? 
WHAT IS YOUR MOST PRESSING CONCERN ABOUT YOUR NEXT GENERATION OF LEADERS? 
a.We haven’t identified high potentials 
b.S...
It’s not just succession to the top – it’s getting the right person in place for every job. Some of tomorrow’s key jobs ma...
WHAT WE HOPE YOU’LL LEARN: 
A practical model for selecting participants for a succession planning or HIPO development pro...
Critical Trends 
•Broad market forces and trends 
•Emerging competencies 
•Future job needs – likely unknown today 
•Reduc...
BEST PRACTICES: SUCCESSION PLANNING AND THE BOTTOM LINE 
Aligned with organization’s strategic objectives. 
Analysis of cu...
S.W.O.T. ANALYSIS 
STRENGTHS: What do we do well today? Will our strengths prepare us for future success? 
WEAKNESSES: Wha...
REQUIRES EXECUTIVE INVOLVEMENT! 
STRATEGIC GOAL ALIGNMENT 
Understanding of current and future trends for organization and...
OPPORTUNITIES 
THREATS 
Are our strengths aligned to take advantage of opportunities? 
Do our weaknesses stand in the way?...
LOW PERFORMANCE AND 
HIGH POTENTIAL 
HIGH PERFORMANCE AND 
HIGH POTENTIAL 
HIGH PERFORMANCE AND LOW POTENTIAL 
LOW PERFORM...
Deciding Whom to Groom
LOW SELF AND HIGH OTHERS 
•Under utilized skills 
•Motivation to excel may be issue - career goals may not be aligned with...
Readiness 
SELF- SELECTION 
ASSESSMENTS 
•Values-driven behavior 
•Competencies 
•Career readiness 
OBSERVATION
CURIOSITY 
INSIGHT 
ENGAGEMENT 
DETERMINATION 
LOOK FOR POTENTIAL 
Understanding of current and future trends for organiza...
COLLABORATION 
LEARNING AGILITY 
PEOPLE DEVELOPMENT 
DIGITIAL LITERACY 
GLOBAL CITIZENSHIP 
Vision 
Interpersonal Skills 
...
CLEARLY DEFINE STANDARDS, REQUIREMENTS AND COMPETENCIES 
RELEVANCY AND SUPPORT 
Communicate the why, how and when?
Managers need to stretch, challenge, and coach their high-potential employees… 
Without multi-dimensional dialogue about t...
HOLISTIC THINKING 
INTEGRATED 
CHANGE CAPACITY 
COLLABORATION 
COMMITMENT 
CONTINUOUS LEARNING 
A learning culture has fiv...
Leaders at All Levels 
Supervisory and Team Lead HIGH POTENTIAL EMPLOYEES 
Managing 
NEW MANAGERS AND NEWLY PROMOTED 
Adva...
Consideration 
Exploration 
Transition 
Adoption 
Succession Planning Phases
Succession Planning 
Phases 
Pre-Promotion 
Post-Promotion 
Consideration 
Exploration 
Transition 
Adoption 
Focus 
Selec...
Best Practices: 
Succession Planning and the Bottom Line 
Aligned with organization’s strategic objectives. 
Analysis of c...
BIZLIBRARY.COM 
Course: Business Impact – Succession Planning 
Target: Managers 
Course Title: 
QuickTalks: Rob Kaplan: Le...
BIZLIBRARY.COM 
Chris Osborn 
Vice President of Marketing 
cosborn@bizlibrary.com 
@chrisosbornstl 
Jessica Petry 
Marketi...
Succession Planning and the Development of Your High Potentials - Webinar 08.26.14
Succession Planning and the Development of Your High Potentials - Webinar 08.26.14
Succession Planning and the Development of Your High Potentials - Webinar 08.26.14
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Succession Planning and the Development of Your High Potentials - Webinar 08.26.14

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Employee development webinar discussing High Potential Employees – Best Practices in Succession Planning.

www.bizlibrary.com/webinars

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Succession Planning and the Development of Your High Potentials - Webinar 08.26.14

  1. 1. ? WHAT IS YOUR MOST PRESSING CONCERN ABOUT YOUR NEXT GENERATION OF LEADERS? a.We haven’t identified high potentials b.Skill gaps c.No development plan in place d.No resources to develop leaders e.Something else
  2. 2. It’s not just succession to the top – it’s getting the right person in place for every job. Some of tomorrow’s key jobs may not even exist now. Robert M. Fulmer, Growing Your Company’s Leaders
  3. 3. WHAT WE HOPE YOU’LL LEARN: A practical model for selecting participants for a succession planning or HIPO development program A model for determining the development targets and competencies for your program Best practices in succession planning and HIPO development programs
  4. 4. Critical Trends •Broad market forces and trends •Emerging competencies •Future job needs – likely unknown today •Reduced employee loyalty
  5. 5. BEST PRACTICES: SUCCESSION PLANNING AND THE BOTTOM LINE Aligned with organization’s strategic objectives. Analysis of current and future capabilities required. Focused on potential and values. Perceived as relevant and real by participants. Drives a culture of continuous learning and development.
  6. 6. S.W.O.T. ANALYSIS STRENGTHS: What do we do well today? Will our strengths prepare us for future success? WEAKNESSES: What do we do poorly and why? Can we do LESS of this? What steps must we take to either improve or minimize the risks? OPPORTUNITIES: What are our greatest opportunities for growth? Are our strengths aligned to take advantage of them? Do our weaknesses stand in the way? THREATS: Where are we vulnerable? Are our biggest threats external or internal? Market-driven or competition? Lack of talent or not the right talent?
  7. 7. REQUIRES EXECUTIVE INVOLVEMENT! STRATEGIC GOAL ALIGNMENT Understanding of current and future trends for organization and industry.
  8. 8. OPPORTUNITIES THREATS Are our strengths aligned to take advantage of opportunities? Do our weaknesses stand in the way? Where are we vulnerable? Are our biggest threats external or internal? Market-driven or competition? Lack of talent or not the right talent?
  9. 9. LOW PERFORMANCE AND HIGH POTENTIAL HIGH PERFORMANCE AND HIGH POTENTIAL HIGH PERFORMANCE AND LOW POTENTIAL LOW PERFORMANCE AND LOW POTENTIAL 5 5 4 4 3 1 2 1 2 3 High High Low PERFORMANCE TO POTENTIAL POTENTIAL PERFORMANCE
  10. 10. Deciding Whom to Groom
  11. 11. LOW SELF AND HIGH OTHERS •Under utilized skills •Motivation to excel may be issue - career goals may not be aligned with area HIGH SELF AND HIGH OTHERS •Areas of true strength •Focus for development •Opportunity for major gains in productivity and career growth HIGH SELF AND LOW OTHERS •Blind Spots •Substantial need for coaching •Opportunities for significant career conflict and disaster LOW SELF AND LOW OTHERS •Areas to avoid and move away from to the extent possible •Coach techniques to minimize potential career harm 5 5 4 4 3 1 2 1 2 3 High High Low PERFORMANCE RATINGS OF SELF AND OTHERS OTHERS SELF
  12. 12. Readiness SELF- SELECTION ASSESSMENTS •Values-driven behavior •Competencies •Career readiness OBSERVATION
  13. 13. CURIOSITY INSIGHT ENGAGEMENT DETERMINATION LOOK FOR POTENTIAL Understanding of current and future trends for organization and industry.
  14. 14. COLLABORATION LEARNING AGILITY PEOPLE DEVELOPMENT DIGITIAL LITERACY GLOBAL CITIZENSHIP Vision Interpersonal Skills Ability To Develop Others Intelligence Character
  15. 15. CLEARLY DEFINE STANDARDS, REQUIREMENTS AND COMPETENCIES RELEVANCY AND SUPPORT Communicate the why, how and when?
  16. 16. Managers need to stretch, challenge, and coach their high-potential employees… Without multi-dimensional dialogue about these issues, managers tend to hold on to their high-potential people instead of helping them along an intentional developmental pathway. High-potentials then may interpret this as a lack of company support and will be inclined to look elsewhere. Ron Ashkenas, The Paradox of High Potentials Harvard Business Review
  17. 17. HOLISTIC THINKING INTEGRATED CHANGE CAPACITY COLLABORATION COMMITMENT CONTINUOUS LEARNING A learning culture has five key elements.
  18. 18. Leaders at All Levels Supervisory and Team Lead HIGH POTENTIAL EMPLOYEES Managing NEW MANAGERS AND NEWLY PROMOTED Advanced Leadership MID AND SENIOR LEVEL MANAGERS Executive Development SENIOR DIRECTORS AND VICE PRESIDENTS
  19. 19. Consideration Exploration Transition Adoption Succession Planning Phases
  20. 20. Succession Planning Phases Pre-Promotion Post-Promotion Consideration Exploration Transition Adoption Focus Selection Roles and Responsibilities Processes and Procedures Professional Identity Information Time Frame 1+ Year 1 Year or Less 1st 100 Days 6-18 months Activities •Seminars •Informational interviews •Job shadowing •Focus groups •Training •Acting Manager •Job Rotation •Project Manager •Training •Mentoring •Networking •Training •Mentoring •Feedback •Peer Evaluation A Succession Plan for First Time Managers, Maria Plakhotnik and Tonette S. Rocco, T&D Magazine, December 2011
  21. 21. Best Practices: Succession Planning and the Bottom Line Aligned with organization’s strategic objectives. Analysis of current and future capabilities required. Focused on potential and values. Perceived as relevant and real by participants. Drives a culture of continuous learning and development.
  22. 22. BIZLIBRARY.COM Course: Business Impact – Succession Planning Target: Managers Course Title: QuickTalks: Rob Kaplan: Leadership Lesson: You Must Ask the Right Questions to Adapt Target: Leaders at All Levels
  23. 23. BIZLIBRARY.COM Chris Osborn Vice President of Marketing cosborn@bizlibrary.com @chrisosbornstl Jessica Petry Marketing Specialist jpetry@bizlibrary.com @JessLPetry @BizLibrary

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