Succession Planning



  Are You Ready for the
      Unexpected?

February 3, 2009
About SKYE
We work with human resource professionals, business
 leaders, and company owners on organizational
 development...
Are You Ready for the Unexpected?

Challenge
Developing core leadership capability to drive
  organizational competiveness...
Our Discussion

1. Study a model on how to define your company's
   business focus and competitive advantage
2. Learn why ...
1


            Alignment Challenge

      Business Strategy              Talent Management Strategy


                   ...
The Transformation Model
                                                  STRATEGY                                   CULT...
Strategic Direction

1. What is our ideal vision of the future?
2. Who are our customers?
3. What are our deliverables?
4....
Achievement Model

                   O
                       rg
                         an




         ct r
       fa ...
Deliverables

•   Automobile—transportation,
    comfort, prestige, safety
•   Clothing—ease of care, comfort,
    fashion...
Core Competency
A bundle of skills, technologies, and capabilities
which provide strategic advantage.

   1.   It must del...
Examples of Core Competencies

•   Toshiba—flat screen displays (broad arena
    of applications)
•   Sony—miniaturization...
Competitive Advantage

Business Focus
  A long-term strategic position consciously
  chosen by an organization in order to...
Business Focus


• Customer Intimacy
• Product or Service Leadership
• Operational Efficiency
• Product Innovation
• Techn...
Competitive Differentiators
•   Price
•   Quality (accuracy, reliability)
•   Product/service features of performance
•   ...
Strategic Planning Outcome

Performance Targets
  Goals related to day-to-day performance
  of the organization which must...
2



    Importance of Leadership Strength

    • Alignment / Top down understanding and
      communication of mission, v...
Leadership Pressures

• The talent pipeline often lacks sufficient
  numbers to replace leaders
• The organization's expan...
Leadership Pressures (Cont’d)
• Problems with strategic direction,
  organizational alignment, and employee
  commitment c...
3


    Linking Talent Management to Strategy

                              Recruitment &
                               ...
Purpose

• Foster a process of building leadership
  capability across the lines of business /
  support functions
• The e...
Desired Outcomes
• Retention and development of high potential
  employees
• Builds internal staff capabilities (bench str...
Issues: Changing Nature of Work &
Organization

 • Demographics (net-generation, diversity)
 • Globalization
 • Technology...
Succession Planning

                          Recruitment &
                            Selection


                     ...
A Definition / Succession Planning

A systematic effort and process of
  identifying and developing candidates
  for key l...
What is Succession Planning?

•Constant change planning
•An organizational journey, not a project
•Ensuring continuity of ...
Why Succession Planning
 • To identify replacement needs
 • To provide opportunities for high potential workers (retention...
Ref: Effective Succession Planning / Matthew Tropiano, 2004

                                                             ...
Challenges in Succession Planning
Benefits of Succession Planning




                   Source: Aberdeen Group, September 2006
Approaches

                             NON-TRADITIONAL
TRADITIONAL

                             •   Reorganization
•   ...
Some Essential Components

                           • Competency
• Purpose and guiding
                             deve...
4




    Succession Planning Case Study
Case Study - Questions
1. How should this plan be rolled out to employees?
2. How open will this program be—in other words...
Thank You
  for Your Time
      Today!
Reach us at:
   603-424-9999
   877-603-SKYE
   SKYE Business Solutions
   David Li...
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Leadership Development & Succession Planning Mahra Feb2009

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Leadership Development & Succession Planning Mahra Feb2009

  1. 1. Succession Planning Are You Ready for the Unexpected? February 3, 2009
  2. 2. About SKYE We work with human resource professionals, business leaders, and company owners on organizational development efforts to help create greater alignment of employee performance with business results: Individual & Organizational Assessment Professional Development Training Coaching Strategic Planning Consulting “We help you optimize your organization’s performance” 2
  3. 3. Are You Ready for the Unexpected? Challenge Developing core leadership capability to drive organizational competiveness and success Solution Leadership development and succession planning: Align the organization’s human capital management plan with its strategic plan
  4. 4. Our Discussion 1. Study a model on how to define your company's business focus and competitive advantage 2. Learn why organizational leadership strength is critical to the support and effective execution of a competitive strategy 3. Link HR activity and initiatives to building core leadership capability aligned with organizational strategy 4. Review a succession planning case study
  5. 5. 1 Alignment Challenge Business Strategy Talent Management Strategy Desired Values Employee Culture Profiles Mission Actual Develop- Long Short Employee ment Term Term Skills Plans Initiatives Goals
  6. 6. The Transformation Model STRATEGY CULTURE RESULTS Business ENVIRONMENT •Work Culture Norms •What Business You Are In Organization •Current Market Conditions •General Morale •Current Key Result •Current Products and Services •Current Mission Areas •Key Customers •Job Satisfaction •Core Competencies •Current Guiding •Current Measurement •Key Competitors •Worker Attitudes, •Current Market Position Principles and Tracking Systems Behaviors, and Beliefs •Key Stakeholders •Performance Against Key •Sense of Shared •Resource Inventory: •Management Attitudes, •External Influencing Factors Industry Success Factors Vision Equipment, Capital, Behaviors, and Beliefs Manpower, Materials, •Market, Environment, and •Current Distinguishing Strategy •Current Management Technology Technology Assumptions Philosophy •Current Strategic Focus •Current Financials: •Current Objectives and Goals Revenue, Cost Structure CORE PROCESS SYSTEMS •Physical Layout Map STRUCTURE •Core Processes Maps Coordination Development •Support Processes Maps •Communication and •Recruitment &Selection •Organization Chart & Reporting Information Sharing •Key Processes Maps Relationships •Orientation •Decision Making and •Key Process Variances •Organization Levels & Staffing •Training & Development Authorization Numbers •Process Cycle Time and •Progression & Promotion •Measurement & Feedback Efficiency •Span of Control •Performance Evaluation •Goal Setting •Computer Delivery System •Current Groupings and Feedback •Policies and Procedures •Linking Mechanisms •Compensation •Job and Role Structures •Recognition
  7. 7. Strategic Direction 1. What is our ideal vision of the future? 2. Who are our customers? 3. What are our deliverables? 4. What are our core competencies? 7
  8. 8. Achievement Model O rg an ct r fa me C iz n io ul at tis to tu io Sa us re na C l Strategy Leadership Execution l O Int ia ce nc an pe er ra na a in rm tio l F fo ns er P
  9. 9. Deliverables • Automobile—transportation, comfort, prestige, safety • Clothing—ease of care, comfort, fashion • Physical checkup—health, emotional well-being, 9
  10. 10. Core Competency A bundle of skills, technologies, and capabilities which provide strategic advantage. 1. It must deliver significant value to the customer 2. It must create differentiation from competitors 3. It must form the basis for entry into new markets 4. It is not easy for other organizations to replicate 10
  11. 11. Examples of Core Competencies • Toshiba—flat screen displays (broad arena of applications) • Sony—miniaturization • Federal Express—logistics management • Honda—dealer management • EDS—systems integration 11
  12. 12. Competitive Advantage Business Focus A long-term strategic position consciously chosen by an organization in order to add value to its customers Competitive Differentiator A factor within an industry that distinguishes one organization (competitor) from another and which results in direct benefits to the customer
  13. 13. Business Focus • Customer Intimacy • Product or Service Leadership • Operational Efficiency • Product Innovation • Technology 13
  14. 14. Competitive Differentiators • Price • Quality (accuracy, reliability) • Product/service features of performance • Delivery time • Customer service • Technical support • Flexibility • Channels to market • Process efficiency • Quality of inputs into process • Geographical coverage
  15. 15. Strategic Planning Outcome Performance Targets Goals related to day-to-day performance of the organization which must be achieved on a consistent basis – to stay in business Performance Initiatives Developmental goals that are designed to increase the capability and long-term performance of the organization
  16. 16. 2 Importance of Leadership Strength • Alignment / Top down understanding and communication of mission, vision • Cascading goals and objectives • Delegation, empowerment, growth • Accountability • Leaders teaching leaders • Reinforce cultural values
  17. 17. Leadership Pressures • The talent pipeline often lacks sufficient numbers to replace leaders • The organization's expansion goals outstrip the amount of internal talent needed • Globalization and increasing technological demands make the leader's job more difficult than ever Source: Graziadio Business Report, 2007, Vol. 10. Issure 2
  18. 18. Leadership Pressures (Cont’d) • Problems with strategic direction, organizational alignment, and employee commitment continue to exist and are exacerbated in the current competitive environment • Human resources and those responsible for leadership development feel increased pressure to demonstrate value • Leadership development initiatives are not integrated with business needs, and consequently, are of questionable value to internal customers. Source: Graziadio Business Report, 2007, Vol. 10. Issure 2
  19. 19. 3 Linking Talent Management to Strategy Recruitment & Selection Career Performance Management Management BUSINESS STRATEGY BUSINESS RESULTS Training Rewards Talent & Management Management Development Senior Succession Management Planning Development
  20. 20. Purpose • Foster a process of building leadership capability across the lines of business / support functions • The emphasis is on developing a broad spectrum of talent within the management ranks so that the availability of internal talent will not be a constraint to the organization's strategic direction • Identify the key leadership success factors
  21. 21. Desired Outcomes • Retention and development of high potential employees • Builds internal staff capabilities (bench strength) for the emerging organizational demands • Maps various succession options • Facilitates developmental moves across the organization • Establishes a professionally managed organization with the systems in place to ensure that it will have effective leaders going forward
  22. 22. Issues: Changing Nature of Work & Organization • Demographics (net-generation, diversity) • Globalization • Technology • Redefined concept of ‘Loyalty’ • Challenges in differentiating high performers from poor performers • Wanted rapid career progression
  23. 23. Succession Planning Recruitment & Selection Career Performance Management Management BUSINESS STRATEGY BUSINESS RESULTS Training Rewards Talent & Management Management Development Senior Succession Management Planning Development
  24. 24. A Definition / Succession Planning A systematic effort and process of identifying and developing candidates for key leadership and professional positions over time to ensure the continuity of management and leadership in an organization
  25. 25. What is Succession Planning? •Constant change planning •An organizational journey, not a project •Ensuring continuity of leadership •Identifying gaps in existing talent pool •Identifying and nurturing future leaders
  26. 26. Why Succession Planning • To identify replacement needs • To provide opportunities for high potential workers (retention) • To increase pool of promotable employees • To support implementation of a strategic business plan • To guide individuals in their career paths • To encourage the advancement of diverse groups • To improve ability to respond to changing environmental demands • To improve employee morale • To cope with the effects of downsizing, attrition, retirements Organizations supersede Individuals – visionaries are those who groom their young talent to take the lead position and to take the cause of the organization forward
  27. 27. Ref: Effective Succession Planning / Matthew Tropiano, 2004 Results 1. Talent Driven culture 2. Accelerated Development 3. Vision for future Education advancement and Training Accountability Self Development Measurability Competency driven Strategically Targeted Rotational Assignments Future Competencies Needed Aligned with Strategic Plan CEO/ Leadership Commitment & Involvement Succession Planning Model
  28. 28. Challenges in Succession Planning
  29. 29. Benefits of Succession Planning Source: Aberdeen Group, September 2006
  30. 30. Approaches NON-TRADITIONAL TRADITIONAL • Reorganization • Training & Education • Job sharing • Leadership Development • Outsourcing • External Recruitment • Joint alliances • Internal Promotion
  31. 31. Some Essential Components • Competency • Purpose and guiding development activities beliefs • Incentives & rewards • Human resource • Retention strategies forecasting • Role delineations • Competency model/set • Career paths • Assessment processes • Program evaluation • Recruitment processes mechanisms • Individual development • Key stakeholder plans involvement
  32. 32. 4 Succession Planning Case Study
  33. 33. Case Study - Questions 1. How should this plan be rolled out to employees? 2. How open will this program be—in other words, what are the pros and cons of letting employees know that they have been tapped as potential successors in key areas? 3. What are the first steps you would take to begin succession planning? 4. What measures could you put in the place to show progress? 5. How would you demonstrate that this program was a success?
  34. 34. Thank You for Your Time Today! Reach us at: 603-424-9999 877-603-SKYE SKYE Business Solutions David Liddell dliddell@Skye-Solutions.com
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