIVES? SUCCESSION PLANNING IS IMPLEMENTED ON 3 LEVELS – EXECUTIVE MANAGEMENT; SENIOR MANAGEMENT AND CRITICAL/KEY ROLES (PROFESSIONAL AND TECHNICAL) TO DEVELOP QUALIFIED SUCCESSORS? SUCCESSION PLANNING IS VERTICALLY ALIGNED WITH THE CITY POWER STRATEGIC/BUSINESS PLAN? SUCCESSION PLANNING IS HORIZONTALLY INTEGRATED WITH OTHER HRM VALUE CHAIN PROCESSES E.G. WORKFORCE PLANNING; PMS; LEARNING AND DEVELOPMENT ETC. ?
  7. 7. CONCEPTUAL MODEL/FRAMEWORK FOR SUCCESSION PLANNING STRATEGY/BUSINESS PLAN STRATEGIC FOCUS AREAS SUCCESSION PLAN HRM VALUE CHAIN PROCESSES INTERNAL BENCH STRENGTH/TALENT PIPELINE INFLUENCE OF ENVIRONMENTAL FORCES
  8. 8. ORGANIZATIONAL SUSTAINABILITY DEFINING ORGANIZATIONAL SUSTAINABILITY INDICATORS OF ORGANIZATIONAL SUSTAINABILITY TRIPLE BOTTOM LINE OTHER DRIVERS OF ORGANIZATIONAL SUSTAINABILITY DIAGNOSIS OF CITY POWER SUSTAINABILITY LINKING SUCCESSION PLANNING TO CITY POWER SUSTAINABILITY
  9. 9. DEFINING ORGANIZATIONAL SUSTAINABILITY Sustainable organizations seek to implement sustainability strategies which provide them with economic and cultural benefits attained through environmental responsibility. Through "implementing sustainability strategies, firms can integrate long-run profitability with their efforts to protect the ecosystem, providing them with opportunities to achieve the traditional competitive advantages and cost leadership and market differentiation via environmental responsibility". Sustainable business organizations participate in environmentally friendly or green practices in order to make certain that all processes, products, and manufacturing activities sufficiently address current environmental concerns while still retaining a profit. Concurrently, it is a business that “meets the needs of the present world without compromising the ability of the future generations to meet their own needs.”
  10. 10. TRIPLE BOTTOM LINE ECONOMIC MEASURES SOCIAL MEASURES ENVIRONMENTAL MEASURES
  11. 11. OTHER DRIVERS OF SUSTAINABILITY Leadership Competition Innovation Globalization Technology Change Management Good corporate governance Legislative and Regulatory Compliance Risk Management
  12. 12. LEARNING ACTIVITY – SYNDICATE GROUP DISCUSSION BY REFERRING TO THE TRIPLE BOTTOM LINE AND THE OTHER DRIVERS OF SUSTAINABILITY, DIAGNOSE THE CURRENT AND FUTURE DEGREE OF CITY POWER SUSTAINABILITY AT A STRATEGIC LEVEL, DESCRIBE HOW CITY POWER CAN LINK SUCCESSION PLANNING TO ORGANIZATIONAL SUSTAINABILITY
  13. 13. BUILDING A STRATEGIC BUSINESS CASE FOR SUCCESSION PLANNING BENEFITS COSTS
  14. 14. BENEFITS OF SUCCESSION PLANNING Keeping or preserving key positions, core skills, and special business know-how Maintaining business competiveness on key or core areas or positions Minimizing the impact on business due to unexpected key turnover or extended employee absences due to health or personal issues (i.e. have candidates “ready now” to replace planned and unplanned losses on key positions) A more efficient and effective public service with increased ability to deliver on business goals The development of a qualified pool of candidates ready to fill key positions or areas Improved employee engagement through career development and resulting cost benefit The opportunity for corporate knowledge transfer
  15. 15. LEARNING ACTIVITY – SYNDICATE GROUP DISCUSSION CONDUCT A COST-BENEFIT ANALYSIS TO DETERMINE THE STRATEGIC VALUE OF SUCCESSION PLANNING FOR CITY POWER
  16. 16. CRITICAL SUCCESS FACTORS FOR SUCCESSION PLANNING “EFFECTIVE SUCCESSION MANAGEMENT IS MUCH MORE THAN SIMPLY HAVING A SLATE OF CANDIDATES TO REPLACE THE CEO. IT REQUIRES ENSURING THAT THE ORGANIZATION HAS THE DEPTH AND BREADTH OF TALENT NEEDED TO FULFILL ITS MOST CRITICAL OBJECTIVES.” “EFFECTIVE SUCCESSION PLANNING CANNOT SUCCEED WITHOUT COMMITMENT FROM LEADERS AT ALL LEVELS, STARTING AT THE TOP.”
  17. 17. CRITICAL SUCCESS FACTORS FOR SUCCESSION PLANNING – BEST PRACTICE PRINCIPLES Succession planning should be a proactive process geared to meeting individual employees’ and the organization’s needs. It should allow staff the opportunity to gain experience and training in different areas before they are needed in critical positions. This may have the added benefit of keeping employees challenged and stimulated, which may foster retention while employees wait for openings. The commitment of employees to their own development. The personal involvement of senior leaders, as well as their personal accountability and responsibility for growing leaders.
  18. 18. CRITICAL SUCCESS FACTORS FOR SUCCESSION PLANNING - BEST PRACTICE PRINCIPLES The succession plan must support the organization’s strategic plan and values. It should also take the needs and interests of senior leaders into consideration. Succession planning and management is about developing employees and supporting them in their careers to ensure that the organization has pools of talent for key areas. It is not about identifying heirs to specific positions. Succession planning extends to all levels of the organization - a growing number of organizations are finding that it should also be applied to the company’s most strategic and critical roles, no matter where they may fall in the hierarchy. Employees play a role in the process by identifying their career interests, having an opportunity to be assessed for key roles and developing their learning plans. Succession Planning should be integrated with HRM value chain functions.
  19. 19. PREPARING FOR THE SUCCESSION PLANNING PROCESS – LAYING A FOUNDATION ORGANIZATIONAL VARIABLES PEOPLE PROCESSES SYSTEMS ENVIRONMENT/CONTEXT
  20. 20. SUCCESSION PLANNING TOOLS Succession planning starts when you can accurately measure the performance of employees, assess skills and career growth information. Succession planning tools need to have extensive integration and customization options to support all of your talent management efforts. Refer to the software criteria and requirements
  21. 21. LEARNING ACTIVITY – SYNDICATE GROUP DISCUSSION CRITICALLY EVALUATE THE STATE OF READINESS OF CITY POWER TO ADOPT AND IMPLEMENT SUCCESSION PLANNING BY:  REFERRING TO THE CRITICAL SUCCESS FACTORS  REFERRING TO THE STEPS OF THE PREPARATORY PHASE  REFERRING TO THE SUCCESSION PLANNING TOOLS (SOFTWARE)  IDENTIFY GAPS AND RECOMMEND IMPROVEMENT SOLUTIONS
  22. 22. CONCLUSION – DAY 1 SUMMARY OF KEY LEARNING POINTS QUESTIONS PREVIEW – PROGRAMME DAY 2 THANK YOU
  23. 23. TRAINING PROGRAMME OVERVIEW – DAY 2 THE CRITICAL AND STRATEGIC ROLE OF EXECUTIVE/SENIOR MANAGEMENT OUTLINE AND APPLY THE SUCCESSION PLANNING PROCESS (ROAD-MAP)
  24. 24. THE CRITICAL AND STRATEGIC ROLE OF EXECUTIVE/SENIOR MANAGEMENT THE PRIMARY RESPONSIBILITY FOR SUCCESSION PLANNING SHOULD REST WITH THE BOARD OF DIRECTORS AND THE CEO WITH THE ASSISTANCE OF HUMAN RESOURCES. STRATEGIC MANAGEMENT AND DEPLOYMENT OF SUCCESSION MANAGEMENT PRACTICES IS ONE OF THE MOST IMPORTANT RESPONSIBILITIES OF THE BOARD AND THE CEO IN ENSURING BOTH BUSINESS CONTINUITY AND STEWARDSHIP OF AN ORGANIZATION FOR THE FUTURE.
  25. 25. THE CRITICAL AND STRATEGIC ROLE OF EXECUTIVE/SENIOR MANAGEMENT THE ROLE OF THE BOARD THE ROLE OF THE CEO SENIOR MANAGEMENT HUMAN RESOURCES MANAGEMENT (HRM)
  26. 26. ROLE CHECKLIST – ACID TEST The Board and CEO have clear and significant roles/responsibilities in actively managing succession as a critical business imperative. Succession management is a significant accountability for the CEO in managing leadership development of the most critical talent in the organization. The CEO holds accountable those who manage critical talent. The organization is truly committed to proactively addressing leadership needs and critical talent development. Deploys the needed resources to make leading edge succession management a reality.
  27. 27. THE SUCCESSION PLANNING PROCESS – VARIOUS MODELS PLAN, DO AND REVIEW MODEL ROTHWELL MODEL U.S. OFFICE OF PERSONNEL MANAGEMENT MODEL INTEGRATED MODEL SIBSON CONSULTING MODEL
  28. 28. ROTHWELL MODEL
  29. 29. U.S. OFFICE OF PERSONNEL MANAGEMENT MODEL - ILLUSTRATION
  30. 30. INTEGRATED HR AND BUSINESS PLANNING
  31. 31. GENERIC SUCCESSION PLANNING PROCESS STEP 1: IDENTIFY CURRENT CRITICAL/KEY POSITIONS AND ANALYZE FUTURE REQUIREMENTS AND COMPETENCIES (BUSINESS STRATEGY) STEP 2: IDENTIFICATION AND ASSESSMENT OF SUCCESSORS – POTENTIAL AND PERFORMANCE (9-BOX MATRIX) STEP 3: IDENTIFY TALENT GAPS STEP 4: DEVELOP SUCCESSION PLAN AND STRATEGIES STEP 5: IMPLEMENT SUCCESSION PLAN AND DEVELOPMENTAL STRATEGIES STEP 6: MONITOR AND TRACK PROGRESS STEP 7: REVIEW AND EVALUATE THE IMPACT/EFFECTIVENESS OF SUCCESSION PLAN
  32. 32. VIDEO CLIP RELEVANCE: APPLICABLE TO STEPS 1-3 OF THE GENERIC SUCCESSION PLANNING PROCESS VIEW MINUTES 42-52” OF THE VIDEO CLIP TITLED, “2013 SUCCESSION PLANNING FROM BACK-UP PLAN TO FOUNDATION FOR SUCCESS” (DORIS SIMS) DE-BRIEFING: IDENTIFY AND DISCUSS THE KEY LEARNING POINTS
  33. 33. STEP 2: IDENTIFICATION AND ASSESSMENT OF SUCCESSORS
  34. 34. STEP 2: ASSESSMENT TOOLS What experience and skill factors are essential to your future? How will you assess the talents of potential leaders? How can you best assess the performance of emerging leaders?
  35. 35. LEARNING ACTIVITY – SYNDICATE GROUP DISCUSSION APPLY STEPS 1-2 OF THE GENERIC SUCCESSION PLAN PROCESS TO THE CITY POWER WORK CONTEXT.
  36. 36. STEP 2: ASSESSING LEADERSHIP POTENTIAL - QUOTES
  37. 37. ASSESSING LEADERSHIP POTENTIAL
  38. 38. LEARNING ACTIVITY – SYNDICATE GROUP DISCUSSION APPLY STEPS 3-4 OF THE GENERIC SUCCESSION PLAN PROCESS TO THE CITY POWER WORK CONTEXT.
  39. 39. CONCLUSION – DAY 2 SUMMARY OF KEY LEARNING POINTS QUESTIONS ASSESSMENT CERTIFICATION THANK YOU
  40. 40. CONTACT DETAILS CHARLES COTTER 084 562 9446 charlescot@polka.co.za Twitter: Charles_Cotter LINKED IN
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