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Succession Management

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Succession planning too often devolves to replacement planning. Succession management is strategic, planned, deliberate and led. Here are critical steps in the process. For related resources, visit ...

Succession planning too often devolves to replacement planning. Succession management is strategic, planned, deliberate and led. Here are critical steps in the process. For related resources, visit our website: www.kenhaycock.com

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    Succession Management Succession Management Presentation Transcript

    • Succession Management Dr. Ken Haycock 2011 For related resources, visit our website: www.kenhaycock.com
    • Is there a problem?
      • Retirement issues
      • Recruitment issues
      • Retention issues
      • But… newer opportunities…
    • Replacement Planning or …? Belcourt, M. & McBey, K. (2000). Strategic human resources planning. Scarborough, ON: Nelson. Factor Succession Planning Succession Management Environment Stable Dynamic Focus Jobs Strategy Time Frame 6-12 months 2+ years Selection Criteria Job experience Competencies Appraiser Immediate manager 360-degree feedback Selection Pool Internal Internal and external Successors Slated individuals Talent pools Development Limited Flexible, multiple
    • Responsibilities
      • Board
      • Chief Executive Officer
      • Human Resources Officer
    • Succession Management Process
      • 1. Align succession management with strategic direction
      • 2. Identify skills and competencies
      • 3. Identify high potential employees
      • 4. Develop those employees
      • 5. Monitor and track the process
      Belcourt, M. & McBey, K. (2000). Strategic human resources planning. Scarborough, ON: Nelson.
    • Align Plans and Strategy
      • clarify the strategic direction for the organization
      • establish a comprehensive communication plan for the strategic direction
      • commit to the development of a succession management plan, moving quickly to the possibility of filling an increasing number of senior positions from inside the organization
    • Identify Competencies
      • identify the core competencies and personal attributes needed to meet the strategic goals and objectives of the organization (beyond job titles)
      • develop leadership capacity throughout the organization
    • Identify High Potential Employees
      • develop a recruitment strategy
      • encourage the identification of potential successors within and without the organization (avoid the crown prince/ess syndrome through developing talent pools)
      • track candidates through formal succession and replacement charts
      • identify supply gaps and develop a strategy
      • consider leadership development through a consortium
    • Develop Those Employees
      • identify the formal opportunities (examples)
      • identify the informal opportunities (examples)
      • determine and communicate how to access
      • align training and education with competencies
      • train management in the development of staff, including effective interviewing, structuring positions and opportunities, leading staff development, coaching and mentoring
      • plan a formal induction program (effective “on-boarding” practices)
    • Monitor and Track the Process
      • determine measures for alignment
      • determine measures for success
      • determine means of evaluating training
      • assess through succession charts
      • ensure identification, training and development and formal tracking
      • undertake customer satisfaction surveys and track
      • undertake non-user surveys and track
      • undertake employee satisfaction surveys and track
      • report survey results and provide assistance for improvement
    • Towards High Performance
      • Seven Practices (research-based)
      • Employment security
      • Selective hiring
      • Self-managed teams and decentralization
      • High compensation contingent on organizational performance (KSFs)
      • Extensive training
      • Reduced status distinctions and barriers
      • Extensive sharing of financial and performance information throughout the organization.
      • Jeffrey Pfeffer. The Human Equation.
    • Employment security
      • Document employment security policies
      • Document employment security practices
      • Track employment security by classification
      • Ensure exit interviews by neutral party
    • Selective hiring of new personnel
      • Design a recruitment strategy
      • Train senior managers in the selection process
      • Track interviewers and selectors
      • Design a succession management plan to enable internal development and promotion
    • Self-managed teams and decentralization
      • Commit to self-managed teams and decentralization of decision-making
      • Develop a plan for implementation
      • Identify priority areas
      • Provide training
    • High compensation contingent on performance
      • Undertake a compensation review
      • Determine performance measures for library branches and branch managers
      • Investigate contingency bonuses for teams and branches based on clear measures and means of determination if they have been exceeded
    • Extensive training
      • Identify and communicate priorities
      • Determine appropriate levels of support
      • Clarify opportunities for high performing employees
      • Consider developing a consortium for delivering leadership training
      • Introduce a planned orientation and induction program
    • Reduction of Status Distinctions
      • Determine means by which status distinctions might be reduced
      • Communicate changes widely
    • Extensive sharing of information
      • Determine the financial information that would be particularly helpful and distribute it widely
      • Ensure that information is distributed
      • Provide training in reading and making sense of data by all staff
      • Determine performance measures, collect the information and make it widely available
      • Provide training in reading and making sense of data by all staff
    • Issues
      • Are these the issues?
      • Are there others?
      • Which are priorities?
      • Which miss the mark?
      • Any specific concerns with them?
      • Next steps?
    • Next Steps? Action Planning…
      • 0-6 months
      • 6-12 months
      • One year and beyond
      • Review, revise, renew
    • Do contact me…
      • Feel free to contact me at any time…
      • for any reason…
              • Dr. Ken Haycock
              • +1.778.689.5938
              • ken @ kenhaycock.com
      • For related resources, visit our website:
      • www.kenhaycock.com