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Succession Planning to ASQ by 3P Associates

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The best practices in succession planning begin with great strategic planning. It is best when linked with review of operations, sales, marketing, finance and Research and Development. We illustrate …

The best practices in succession planning begin with great strategic planning. It is best when linked with review of operations, sales, marketing, finance and Research and Development. We illustrate how to incorporate well defined processes in staffing planning, retirement estimates; 360 feedback, performance planning and management, compensation review; individual training and development plans and affirmative action plans. Some sections are openly shared while others, such as our high potentials ranking are highly confidential. Interdivisional and regional sharing of talent is essential. Lateral moves are frequent to departments that are not well known to the incumbent prior to promotion.

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  • There is a war for talent. (Use slide to describe the numbers) We need aggressive action to maintain our leadership positions – leaders like yourselves make it happen.
  • There are many ways to develop talent, and while they are not all equal in value, when you unite them into an integrated development program you get the most value out of your talent. Discuss the 3 pieces on the slides and how developmental assignments are the most valuable
  • This is the main title slide – type your name and the title of the presentation in the box.
  • OBJECTIVE: Begin telling the “story” of your business by providing a context of how your business performed in 2011. Re-cap by highlighting major accomplishments and opportunity areas. PROCESS STEPS: Think back to the major goals you set for your business in 2011 (including sales, growth, market share, key hires, process improvements, integrations, new applications, significant operating mechanisms/processes implemented, etc.) Which major goals did you meet and/or exceed? Were there any accomplishments that were unexpected, but notable in 2011? Prioritize those that are most core or relevant to your business as well as those most pertinent to Our Company as a total company. Choose the top 3-5 and list under Accomplishments. What opportunity areas did 2011 leave you to focus on in the future? Prioritize those that are most core or relevant to your business as well as those most pertinent to Our Company as a total company. Choose the top 3-5 and list under Opportunities 4. Step back and craft one key takeaway from 2011 that will lead you into implications for 2012. What is the key message you want your audience to be left with that tells your “story”.
  • OBJECTIVE: Based on where your business left off in 2011, identify the talent, skills, people processes (e.g., performance management, staffing, training) required to ensure your business is capable of meeting the 2012 strategic priorities. PROCESS STEPS: Consider the totality of strategic priorities you have set for 2012. List the top 5 under Overall Strategic Priorities In order to achieve these priorities, list out the people-related issues that this raises. Consider the following: Do you currently have the appropriate skill set in your organization to meet the goals? What are the gaps? Are these skills “trainable”? Should the talent come from outside of the company or is company-specific knowledge immediately necessary for success? Are your people structured and arranged appropriately to meet the goals? Are people in the “right” jobs. That is, are their skill sets matched up with the job requirements? Are jobs designed properly to maximize productivity/creativity? What is the current performance standard in the organization? Is it at the level necessary to achieve your goals? What types of technology or systems would greatly maximize the effectiveness of your people? Craft the top 5-6 people-related issues that will be critical for your organization’s success in 2012 and list under GT&OR Implications. Step back and craft one key takeaway as a tag line for your key message on 2012 Strategic Priorities and GT&OR Implications. What is the one message you want your audience to leave with after reading this slide? It should build on telling your business “story”
  • OBJECTIVE: Provide a snapshot of the organization structure without getting into specific people. This is a supplement to the next slide on management layers and span. PROCESS STEPS: Copy and paste the organization chart from the original set of GTOR slides. Remove all personal information (e.g., names, pictures, performance ratings, time in position) except for position title and location. Under the Key Changes section, note any significant changes to the organization structure, examples include: “ Consolidated Customer Service operations into central facility” “ Split Eastern region into two segments to fully maximize market potential”
  • OBJECTIVE: Determine how effective the current management span of control is in supporting the strategic priorities for 2012. PROCESS STEPS: Capture the current state of how your organization is structured by conducting a “Span of Control” assessment. Number of Incumbents -- Take a count of (a) the total number of each job title listed in your organization, and (b) the number of people who currently report into that position. Number of Direct Reports Average: Divide the number in (a) by the number in (b) to attain the Number of Direct Reports (Avg) (a)Total # in Job Title (b) Total # of direct reports who currently report into the Job Title Range: List the highest (max) and lowest (min) number of direct reports Months in Position -Average the number of months each direct report has been in their current position and list it under Months in Position (Avg). Considering the 2012 strategic priorities, conduct an analysis on the effectiveness of the current structure in supporting the strategies. Discuss the following: How consistent are the roles for people in the same job title? Is there a common focus for all incumbents in the same job title? Consider the degree of complexity of direct reports jobs as well as geography. How does this factor into difficulty in managing? In what ways does the current structure support and promote the achievement of the strategies? List under Strengths. What are the gaps in the current structure or areas that will impede achievement of the strategies? List under Weaknesses. What types of activities or project work will be required to ensure the structure supports the strategy? List under Go Forward Actions. Be sure to assign an owner to each action as well as a timeline for measuring progress (e.g., monthly, quarterly). Step back and craft one key takeaway as a tag line for your key message on Organization Structure. What is the one message you want your audience to leave with after reading this slide? It should build on telling your business “story”.
  • OBJECTIVE: Determine how effective the key systems and process are in supporting the strategic priorities for 2012. PROCESS STEPS: For each major process listed in the column, assess its effectiveness on each factor down each row. How well do these processes currently support the 2012 strategies? Assign a code to the extent to which process improvements are required. Consider the following: Given the current state of this process, will you be able to achieve your goals in 2012? What are the current barriers to the process? Where are the current gaps? What are the time/resource requirements of redesigning and implementing a new process. Include any operating mechanisms that currently are in use to assist in the process and/or operating mechanisms that are needed. OPTIONAL: A blank column is provided for you to add any additional processes you may want to highlight in your business. Step back and craft one key takeaway as a tag line for your key message on Systems & Processes. What is the one message you want your audience to leave with after reading this slide? It should build on telling your business “story”.
  • OBJECTIVE: Provide a snapshot of the Sales and Marketing talent and skills within the organization. PROCESS STEPS: Transfer the information collected in the Skills Assessment 9-block for each competency area. See definitions below. These definitions should be used as guidelines only. Technical Strength (in Life Science area) Basic (BS w/1-5 yrs exp or MS w/0 yrs) Intermediate (BS w/5-8 yrs, MS w/2-3 yrs, or PhD w/0 exp) Expert (PhDs w/work exp) Functional Skills - Sales Basic Sales Skills -- conducting openings, presentations, and closing deals for transactional sales Consultative Selling -- working one-on-one with customers diagnosing problems and solutions Strategic Selling -- complex sales involving long sales cycles, multiple stakeholders (e.g., forming corporate supplier agreements) Executive Selling -- selling to the C-suite (e.g., CEO, CFO); e.g., establishing partnerships, corporate accounts Functional Skills - Marketing Limited - Novice marketing skills Marketing Basics (4 Ps - Product, Price, Place, Promotion), Sales Tool Development, Advanced - Negotiate strategic agreements, setup/grow distributor relationships, price/mix analysis, global launch readiness/management, marketing productivity programs, brand management Enter in names only. For anyone listed with a graduate degree, indicate the highest degree completed by color code using the legend. For example, if someone with a PhD also has a MS, then color the text in red. If someone has a PhD and an MBA, then color the text in red and bold it. Step back and craft one key takeaway as a tag line for your key message on Performance Capability. What is the one message you want your audience to leave with after reading this slide? It should build on telling your business “story”.
  • OBJECTIVE: Provide a snapshot of the Business Acumen and Service talent and skills within the organization. PROCESS STEPS: Transfer the information collected in the Skills Assessment 9-block for each competency area. See definitions below. These definitions should be used as guidelines only. Technical Strength (in Life Science area) Basic (BS w/1-5 yrs exp or MS w/0 yrs) Intermediate (BS w/5-8 yrs, MS w/2-3 yrs, or PhD w/0 exp) Expert (PhDs w/work exp) Functional Skills - Business Acumen Limited Basic - Understanding P&Ls, Working Capital Principles Sophisticated - Financial Planning & Analysis, Productivity Programs, Pricing Effects Functional Skills - Service Basic - Adhere to customer call flow, maintains positive attitude Functional - Solid call flow know-how, able to resolve conflict, linear escalation skills, confident, conveys attitude Expert - Off script resolution, global escalation resolution, change management capable, process development Enter in names only. For anyone listed with a graduate degree, indicate the highest degree completed by color code using the legend. For example, if someone with a PhD also has a MS, then color the text in red. If someone has a PhD and an MBA, then color the text in red and bold it. Step back and craft one key takeaway as a tag line for your key message on Performance Capability. What is the one message you want your audience to leave with after reading this slide? It should build on telling your business “story”.
  • OBJECTIVE: Map the current state of the organizational culture in your business from three perspectives: Global, Regional, and Site. PROCESS STEPS: Indicate where your organization falls on each culture dimension by moving the red target from High to Low. Assess how your employees view the company from the following perspectives: Global – Our Company as a total, global company Regional– The company from a Regional perspective (e.g., Asia-Pac) Site – The company from a Site perspective (e.g., Glasgow, Grand Island). Consider the following as you create observations from this cultural assessment: On what dimensions are Global, Regional, and Site consistent? What areas are different? Which dimensions would seem to make good business sense to have differences across Global, Regional, and Site? On what areas would it be advantageous to be consistent? What are the ethnic cultural (e.g., Scottish, Japanese) considerations that need to be taken into account? Step back and craft one key takeaway as a tag line for your key message on Organization Structure. What is the one message you want your audience to leave with after reading this slide? It should build on telling your business “story”.
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    • 1. Succession Planning for ContinuousHuman Capital Improvement ASQ Buffalo Conference 2012.10.24 Brian R. Pettit
    • 2. McKinsey 7S Framework Structure StrategySystems Shared Values Style Skills Staff
    • 3. McKinsey 7S Definitions1. Strategy: A coherent set of actions aimed at gaining a sustainable advantage over competition, improving position vis-à-vis customers, or allocating resources.2. Structure: The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated.3. Systems: The processes and flows that show how an organization gets things done from day to day (information systems, capital budgeting systems, and performance measurement systems would be good examples).4. Style: Tangible evidence of what management considers important by the way it collectively spends time and attention and uses symbolic behavior. It is not what management says is important, it is the way management behaves.
    • 4. McKinsey 7S Definitions5. Staff: The people in an organization. Here it is very useful to think not about individual personalities but about corporate demographics.6. Shared Values (or superordinate goals): The values that go beyond, but might well include, simple goal statements in determining corporate destiny. To fit the concept, these values must be shared by most people in the organization.7. Skills: A derivative of the rest. Skills are those capabilities that are possessed by an organization as a whole as opposed to the people in it. (The concept of corporate skill as something different from the summation of of the people in it seems difficult for many to grasp; however, some organizations that hire only the best and brightest cannot get seemingly simple things done where others perform extraordinary feats with ordinary people.)
    • 5. McKinsey 7S ChecklistStrategy Does the strategy support either a competitive advantage or improve our position with customers?Structure Does the organization and divisions of labor support accomplishment of the strategy?Systems What processes, measurements and/or information improvements are needed to make strategy execution straightforward?Style Are the reviews, questions, rewards and recognition offered by local management in alignment with achievement of the strategy?Staff Are we populating or do we have the right overall proportions of specific skill sets or functions or diversity needed to have the strategy succeed?Shared Values Is the strategy consistent with one or more of the organization Strategic Imperatives? Is there anything inconsistent about the strategy and corporate values?Skills Do all the above end up providing the organization with capabilities others may have difficulty emulating? Can we succeed where others can’t? Why?
    • 6. Global Talent &Organization Review (GT&OR) Board Overview
    • 7. Key Topics• Talent Management: The Call for Action• Global Talent & Organization Review• Strategic Elements and their Linkages• Timeline
    • 8. Why Focus on Global Leadership Talent? The time to act is now. Market factors constraining supply and demand will only accentuate Our Company leadership supply issues going forward. 100% 100% “In 15 years, there will be 15% fewer Americans in the 85% 35- to 45-year-old range than there are now. At the same time the U.S. economy is likely to grow at 3-4% Supply of per year … That sets the stage for a talent war.”Supply and Demand of Qualified 50% Leaders U.S. Leaders (Today = 100%) 0% “Capital is accessible for good ideas and good projects. Strategies are transparent; even if you’ve got a smart strategy, others simply copy it. And the half-life of Demand technology is growing shorter all the time … In that (50%) for Leaders kind of environment, all that matters is talent.” - Ed Michaels, McKinsey & Co., (100%) (100%) author, The War for Talent (125%) (150%) Market-driven Today 15 Years Forward leadership gap
    • 9. Components of the GapCompounding the external constraints on leadership talent are potentialgaps between Our Company’s internal needs and resources. Our Company Our Company Leadership Gap Leadership Gap Depth Gap Depth Gap Skills Gap Skills Gap Short Term • Open critical positions • “Rapid science and Drivers: • Short-term Company growth technology evolution • (skill gaps) Potential removal of substandard performers Long Term • Long-term Company growth • Instituting performance Drivers: (20%) management mentality • Employees eligible for • Changing business perspectives retirement that lead to different talent (skill • Market constraints set) requirements
    • 10. Leadership DepthGrowth could create significant leadership strains within Our Company 1000 Present Leadership Leadership Bench Strength (Numbers) 732 150 15 Management Leadership Executive Leader 897 leaders from Manager to Executive Leader
    • 11. Developing Leaders: Effectiveness of Interventions Developmental Individual Feedback/Coaching Executive Education assignments (#1 impact*) (#2 impact*) (#3 impact*)Effectiveness of implementation: rated “excellent” or “very good” 80 Response from executives in 50 large US companies (McKinsey study) 70 Special Developmental 60 projects jobs Speed of job 50 moves Assessment-based Role Traditional Performance Feedback on models 40 external Evaluation strengths & 360-degree training weaknesses feedback 30 Traditional internal Informal training Individual coaching and learning Mentoring feedback from 20 (career path boss Nontraditiona advice) l learning 10 programs(%) 0 0 10 20 30 40 50 60 70 80 90 Importance to self-development: rated “absolutely essential” or “very important” (%) *Reference: For Your Improvement by Mike Lombardo & Robert Eichinger
    • 12. What is the Global Talent &A Process that: Organization Review? Aligns human capital with business objectives resulting in focused organization development and greater effectiveness Matches appropriate talent to organization structure to achieve results Evaluates the strengths and developmental needs of: – the current organization, and – its leaders and potential leaders Includes:• Results in human capital action plans to position the organization for greater success in the future Compensation Global Talent & Review Performance Linked Linked 360 feedback Linked Organization Management Training & Review Meetings Development Integrated Talent Management that Aligns Human Capital to Achieve Organizational Results
    • 13. How does Our Company benefit?For People who Lead Allows for more accurate decision-making around employee promotion, placement, development, reward and recognition of top talent Creates a succession plan for leadership roles Assesses key individuals according to results, behaviors and potential Evaluates succession depth across global sites, functions, and businesses Measures leadership retention and execution of leadership action plansFor Our Company: Builds an high performing workforce necessary to achieve our strategic imperatives Facilitates the selection of the right leaders for growing/acquiring new and existing business Creates a performance culture of continuous human capital improvement Provides opportunity for “cross-pollination” of leaders between functions/segments/international locations Build Leadership Bench to drive Performance & Innovation in Science, Technology and Biological Understanding
    • 14. Global Talent & Organization Review For Performance and Innovation ABC Region, Division, Local Facility
    • 15. Strategic Organization Overview • Last year Re-cap • Current Year Strategic Priorities • Organization Structure • Systems & Processes • Performance Capability • Organization Culture
    • 16. Last Year Re-cap Accomplishments Opportunities• % of Sales • Six sigma look at• % Growth ABC Process• Key new hires • Need higher• Key promotions efficiency in XYZ Takeaway Box
    • 17. Strategic Priorities/HR Implications New Year Strategic Priorities/GT&OR ImplicationsOVERALL BUSINESS STRATEGIES/ GT&OR IMPLICATIONS OBJECTIVES Takeaway Box
    • 18. Organization Structure Position Title Location Position Title Position Title Position Title Position Title Position Title Position Title Location Location Location Location Location Location Position Title Position Title Position Title Position Title Position Title Position Title Location Location Location Location Location Location Position Title Position Title Position Title Position Title Position Title Position Title Location Location Location Location Location LocationKey Changes••• Takeaway Box
    • 19. Organization Structure: Management Layers & Spans Management Layers Span of Control Number of Number of Direct Reports Months in Title Incumbents Average Range (min-max) Position (Avg) President (#) (#) (#-#) (#) Vice (#-#) (#) President (#) (#) Director (#) (#) (#-#) (#) Manager (#) (#) (#-#) (#) c Team (#) Leader (#) (#) (#-#) Individual (#) Contributor (#) (#) (#-#)Strengths Weaknesses Go Forward Actions• • •• • •• • • Takeaway Box
    • 20. Systems & ProcessesProcess Key Processes Current Assessment Identified GapsEffectivenessFactors New Account Funnel Marketing Customer Product Mgmt / Mgmt (Sales Service Intro Team Support) Fulfillment Salesa) World-Class • • Design -- Is the process a benchmark for other companies?b) Integrated - Is the • • process aligned with other relevant functions?c) Metrics – Can the • • process be tracked & measured?d) Systems Capable • • – Is the process digitized?e) User-Friendly – Is • • the process simple and intuitive to use?Process Improvement Required: = Total overhaul = Moderate improvements = Minimal improvements Takeaway Box
    • 21. Performance Capability Sales Sales Marketing MarketingT T Expert Anderson, LoriE Expert Anderson, Lori Ball, BethC Ball, Beth E Smith, HenryH Smith, Henry C White, DaveN White, Dave HI NC IA Intermediate C Averi, LisaL . Averi, Lisa A Intermediate . Bulkley, Abe Bulkley, Abe L Smith, Lori Smith, Lori Black, Mike Black, Mike SS TT RR Basic E N BasicEN G Brown, JohnG T House, MaryT H Jones, SteveH Basic Consultative Strategic Executive Limited Basic Advanced SALES STRENGTH MARKETING STRENGTH Degree Legend Phd = Red MS = Blue MBA = Bold Takeaway Box
    • 22. Performance Capability (cont’d) Business Acumen Business Acumen Service ServiceT Expert Anderson, Lori T Expert Anderson, Lori Ball, BethE Ball, Beth Smith, Henry EC White, Dave Smith, Henry C White, DaveH HN NI IC Averi, Lisa CA Intermediate Averi, Lisa . Bulkley, Abe A ImmediateL Smith, Lori Bulkley, Abe . L Smith, Lori Black, MikeS Black, Mike ST TR RE Basic EN Basic Brown, John NG G Brown, JohnT House, Mary T House, MaryH Jones, Steve H Jones, Steve Limited Basic Sophisticated Basic Functional Expert BUSINESS ACUMENT SERVICE STRENGTH STRENGTH Degree Legend Phd = Red MS = Blue MBA = Bold Takeaway Box
    • 23. Organization Culture Culture Global Regional Site Dimensions Identity – Employees identify with the company as a whole rather than specific work group or L  H L  H L  H field of expertise Direction – Organization creates clear objectives and performance expectations L  H L  H L  H Control – Number of rules and regulations and amount of direct supervision used to L  H L  H L  H oversee and control employees Communication Patterns – Organization communication is restricted to L  H L  H L  H formal hierarchy of authority Integration – Units are encouraged to operate in a coordinated manner L  H L  H L  H • • Observations • •23 Takeaway Box
    • 24. Organization Chart Promotability Legend Results Rating Behavior Rating * = High Potential O = Outstanding % 4 = Role Model % Avg. Time in Position (in mo.) ___ + = Promotable V = Achiever % 3 = Very Effective % Avg. Length of Service (in mo.) ___ = = Grow in Position Position P = Performer % 2 = Effective % Males ___ Minority Name - = Placement Issue P-3 I = Improve. Required % 1 = Improve. Required % Females ___ ? = Too New = Months in Position: Length of Service Date: Position Position Position Position Position Position V-3 Name O-3 I-1 O-2 P-2 P-2 Name Name Name Name Name + Months in Position: * Months in Position: - Months in Position: + Months in Position: = Months in Position: = Months in Position: Length of Service Date: Length of Service Date: Length of Service Date: Length of Service Date: Length of Service Date: Length of Service Date: V-2 Position P-2 Position Position Position Position Position Name P-3 I-2 O-4 P-2 Name Name Name Name Name * Months in Position: ? Months in Position: + Months in Position: = Months in Position: + Months in Position: ? Months in Position: Length of Service Date: Length of Service Date: Length of Service Date: Length of Service Date: Length of Service Date: Length of Service Date: Position I-1 Position P-2 Position O-2 Position I-1 Position P-2 Position v-3 Name Name Name Name Name Name - Months in Position: ? Months in Position: + Months in Position: - Months in Position: = Months in Position: + Months in Position: Length of Service Date: Length of Service Date: Length of Service Date: Length of Service Date: Length of Service Date: Length of Service Date: Takeaway Box24
    • 25. 9 Block Talent Summary Anderson, Lori * Promotability Legend Outstanding Ball, Beth + * = High Potential + = Promotable Smith, Henry ? = = Grow in Position White, Dave + - = Placement Issue ? = Too New Averi, Lisa = R . Bulkley, Abe + E Performer/ Achiever Smith, Lori ? S Black, Mike = U L T S Improvement Brown, John - Required House, Mary = Jones, Steve - Improvement Required Effective/Very Effective Role Model BEHAVIOR25 Takeaway Box
    • 26. Leadership Development• Improvement Required – Planned Actions• High Potential/Promotable Vitality – Planned Actions• Critical Contributors – Any Career Band• Succession Depth – Top Positions• Current & Future Talent Needs
    • 27. Improvement Required – Planned Actions(Bus. Segment/Comm. Operations Region/Global Function) Length of Name Results - Months in ServicePosition Career Behavior Current Date Planned Actions/Timing:Location Band Rating Position (Months) (developmental job assignment, training, redeployment, mentoring, out placement, etc.) Timing of the planned actions: Use quarter/year designation (i.e. 4Q04)
    • 28. High Potential/Promotable Vitality – Planned Actions (Bus. Segment/Comm. Operations Region/Global Function) Name Career Results - Months in Length of Retention Next Best Planned Actions/Timing:Position Band Behavior current Service Risk Move (de ve lopm e ntal job as s ignm ent,Location Rating Position Date (Spe cific Title ) training, re deploym e nt, (Months ) & Timing m e ntoring, re location pre fe re nce s/ re strictions, e tc.) Retention Risk: Green = O.K. Yellow = Caution Red = High Timing of next best move and planned actions: Use quarter/year designation (i.e. 4Q04)
    • 29. Critical Contributors – Any Career Band (Bus. Segment/Comm. Operations Region/Global Function) Name Career Results - Months in Length of Retention Next Best Planned Actions/Timing:Position Band Behavior Current Service Risk Move (developm e ntal job ass ignm ent,Location Rating Position Date (Spe cific Title ) training, re de ploym ent, (Months) & Timing m entoring, re location prefe rences/ res trictions , e tc.) Retention Risk: Green = O.K. Yellow = Caution Red = High Timing of next best move and planned actions: Use quarter/year designation (i.e. 4Q14)
    • 30. Succession Depth – Top Positions Position: Vice President of Marketing Results Rating Behavior Rating Ready for Position Demographics A-4 Incumbent: Gerald Moser [g] A = Now [^] = Minority O = Outstanding 4 = Role Model O-3 V = Achiever B = 1-2 years [~] = Female 3 = Very Effective Jack Black [g] B P = Performer 2 = Effective A-3 C = 3-5 years [g] = Global experience I = Improve. Required 1 = Improve. Required Sarah Parker [~] B A-2 Mike Davis [g] C Position: Director of Advertising Position: Position: Incumbent: Megan Millen [~] Incumbent: Incumbent: Jake DeLong O-2 A Jessica Jones [~] [^] [g] V-3 A Katie Hines [~] P-3 C Position: Position: Position: Incumbent: Incumbent: Incumbent: Position: Position: Position: Incumbent: Incumbent: Incumbent:30 Takeaway Box
    • 31. Current & Future Talent Needs Current Talent Needs Anticipated Future Talent Needs Bus.Seg./Commercial Current Open Requsitions Owners & Timing Planned Headcount & Incumbents Operations Region/Global Anticipated Turnover Function Europe Director of Marketing Dole/Carter 4Q13 Director of Engineering 4Q14 Jim Roads Position Opening Length: Green <45 days Yellow 46-75 days Red >75 days Takeaway Box31
    • 32. Organization Assessment SummaryBus.Segment/ Leadership Bench Systems & Structure Skill Strategy Business Overall CommentsCommercial Talent Strength Processes Mix Results StatusOperationsRegion/GlobalFunction • • • • • • • • • • Green = OK Yellow = Caution Red = Concern Takeaway Box
    • 33. About Us 3P Associates was founded in 2004 to continuously improve people; their passion, productivity, processes and profits. Human Resources Consulting from 3P Associates includes: •Team Building •Training in Leadership, Communication, Productivity •Employee Relations Investigation & Resolution •Employee Handbooks, On-boarding •Performance Management Systems •HR Audit and Strategic Process Improvement •HR Onsite Services: Short & long Term •Career Coaching & Resume ReWork™www.3Passociates.com Brian@3Passociates.com • www.3Passociates.com * ph.716.909.2657 * People, Passion, Productivity, Profits

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