Succession Management

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

Succession Management

by Ken Haycock & Associates Inc. on Mar 06, 2011

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Succession Management — Presentation Transcript