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Succession planning June 2013
 

Succession planning June 2013

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Half day open training event on succession planning held in Toronto.

Half day open training event on succession planning held in Toronto.

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    Succession planning June 2013 Succession planning June 2013 Presentation Transcript

    • Planning for successby Toronto Training and HRJune 2013
    • CONTENTS3-4 Introduction to Toronto Training and HR Inc.5-6 Definitions7-9 Workforce planning10-11 Key themes in succession planning12-14 Steps to adopt15-16 What stage is your organization at?17-19 Performance and potential20-21 Four critical dialogues22-25 Strategies for succession planning26-27 Drill28-29 Best practice in succession planning30-32 Succession planning in the water industry33-34 The nine-box grid35-38 Common mistakes39-40 Seven sins of succession planning41-45 Criticisms of succession planning46-47 Technology48 Case studies49-50 Conclusion and questionsPage 2
    • Page 3Introduction
    • Page 4Introduction to Toronto Trainingand HRToronto Training and HR is a specialist training andhuman resources consultancy headed by Timothy Holden10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HRare:Training event designTraining event deliveryReducing costs, saving time plus improvingemployee engagement and moraleServices for job seekers
    • Page 5DefinitionsIdentifyleadershipcharacteristicsAssessbenchstrengthIdentifytalentDeveloptalentEvaluatesuccessionplanningPre-planCommunicateplan
    • Definitions• Succession planning• Replacement planning• Workforce planning• Strategic planning• Links between successionplanning and talentmanagement• The succession planningmodelPage 6IdentifyleadershipcharacteristicsAssessbenchstrengthIdentifytalentDeveloptalentEvaluatesuccessionplanningPre-planCommunicateplan
    • Page 7Workforce planning
    • Workforce planning 1 of 2• Why is it necessary?• How does it address recruitingneeds?Page 8
    • Workforce planning 2 of 2THE FIVE STEP MODEL• Set the strategic direction• Analyze the workforce• Develop the action plan• Implement the action plan• Monitor, evaluate and revisePage 9
    • Page 10Key themes in successionplanning
    • Key themes in succession planning• Open or closed process?• Job modelling• Broad or narrow audience?• Making room for succession• An annual or a continuousactivity?• Integrating successionplanning and development• Diversity• Burnout• Who owns the talent?Page 11
    • Page 12Steps to adopt
    • Steps to adopt 1 of 2• Establish strategic alignment• Identify succession targets andanalyze the talent pool• Develop the successionmanagement plan• Implement the successionmanagement plan• Evaluate succession strategiesPage 13
    • Steps to adopt 2 of 2RECIPE FOR SUCCESS• Ongoing senior leadercommitment• Ongoing employeecommitment to development• Ongoing alignment of programgoals to strategic plan• Ongoing communication andchange managementPage 14
    • Page 15What stage is yourorganization at?
    • What stage is your organization at?• Crisis mode• Replacement planning• Succession planning• Talent managementPage 16
    • Page 17Performance and potential
    • Performance and potential 1 of 2• Performance dimensions• Standards for judgingperformance• Types of potential andstandards for judging potential• “High” professionalsPage 18
    • U N O F F I C I A LDEPTH CHARTAs of July 1 2013Chief Executive OfficerPresidentChief Financial OfficerChief Operations OfficerChief Human Resource OfficerChief Information OfficerChief R & D OfficerVice President of . . .Vice President of . . .Manager of . . .Manager of . . .Supervisor of . . .Key Technical ContributorFirst Team Back - Up Back - UpAnywhere Company
    • Page 20Four critical dialogues
    • Four critical dialogues• The internal dialogue• The employee’s dialogue withtheir stakeholders• Dialogue between theorganization and employeesgenerally• Dialogue between employees’social networks and those ofthe organizationPage 21
    • Page 22Strategies for successionplanning
    • Strategies for succession planning1 of 3• Identify leadership skill setsrequired for the future-not thepast or present• Cultivate leaders from far-flungcorners of the organization• Seek significant diversity whencomprising a leadership team• Develop comprehensivelearning systems• Create “stretch” workexperiencesPage 23
    • Strategies for succession planning2 of 3LEADERSHIP• Extensive use of recruitment andretention flexibilities for non-supervisory, mission-criticaloccupations in order toidentify/hire/retain high-potentialcandidates who are in the talentpipeline for leadership positionsPage 24
    • Strategies for succession planning3 of 3LEADERSHIP(CONTINUED)• Use of a full range of structuredLeadership Development Programsto ensure that current and futureleaders have the necessary skillsto manage the workforceeffectively, exercise leadershipcontinuity, and sustain a learningenvironment that drivescontinuous performanceimprovementPage 25
    • Page 26Drill
    • DrillPage 27
    • Page 28Best practice in successionplanning
    • Best practice in succession planning• Deploy a successionmanagement process• Identify future leaders andsuccessors• Develop future leaders andtypical activities• Measure results• Keep it simple• Align succession with theorganization’s overall strategy• Support the processPage 29
    • Page 30Succession planning in thewater industry
    • Succession planning in the waterindustry 1 of 2• Problem• Purpose• Barriers to meeting needs• Issues• Education and successionplanning• Certification• Training• Leadership• CompensationPage 31
    • Succession planning in the waterindustry 2 of 2• Outreach• Recruitment and retention• RecommendationsPage 32
    • Page 33The nine-box grid
    • The nine-box gridPage 34
    • Page 35Common mistakes
    • Common mistakes 1 of 3• Only allowing planners toselect successors from thechain of command under aposition• Heralding super-flatorganizations as a nirvana ofefficiencyPage 36
    • Common mistakes 2 of 3• Allowing performance reviewscores to be weighted as highas 80% of criteria forplacement as successor• Only doing succession planningfor the top three layers of anorganization• Producing future workforcestrategies without reviewingthe data of historic workforcetrends and external marketconditionsPage 37
    • Common mistakes 3 of 3• Avoiding line managers andbusiness unit leaders when itcomes to making employeepolicies, because they “don’tunderstand HR”• Accepting that hard-to-usesoftware is better because it’smore complex and will do morefor you…or that cheapersoftware is merely simpler andwill give you a faster, yetlesser returnPage 38
    • Page 39Seven sins of successionplanning
    • Seven sins of succession planning• I’ll be here forever• What mattered then…• Assume the plan is the plan• Assume you need the wholeplan figured out• Believing everyone wants torise through the ranks• Developing only your highpotential people• Thinking you need a formalpositionPage 40
    • Page 41Criticisms of successionplanning
    • Criticisms of succession planning1 of 4• Overly reliant on linemanager’s perceptions of theirdirect report’s performance• Embedded in inflexiblecompetency frameworks• Expect the individual to adaptto the job description• Assume the job is relativelystable but jobs evolve rapidly• Inadequate definitions of talent• Do not take enough account ofgender differencesPage 42
    • Criticisms of succession planning2 of 4• Ignore work-life balance as afactor in people’s decision to gofor more senior positions• Fail to ensure employees gainexperience of both functionalspecialists and generalist roles atan early stage• Assume employees will stay forthe long-term despite evidenceto the contrary• Impose a uniform talentdevelopment processPage 43
    • Criticisms of succession planning3 of 4• Place people in boxes• Focus succession on specificroles with a small number ofcandidates rather thandeveloping large clusters of jobswhich may be filled from a largerpool• Do not take sufficient notice ofthe difference in attitudesbetween different generationsPage 44
    • Criticisms of succession planning4 of 4• Fail to appreciate how peoplemake the transition from onelevel of the organization toanother• Takes inadequate account of how“adult” people are• Fail to take a sufficiently systemicperspectivePage 45
    • Page 46Technology
    • TechnologyPage 47
    • Page 48Case studies
    • Page 49Conclusion and questions
    • Page 50Conclusion and questionsSummaryVideosQuestions