People and Talent

1. SUCCESSION PLANNING
Are you ready for this?

2. SUCCESSION PLANNING - Are you ready for this?
50 Million!

3. Why Increased Retirements:

4. SUCCESSION PLANNING - Are you ready for this?
70% of companies say they do some form of succession
planning, yet
62% say they have too few internal candidates to meet their
organizational needs.

5. SUCCESSION PLANNING - Are you ready for this?
What it isn’t and what it is

6. SUCCESSION PLANNING - Are you ready for this?
Emergency Replacement Planning:
Identification of back-ups for your
critical positions

7. SUCCESSION PLANNING - Are you ready for this?
Succession Planning:
Developing the bench strength throughout the organization
so when a vacancy occurs, qualified candidates are available
within the organization.

8. SUCCESSION PLANNING - Are you ready for this?
Succession Planning: Knowing where you’re heading and
developing the talent pool to get you there.

9. Where is the knowledge?
0% 10% 20% 30% 40% 50% 60%
Brains
Electronic Docs
Email
Electronic Databases
Paper Documents 7%
51%
16%
13%
13%
Many times and at higher-level positions, 80 - 90% of the corporate knowledge
is in peoples’ heads!!

10. What’s
needed for
future
success?
Assess
your talent
What are
the gaps?
Develop
the talent
pipeline
SUCCESSION
MANAGEMENT

11. SUCCESSION PLANNING - Are you ready for this?
The heart of Succession Planning
is the evaluation of your
employees' performance and
potential!

12. SUCCESSION PLANNING - Are you ready for this?
Step 1. What’s needed for future success?
• What are the positions that are mission critical to your
organization’s future?
• What are the competencies needed to be successful in these
roles?
• That is, what are the knowledge, skills, attitudes, and other
abilities that are needed for success in the position.
• “What should be” for success

13. SUCCESSION PLANNING - Are you ready for this?
III. COMPETENCIES Competency Definition for an Accountant
Knowledge - Professional
Professional knowledge and skill in accounting and ability to keep current with developments and trends. Knowledge and ability to
use applicable information technology and systems to meet work needs.
Financial Monitoring and Analysis
Ability to monitor and collect data and to assess the accuracy and integrity of data. Ability to analyze data. Ability to ensure
compliance with applicable standards, rules, regulations, and systems of internal control. Ability to interpret and evaluate results,
prepare documentation, and create financial reports and/or presentations.
Decision Making and Problem Solving
Ability to use effective approaches for choosing a course of action or developing appropriate solutions and/or reaching conclusions.
Ability to take action consistent with available facts, constraints, and anticipated consequences.
Communication and Interpersonal Skills
Ability to communicate information to individuals or groups and deliver presentations suited to the characteristics and needs of the
audience. Ability to clearly and concisely convey information orally or in writing to individuals or groups to ensure that they
understand the information and the message. Ability to listen and respond appropriately to others. Ability to establish effective
working relationships that foster organizational success.
Supervision
Ability to recruit, select, counsel, discipline, establish performance standards, and evaluate performance of employees to retain a
diverse workforce. Ability to administer and ensure compliance with human resources policies and procedures. Ability to monitor
and assess work, provide feedback, and provide technical supervision. Ability to develop knowledge, skills, and abilities of
employees and plan for and support employees in career development opportunities.

14. SUCCESSION PLANNING - Are you ready for this?
Assess your talent
Inventory of your talent pool.
Who are “high potential” people? “HiPo”
Who are the “high performers”? “HiPer”
How do you do that?

15. 15
Overview of the Performance/Potential Grid -
The Nine-Box Grid
• What - The matrix is used to evaluate an organization’s talent pool to
identify the HiPo’s.
High Performance
Low Potential
High Performance
Medium Potential
High Performance
High Potential
Medium
Performance
Low Potential
Medium
Performance
Medium Potential
Medium
Performance
High Potential
Low Performance
Low Potential
Low Performance
Medium Potential
Low Performance
High Potential
Potential
for future success in more senior role
Performance

16. 16
Valued Specialist
Continue in current role
Emerging Potential STAR – Top Talent
Emerging Specialist /
Consistent Contributor
Improve in current role
Valued
Contributor
Rising Star
Underperformer -
Questionable fit
New role or end
employment in 3 – 6
months
Misspent talent / At-risk
Improve in current role
New to Role/Unrated
Anticipate high
performance and
potential
Low High
Potential for future success in more senior role
Performance
Low
High
Prepare for
future role /
promotion

17. High Performance Within Role
Descriptor: Valued Specialist
•Exceeds or Outstanding performance
•Role model/SME in their current function
•Not likely to move outside current role (e.g.,
niche job, personal factors, no
demonstration of leadership characteristics,
etc.)
High Performance/
Med. Demonstrated Leadership
Descriptor: Emerging Potential
•Exceeds or Outstanding performance
•Role model/SME in current function
•Consistently delivers extraordinary results
•The person could advance to the next level,
but may not be mobile, lack desire to move
up, and/or may need coaching in 1 or 2
critical areas
High Performance/
High Demonstrated Leadership
Descriptor: Top Talent
•Exceeds or Outstanding performance
•Role Model across the organization
•Promotable now
•Excellent people manager
•Very best in all Leadership Characteristics
Med. Performance Within Role
Descriptor: Emerging Specialist/
Consistent Contributor
•Meets performance expectations
•Steady, consistently good performance
•May not fit characteristics of leadership or
management model pertaining to upward
mobility
•Not likely to move outside current role (e.g.,
niche job, personal factors, full-time status,
etc.)
Med. Performance/
Med. Demonstrated Leadership
Descriptor: Valued Contributor
•Meets performance expectations
•Steady, consistently good performance
•Capable of growing into a more complex
role within the same level
•Demonstrates many of the leadership
characteristics
•May be promotable outside of current level
(laterally or upward)
Med. Performance/
High Demonstrated Leadership
Descriptor: Rising Star
•Meets performance expectations
•Steady, consistently good performance
•In new/challenging role that may currently
inhibit ability to exceed performance
•Potential to grow into a role with much
broader responsibilities
•The person likely to advance to next level
•Very best in leadership characteristics
Poor Performance Within Role
Descriptor:
Under-Performer/Questionable Fit
•Does not meet/partially meets performance
expectations
•Does not meet Leadership Model criteria in
most if not all areas
•New team, new role, or new organization
decision needs to be made
Low Performance/
Med. Demonstrated Leadership
Descriptor: At Risk
•Does not meet/partially meets performance
expectations
•Inconsistent or disappointing performance
in relation to leadership characteristics
exhibited
•Person may be new but isn’t adapting as
well as anticipated
Unrated Performance/
Anticipated High Leadership
Descriptor: New to Role
•Too early to assess performance or
competence… New to the role or the
organization
•Perceived to be able to take on greater
responsibilities/roles and demonstrate all
leadership characteristics
•Anticipate strong, successful results
Performance
-
WHAT
Potential - Leadership Characteristics -HOW
Talent Review Grid

18. High Performance Within Role
Descriptor: Valued Specialist
•Exceeds expectations or outstanding
performance
•Role model/SME in their current function
•Not likely to move outside current role (e.g.,
niche job, personal factors, no
demonstration of leadership characteristics,
etc.)
High Performance/
Med. Demonstrated Leadership
Descriptor: Emerging Potential
•Exceeds or Outstanding performance
•Role model/SME in current function
•Consistently delivers extraordinary results
•The person could advance to the next level,
but may not be mobile, lack desire to move
up, and/or may need coaching in 1 or 2
critical areas
High Performance/
High Demonstrated Leadership
Descriptor: Top Talent
•Exceeds or Outstanding performance
•Role Model across the organization
•Promotable now
•Excellent people manager
•Very best in all Leadership Characteristics
Med. Performance Within Role
Descriptor: Emerging Specialist/
Consistent Contributor
•Meets performance expectations
•Steady, consistently good performance
•May not fit characteristics of leadership or
management model pertaining to upward
mobility
•Not likely to move outside current role (e.g.,
niche job, personal factors, full-time status,
etc.)
Med. Performance/
Med. Demonstrated Leadership
Descriptor: Valued Contributor
•Meets performance expectations
•Steady, consistently good performance
•Capable of growing into a more complex
role within the same level
•Demonstrates many of the leadership
characteristics
•May be promotable outside of current level
(laterally or upward)
Med. Performance/
High Demonstrated Leadership
Descriptor: Rising Star
•Meets performance expectations
•Steady, consistently good performance
•In new/challenging role that may currently
inhibit ability to exceed performance
•Potential to grow into a role with much
broader responsibilities
•The person likely to advance to next level
•Very best in leadership characteristics
Poor Performance Within Role
Descriptor:
Under-Performer/Questionable Fit
•Does not meet/partially meets performance
expectations
•Does not meet Leadership Model criteria in
most if not all areas
•New team, new role, or new organization
decision needs to be made
Low Performance/
Med. Demonstrated Leadership
Descriptor: At Risk
•Does not meet/partially meets performance
expectations
•Inconsistent or disappointing performance
in relation to leadership characteristics
exhibited
•Person may be new but isn’t adapting as
well as anticipated
Unrated Performance/
Anticipated High Leadership
Descriptor: New to Role
•Too early to assess performance or
competence… New to the role or the
organization
•Perceived to be able to take on greater
responsibilities/roles and demonstrate all
leadership characteristics
•Anticipate strong, successful results
Performance
-
WHAT
Potential - Leadership Characteristics -HOW
Talent Review Grid
New
(Six months or less)
in the role
Contribute
In Role
2-5 Years to
Next Step
(lateral or up)
Ready for
next Step
1-2 Years to
Next Step
(lateral or up)

19. 19
Overview of the Performance/Potential Grid -
The Nine-Box Grid
Why
1. It’s a simple and cost-effective way to assess any population on two important
dimensions
2. It’s a great catalyst for robust dialogue
3. Used in a group setting, it promotes good open debate. The multiple perspectives
provide for a much more accurate assessment
4. The process can facilitate a shared sense of ownership for the organizations talent
pool
5. It’s a great way to identify development needs and transition to development
planning

20. SUCCESSION PLANNING - Are you ready for this?
What are the Gaps?
• What are the gaps between what’s needed for each job
and the current competencies of the team member.
• What’s needed to move the talent to the next level?
• Create the development plans for your HiPo and Hi Per
staff members.

21. Action:
•Confirm and document assessment
of performance and demonstrated
leadership characteristics
•Plan to have person in
new role or new company
within 3 months
Action:
•Challenge to reach “Outstanding”
•Assess if could move outside
of current role (e.g., desire to move)
Action:
•3 month performance plan
•Ensure focus is on performance
(e.g., no extra teams or assignments)
•Make sure person has
tools/information/resources
to be a success
Action:
•Affirm their role model/SME function
•Assess if could move outside
of current role (e.g., desire to move)
Action:
•Make a point to recognize
their specific, valued contributions
•Action plan to ensure they are growing
within their role/potentially outside of it
•Action plan for enhancing
demonstrated leadership characteristics
Action:
•Set clear and specific
performance criteria.
•Ensure person has tools, resources,
and information to be a success
•Ensure successful
on-boarding process
Action:
•Development plan and accelerated
career path firmly in place.
•Know their next two career steps.
•Identify specifically
when they will move and why
•Celebrate with them and challenge
them. They are our future!
Action:
•Set clear and specific performance
criteria
• Assure person has tools, resources,
and information to be a success
•Delineate next career steps given that
certain perf. criteria are met.
Action:
•Assess mobility
•Further assessment on demonstrated
leadership characteristics
•Perhaps a coach if 1 or 2
potential areas are “derailers”
•Communicate path… might influence
mobility or desire to move.
•Recognize the exceptional performance
•Delineate next career possibilities
.
Performance
-
WHAT
Demonstrated Leadership Characteristics - HOW
Talent Review Follow-up Plan

22. SUCCESSION PLANNING - Are you ready for this?
Develop the Talent Pipeline.
• Build new skills
• Development plans for targeted staff members
• Transfer the knowledge

23. How do we get that knowledge?

24. Types of Knowledge
• Explicit knowledge - Knowledge that has been articulated, captured,
or codified –“Written down”.
• Implicit knowledge - Knowledge that can be articulated or captured
but has not been codified.
• Tacit Knowledge is inside of peoples’ heads or in the “Brains of
Employees”. It has not been captured, so it has not been formalized
or organized. This knowledge can not be easily accessed by other
employees.

25. How do we transfer the knowledge?
Identify
Knowledge
Type
Explicit
Knowledge
•Formal
•Structured
•Unstructured
KTM
•Desk Manuals
•Procedures
•Documentation
Transfer
•Training
•Meetings
•Cross Train
Knowledge
Retained
Transfer
Face-to-face
Individual and
group
KTM
•Job Shadow
•Interview
•Mentor
•Story-telling
Tacit Knowledge
•Informal
•Unstructured
•Personal
Implicit
Knowledge
•Unstructured
KTM
Capture and
Codify

26. What’s
needed for
future
success?
Assess
your talent
What are
the gaps?
Develop
the talent
pipeline
Bench
Strength
Ready

27. SUCCESSION PLANNING - Are you ready for this?

28. SUCCESSION PLANNING - Are you ready for this?
?????
Thanks!