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Successment Management for Non-Profits

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Nonprofit organizations that invest in talent-focused succession planning are better positioned to manage organizational challenges and changes. An effective Succession plan assures the recruitment of top-notch talent, effective development of critical skills and knowledge, and adequate preparation for advancement or promotion to other roles. This webinar, hosted by Irene Cruz, Client Success Manager at Cornerstone OnDemand, is the conclusion to a special two-part series on best practices in Succession Management for nonprofits.

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Successment Management for Non-Profits

  1. 1. Succession Management for Nonprofit Leadership Oct. 9, 2013 Irene Cruz, Client Success Manager Cornerstone OnDemand
  2. 2. CSOD Foundation: Our Mission The Cornerstone OnDemand Foundation transforms the way people help people. Through the contribution of our technology and talent management expertise, we strengthen nonprofit organizations around the world by helping them develop, engage, and empower their employees and the people they serve.
  3. 3. HR Pro Bono Corps The HR Pro Bono Corps brings much-needed human capital management expertise to the nonprofit sector at no cost. The HR Pro Bono Corps focuses its support in three areas: • Performance Management • Learning Management • Succession Management
  4. 4. About the Presenter • Client Success Manager at Cornerstone OnDemand • L&D Practitioner ; had assisted organizations across various verticals implement their Talent Management Systems • Irene Cruz Located in Simi Valley, CA
  5. 5. This Presentation …to successfully identify and develop today’s talent, to be tomorrow’s leaders This 2-Part Presentation addresses the following Key Objectives:  Define Succession Management  Succession Management Process  Succession Management Tools and Metrics  Measuring for Success  Succession Management Best Practices
  6. 6. Recap of our First Session Part 1 Objectives: • What is Succession Management? • Why is Succession Important? • The Succession Management Maturity Model • Governance
  7. 7. Today’s Session Part 2 Objectives: • Succession Management Process • Succession Management Tools & Metrics • Best Practices • Measuring for Success
  8. 8. Succession Management Process - Leadership’s engagement & commitment - Board influence - Executives identify & grow talent - HR involvement - Employee’s drive - Can be done by grade/position - Includes most important positions to organization - Need job profiles, career paths and competencies to identify critical pos. - Determine the gaps - Prof. & Mgnt. roles - Shows high performance - Key contributor - Capable of lateral moves - Qualified for a broader role in same profession - Can move upward
  9. 9. Identifying High Potentials Types of Criteria for HiPo’s include: • Performance evaluations • Willingness to take on more responsibility • Work experience • Competency assessments • Personal career aspirations Note: Past performance does not always predict potential.
  10. 10. Succession Management Process - Leadership’s engagement & commitment - Board influence - Executives identify & grow talent - HR involvement - Employee’s drive - Can be done by - Shows high grade/position performance - Includes most - Key contributor important positions - Capable of lateral to organization moves - Need job - Qualified for a profiles, career paths broader role in and competencies to same profession identify critical pos. - Can move upward - Determine the gaps - Prof. & Mgnt. roles Talent Calibrations - driven by HR - detailed and future focused - comparison to others in peer group Performance Calibrations - Assess & rank past performance
  11. 11. Benefits of Talent Calibration • Create a cultural norm and raises the bar on managers ability to articulate specific performance • Managers come prepared to defend their ratings and assessments • Managers acquire a different view of the workforce and the health of talent • Transparency to outside talent so when they have a vacancy they can recruit from other parts of the organization • Learn one of their direct reports is being groomed for another position and needs development in a different skill set • Increase pipelines – list of potential successors grow • Performance standards – managers can assess their own performers against those in other departments
  12. 12. Succession Management Process - Leadership’s engagement & commitment - Board influence - Executives identify & grow talent - HR involvement - Employee’s drive - Can be done by - Shows high grade/position performance - Includes most - Key contributor important positions - Capable of lateral to organization moves - Need job profiles, - Qualified for a career paths and broader role in competencies to same profession identify critical pos. - Can move upward - Determine the gaps - Prof. & Mgnt. roles Talent Calibrations - driven by HR - detailed and future focused - comparison to others in peer group Performance Calibrations - Assess & rank past performance - Discussions on talent information - Combine Talent Calibrations with Reviews - Conducted by HR & business leaders - Business strategy alignment Succession Plans - Readiness assessment Development Plans - Follow through Organizational Plans - Rewritten for open or newly created positions
  13. 13. Succession Management Tools • Organization Charts • Assessments • • • • • • • • Behavioral/Competency 360 Job Fit Team Fit Skill Gap Potential Leadership Personality • Nine-box Grid
  14. 14. Succession Management Metrics • • • • • • • • • • • • • • • • Resume/Career Data/Job History/Work Experience/ Educational & Training Experiences Assessments Willingness to Relocate Willingness to move up/Take on more responsibility Personal Career Aspirations Commitment to the Organization Relationships with other Employees Integrity Performance Evaluations Potential Risk of Flight Risk of Loss Impact of Loss Key strengths/accomplishments Key development needs for Successor Role Readiness for Successor Role
  15. 15. Measuring for Success 38% of Companies measure the Effectiveness of their SM Programs. What are they measuring?
  16. 16. Succession Management Best Practices • Process driven Succession Management • Have a transparent process • Align capabilities to the business strategy • Ensure executive commitment and engagement • Implement at all levels • Create a culture of sharing knowledge and talent • Integrate with Talent Management Strategy and Processes • Measure for Success
  17. 17. Guest Nonprofit Speaker
  18. 18. Getting Traction How can I get started? What if I am introducing Succession to my company for the first time? What are those foundational elements of Succession? How long does it take to build momentum? • Take the time • Simplicity • Drive Execution through your Leaders • Differentiate between High Potential and High Performance
  19. 19. Questions?
  20. 20. Thank You! http://www.csodfoundation.org foundation@csodfoundation.org

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