Success planning 061114

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  • Managers need to stretch, challenge, and coach their high-potential employees and make sure their assignments push them beyond their comfort zones. To do so, they have to work with senior business leaders and HR to clarify assessments, identify opportunities, and coordinate possible moves.

    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
  • Your programs should not only educate current and future executives; they should also serve to emphasize the importance of both strategic and operational leadership and inspire executives to pass down key information about the essential qualities of leadership throughout the organization. To accomplish all these objectives, you should create separate (but integrated) programs that are specifically geared for people at different levels within the organization and cover the following content:

    High-potential employees and entry-level managers: What “management” means to the company; essential communication strategies for managers

    Mid-level managers: Operational aspects to management, including how to interview and hire, set clear objectives, coach for success, and evaluate performance

    Senior managers being groomed for executive roles: Overarching knowledge and skill associated with high-level leadership, including how to address company needs, issues, and culture

    Senior directors and C-level executives: Opportunities to cross-pollinate ideas and receive different perspectives


  • Your programs should not only educate current and future executives; they should also serve to emphasize the importance of both strategic and operational leadership and inspire executives to pass down key information about the essential qualities of leadership throughout the organization. To accomplish all these objectives, you should create separate (but integrated) programs that are specifically geared for people at different levels within the organization and cover the following content:
    High-potential employees and entry-level managers: What “management” means to the company; essential communication strategies for managers
    Mid-level managers: Operational aspects to management, including how to interview and hire, set clear objectives, coach for success, and evaluate performance
    Senior managers being groomed for executive roles: Overarching knowledge and skill associated with high-level leadership, including how to address company needs, issues, and culture
    Senior directors and C-level executives: Opportunities to cross-pollinate ideas and receive different perspectives


  • Here is a helpful diagram illustrating the basic elements of one succession planning program.

    Two broad phases – pre-promotion and post-promotion.

    The focus changes and the time frame moves forward.

    But look carefully at the activities:

    BLEND of formal and informal learning. LOTS of opportunities to apply what is learned along the way.

    Bear in mind the “70:20:10” rule.  Charles Jennings, Global Head of Learning for Reuters.
    describes it as:

    About 70 per cent of organizational learning takes place on the job, through solving problems and through special assignments and other day-to-day activities
    Another 20 per cent occurs through drawing on the knowledge of others in the workplace, from informal learning, from coaching and mentoring, and from support and direction from managers and colleagues.
    Only 10 per cent occurs through formal learning, whether classroom, workshop or, more recently, e-learning.

    So – tapping into that 20 and maybe even dipping into the 70 can be very beneficial.
  • 68%
    Overwhelming volume of information makes it difficult to notice and keep track of useful information
  • Success planning 061114

    1. 1. BIZLIBRARY.COM VIEWER CONTROL PANEL
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    4. 4. This program has been approved for 1 (General) recertification credit hour toward PHR, SPHR and GPHR recertification through the HR Certification Institute. Please be sure to note the program ID number on your recertification application form. For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org. Succession Planning and the Development of Your High Potentials A Completion Certificate will be emailed within 24 hours and a link will be shared at the end of the webinar!
    5. 5. BIZLIBRARY.COM Chris Osborn Vice President of Marketing cosborn@bizlibrary.com @chrisosbornstl Erin Pinkowski Marketing Manager epinkowski@bizlibrary.com
    6. 6. 6,000+ Courses. 25 Topic Areas. Unlimited Access. Improve your employees' performance with the largest and fastest-growing library of on-demand training videos and eLearning courses today!
    7. 7. POLL QUESTION 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
    8. 8. 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
    9. 9. What You’ll Learn: 1. Best practices in succession planning and HIPO development programs 2. A practical model for selecting participants for a success planning or HIPO development program 3. A model for determining the development targets and competencies for your program
    10. 10. Critical Trends • Broad Market Forces and Trends • Emerging competencies • Future Job Needs – Likely Unknown Today • Reduced employee loyalty
    11. 11. “So the question is not whether your company’s employees have the right skills: it’s whether that have the right potential to learn new ones.” Claudio Fernandez-Araoz 21st Century Talent Spotting Harvard Business Review, June 2104
    12. 12. 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.
    13. 13. 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?
    14. 14. REQUIRES EXECUTIVE INVOLVEMENT! STRATEGIC GOAL ALIGNMENT Understanding of current and future trends for organization and industry.
    15. 15. 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?
    16. 16. MOTIVATION CURIOSITY INSIGHT ENGAGEMENT DETERMINATION LOOK FOR POTENTIAL Understanding of current and future trends for organization and industry.
    17. 17. CLEARLY DEFINE STANDARDS, REQUIREMENTS AND COMPETENCIES RELEVANCY AND SUPPORT Communicate the why, how and when?
    18. 18. HOLISTIC THINKING INTEGRATED CHANGE CAPACITY COLLABORATION COMMITMENT CONTINUOUS LEARNING A learning culture has five key elements.
    19. 19. Deciding Whom to Groom
    20. 20. Readiness SELF- SELECTION ASSESSMENTS • Values-driven behavior • Competencies • Career readiness OBSERVATION
    21. 21. 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
    22. 22. COLLABORATION LEARNING AGILITY PEOPLE DEVELOPMENT DIGITIAL LITERACY GLOBAL CITIZENSHIP Vision Interpersonal Skills Ability To Develop Others Intelligence Character
    23. 23. 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
    24. 24. 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
    25. 25. Consideration Exploration Transition Adoption Succession Planning Phases
    26. 26. 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
    27. 27. We are moving from a world of problems, which demand speed, analysis and elimination of uncertainty to solve – to a world of dilemmas, which demand patience, sense-making and an engagement with uncertainty. Denise Caron, It’s a VUCA World
    28. 28. It's almost become a price of entry for success now, especially in leadership and executive roles. Victoria Swisher, Author of The Agile Leader, Quoted in The Importance of Agility, Human Resources Executive, February 2013
    29. 29. Best Practices: Succession Planning and the Bottom Line Aligned with organization’s strategic objectives. Analysis of current and future capabilities required. Focused on competencies, skills and values. Perceived as relevant and real by participants. Drives a culture of continuous learning and development.
    30. 30. BIZLIBRARY.COM Course Title: A.I.M. For Development - Setting Personal Development Objectives That Work Course: Succession Planning Tips on implementing a robust process that ensures development and movement of staff in the right direction.
    31. 31. BIZLIBRARY.COM Free trial of the BizLibrary Collection 6,000+ Courses. 25 Topic Areas. Unlimited Access. Improve your employees' performance with the largest and fastest-growing library of on-demand training videos and eLearning courses today!
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    33. 33. BIZLIBRARY.COM Click the link in chat for the completion certificate. You will also be emailed a link to the completion certificate within 24 hours. Join us next week, Online Learning Resources. Do You Build, Borrow or Buy? Activity ID #213641
    34. 34. BIZLIBRARY.COM Chris Osborn Vice President of Marketing cosborn@bizlibrary.com @chrisosbornstl Erin Pinkowski Marketing Manager epinkowski@bizlibrary.com

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