Cee seacen masterclass on winning war for talent 10 september 2013 final

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Cee seacen masterclass on winning war for talent 10 september 2013 final

  1. 1. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 1 Masterclass on “Winning the War for Talent” Prof Sattar BawanyProf Sattar Bawany CEO & Master Executive Coach, Centre for Executive Education (CEE) Senior Advisor & Master Facilitator, Corporate Learning Solutions (CLS) Managing Director, Asia Pacific of Executive Development Associates (EDA) 10 September 2013, CBSL Conference Hall (C3) – Tower 1, Level 14
  2. 2. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 2 Every morning in Asia, a tiger wakes up. It knows it must outrun the slowest deer or it will starve to death. Every morning in Asia, a deer wakes up. It knows it must run faster than the fastest tiger or it will be killed. It doesn’t matter whether you are a tiger or a deer: when the sun comes up, you’d better be running….. Are You a Tiger or a Deer?
  3. 3. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 3 Getting to Know Yourself
  4. 4. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 4 Module 1: Introduction and Workshop Objectives
  5. 5. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 5 About Centre for Executive Education (CEE)  Executive Education  Leadership & High Potential Development  Executive Coaching  Succession Planning  Executive Assessment 5 CEE is the Affiliate Partner of Executive Development Associates (EDA), a global leader in executive development & coaching since 1982.
  6. 6. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 6 • The Centre for Executive Education (CEE) is the Executive Development Division of The International Professional Managers Association (IPMA). • IPMA is a global ‘not-for-profit’ (NPO) members organisation headquartered in UK with Regional Offices in Europe, Africa and APAC • CEE’s mission is to assist client organisation to secure a leading position in their respective market place and developing a sustainable competitive advantage through developing their key asset, intellectual capital of the people. • CEE offers talent management solutions including executive coaching and custom-designed leadership development programs. • Corporate Learning Solutions (CLS) is a Strategic Affiliate Partner of CEE and anApproved Training Provider of IPMA in Malaysia. CLS focuses on sourcing the best Malaysian and global trainers, consultants and speakers to support companies and institutions to stay at the cutting edge of knowledge and execution. Who We Are
  7. 7. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) • CEO of Centre for Executive Education (CEE) • MD & C-Suite Master Executive Coach, EDA • Strategic Advisor, IPMA Asia Pacific • Senior Advisor & Master Facilitator, CLS • Adjunct Professor of Paris Graduate School of Management • Over 25 years’ in OD & HR consulting, executive coaching, facilitation, leadership development and training. • Adjunct Professor teaching international business and human resource courses with Paris Graduate School of Management • Assumed senior global and regional leadership roles with DBM (Drake Beam & Morin), Mercer Human Resource Consulting, Hay Management Consultants and Forum Corporation. About Your Key Note Speaker
  8. 8. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 8 S C O P E HARE HALLENGE PEN MINDED LAN OF ACTION NJOY OURSELVES The S.C.O.P.E. Approach
  9. 9. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 9 • Understand the best working practices in talent management and retention strategies • Develop the skill-sets of the existing talent pool as the key to success in retention • Develop an effective strategy for employee attraction and retention • Gain a deeper understanding of career development in the organization • Be able leverage on managerial coaching to lead and engage a multigenerational workforce • Develop a SMART Action Plan for developing their effectiveness in Talent Management This Masterclass will provide you with a foundation of knowledge that will enable you to: Workshop Objectives
  10. 10. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 10 Key Questions to Ask: 10 Questions for Governor and Board of Directors to ask: 1. What is the key talent risks associated with our core business strategies? With our major investments? 2. What is our talent bench strength? How is our organization mitigating succession risks? 3. What plans are in place to bring about smooth succession or substitution of our key talent, if the need arises? 4. How can we strengthen our talent-related due diligence in joint venture and M&A situations of any of our holdings or subsidiary entities?
  11. 11. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 11 Group Exercise: State of Talent Management in Central Banks • What is the current state of talent management in public sectors including SEACEN Central Banks Organisations? • What are the operational challenges and how would you resolve them? What are your recommendations? Duration: 15 minutes
  12. 12. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 12 Video on Talent Management @ 12 Part I of the Video http://www.youtube.com/watch?v=CCVy7OxThGo Part II of the Video http://www.youtube.com/watch?v=8_mlEWJ_nto
  13. 13. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 13 Module 2 Understanding Human Capital and Talent Management
  14. 14. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 14 Human Resource Management • Human resource management (HRM) is defined as a strategic and coherent approach to the management of an organization’s most valued assets – the human capital (people working there) who individually and collectively contribute to the achievement of its objectives. • HRM consists of four generic processes or functions that are performed in all organizations:  Selection – matching available human resources to jobs;  Appraisal – performance management;  Rewards – the reward system is one of the most under-utilized and mishandled managerial tools for driving organizational performance; it must reward short as well as long-term achievements  Development – developing high quality employees. 14
  15. 15. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 15 What is Talent Management (TM)? Talent Management is the strategic management of the flow of talent through an organization. Its purpose is to assure that the supply of talent is available to align the right people with the right jobs at the right time based on strategic business objectives. The right supply of talented workforce is crucial to realize the strategic goals of the organization not only for today but also in the future. Organization’s efforts to attract, select, develop, and retain key talented employees in key strategic positions.
  16. 16. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 16 Talent Management (TM) Concept • TM introduced by McKinsey Consultants, in the 1990’s • TM is identified as the critical success factor in the achieving sustainable organisational success • TM focuses on – differentiated performance: A, B, C players or employees influencing company performance and success – identifying key or critical positions in the organization • Research has consistently show that firms do recognize the importance of talent management but they lack the competence required to manage it effectively
  17. 17. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 17 What is Talent? According to McKinsey; talent is the sum of • a person’s abilities, • his or her intrinsic gifts, • skills, knowledge, experience , • intelligence, • judgment, attitude, character, drive, • his or her ability to learn and grow.
  18. 18. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 18 Who are Talented People? • They regularly demonstrate exceptional ability and achievement over a range of activities • They have transferable high competence in assuming different roles and responsibilities • They are high impact people who are resilience, emotionally intelligence and can deal with complexity
  19. 19. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 19 CEE Talent Management Cycle 19 Vision, Mission, Strategy and Values Source: Sattar Bawany, ‘How Singapore Companies Can Win the War for Talent’ in Singapore Business Review http://sbr.com.sg/hr-education/commentary/how-singapore-firms-can-win-war-talent, 5 September 2013
  20. 20. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 20 Elements of Talent Management 20 Talent Acquisition. Talent Development Performance Management Succession Planning Organizational Climate
  21. 21. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 21 How does TM fits within HR? TALENT ACQUISITION/PLANNING Proactively recruiting world-class, diverse leadership talent Executive Recruiting New Leader On-Boarding Assessment/Candidate Slating PERFORMANCE MANAGEMENT/ SUCCESSION PLANNING Ensuring a strong leadership pipeline to drive growth for today and tomorrow. Performance Management EQ-i 360 Feedback Leadership Transition TALENT DEVELOPMENT Developing and executing programs, processes & tools to grow our current and future leaders Leadership Programs for High Potentials Executive Coaching Global Talent Development ORGANISATIONAL CIMATE EMPLOYEE SATISFACTION - TALENT ENGAGEMENT – TALENT RETENTION Identifying the level of engagement of employees to optimize contribution and reduce enhance retention ACHIEVING ORGANISATIONAL RESULTS
  22. 22. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 22 The Business Case for TM • To compete effectively in a complex and dynamic global environment to achieve sustainable growth • To develop leaders for tomorrow from within an organization • To maximize employee performance as a unique source of sustainable competitive advantage • To empower employees: Cut down on high turnover rates Reduce the cost of constantly hiring new people and also cost in training them
  23. 23. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 23 Value Proposition of TM  Talent Management strategies help ensure the quality, depth and diversity of a company’s leadership and talent bench.  Effective Talent Management accelerates businesses’ ability to exceed performance expectations and drive future growth by:  Developing talent with the values, skills and experiences needed to be successful today and in the future  Aligning and integrating core HR processes with business processes to increase individual, team and organizational performance
  24. 24. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 24 Group Exercise: Best Practices on TM Strategies in Central Banks • Review of the 10 Best Practices Approaches to Talent Management on pg. 17 of the Workbook and evaluate the relevance and application to SEACEN Central Banks Organisations? • What are the operational challenges and how would you resolve them? What are your recommendations? Duration: 15 minutes
  25. 25. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 25 Talent Management in Today’s Global Economy • Companies today face formidable talent challenges. The ability to sustain a steady supply of critical talent is a challenge facing all organizations — worldwide. • Among the issues impacting the “next generation” workforce are impending skill shortages, an increasingly cross- generational and diverse workforce, the need for knowledge transfer from retiring baby boomers, and significant leadership gaps. • Intense cost pressure from both traditional and emerging competitors, new markets, and more demanding customers are additional elements that give a new sense of urgency to the concept of talent management.
  26. 26. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 26 Group Discussion • One of the biggest challenges in Talent Management from an HR perspective is to obtain commitment from line management. • What is your experience on the above and also identify other potential barriers to successful implementation of Talent Management and your recommendations to resolve them?  Prepare your Group Response on Flipcharts and appoint a Spokesperson to Present to the larger Group  Duration: 15 minutes (Discussion) 5 minutes (Presentation)
  27. 27. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 27 Module 3 Increasing Senior Management Accountability for Talent Management Plan
  28. 28. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 28 Questions to Ask: 28 Questions for Governor and Members of Board Directors to ask: 1. What is the talent strategy that supports our organization (business) objectives and capital investments? 2. What talent KPIs are we monitoring at the board level? How do they connect to our business strategy? 3. What development have we provided our key successors in the past year? Has our leadership bench strength changed and why? 4. How does our management access the necessary talent to support operational excellence, such as lean and other quality and process improvement methods? What improvements are being made? 5. Which board committee provides primary oversight for our talent programs and policies? Should a board level talent/human resources committee be formed to allow more focused oversight by the board?
  29. 29. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 29 Group Discussion: Important Talent-related KPIs 29 There are a number of metrics that directors should be given access to that would help provide more clear insight into talent-related risks. These include: • Succession bench strength • Pipeline for critical organizational roles • Leadership capabilities required in the future vs. current capabilities • Value of engagement score increase (dollars per point) What are other KPIs that would be relevant to Central Bank Organizations? Duration: 15 minutes
  30. 30. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 30 Module 4 Succession Planning
  31. 31. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 31 Succession Planning - Defined Process of identifying the future leaders of your organization and creating a development plan for them to be ready when the time comes.
  32. 32. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 32 Succession Planning • It is imperative that Succession Planning is a key part of a company’s strategic planning process • Without a proper succession plan, it would be difficult to nurture and develop your key talent. • Succession Planning is much more important than most companies realize.
  33. 33. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 33 Succession Planning & High Potentials • Succession planning involves the identification of high-potential employees, evaluating and honing their skills and abilities, and preparing them for advancement into positions which are key to the success of business operations and objectives. • Succession planning involves: Understanding the organization's long-term goals and objectives. Identifying the high-potential candidates and their respective developmental needs. Determining workforce trends and predictions.
  34. 34. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 34 Steps Involved in Succession Planning 1. Identifying legal and diversity issues to consider 2. Establishing present and future leadership roles and objectives 3. Selecting key employees 4. Evaluating the strengths, weaknesses and readiness for succession in key employees 5. Planning for the individual development of and ways to retain key employees 6. Identifying “emergency” positions without successors 7. Planning for positions that cannot be filled internally
  35. 35. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 35 Possible Pitfalls of Succession Planning • Lack of a formal development plan for each key person • Development plans that are not implemented properly, or plans not implemented at all • Development plans that are not tailored to the needs of an employee • Development plans are not discussed with employees, and mutual consent is not obtained • Key employees not knowing that they are key employees
  36. 36. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 36 Possible Pitfalls of Succession Planning • Development plans that are not well thought out, and made just for compliance • Including employees who are not qualified in the “key employee” list just to make them feel better • Employees staying in the same position for too long resulting in your best people leaving the organization • An employee being identified as a successor, but not getting the leadership position when the time comes
  37. 37. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 37 Who are High Potentials?  High Potentials consistently and significantly outperform their peer groups in a variety of settings.  While achieving these superior levels of performance, they exhibit behaviors that reflect their companies’ culture and values in an exemplary manner.  Show a strong capacity to grow and succeed throughout their careers within an organization – more quickly and effectively than their peer groups do. Reference: Douglas Ready, Jay Conger and Linda Hill, ‘Are You a High Potential? Harvard Business Review, June 2010
  38. 38. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 38  The difference between high-performance employees and high-potential employees is that the high-performance employee are very good at performing their jobs, while the high-potential employees have demonstrated measurable skills and abilities beyond their current jobs.  The real damage is done when the high-performance employee is promoted to a managerial level, is uncomfortable and struggles in their new role, resulting in high levels of stress and anxiety, causing them to quit. High Performers vs. High Potentials
  39. 39. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 39  Studies show employee turnover can cost companies up to 40 percent of their annual profit. That's for the turnover of all employees, regardless of their performance levels.  The financial impact of losing a significant number of high- potential employees (those Gen X and Y who have been identified as your future leaders) can be exponentially higher. High Performers vs. High Potentials
  40. 40. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 40 Building a Leadership Pipeline Reference: Ram Charan, Stephen Drotter and James Noel “The Leadership Pipeline”, Jossey-Bass, Wiley, San Francisco, California, 2000
  41. 41. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 41 “Crisis may be an overused word, but it’s a fair description of the state of leadership in today’s corporations. CEOs are failing sooner and falling harder, leaving their companies in turmoil. At all levels, companies are short on the quantity and quality of leaders they need.” Reference: Ram Charan, “Leaders at All Levels”, Jossey-Bass, Wiley, San Francisco, California, 2008 Business Case for Succession Planning
  42. 42. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 42  Introduced a clear Gen Y Talent Management Strategy – Current leaders who espouse performance and development conversations – HR facilitation without “encumbrance”  Key elements include: – Selection based on values - creative, courageous, responsive, international and trustworthy….and explicitly modelling desired behaviour – Commitment from EXCO down…Talent Management Committee – Senior Leaders have responsibility to be talent scouts for Gen Y leaders – Senior Leaders expected to have “Conversations that Count” – performance, learn and develop, career development and engagement of Gen Y employees  For this Bank, Gen Y Talent Management is a differentiator! Case Study – Global Bank with Significant Asia Presence
  43. 43. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 43 Program Evaluation Development of Pipeline of Gen Y High Potentials
  44. 44. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 44 • Develop Internally—buying may not be an option • Update Curriculum for Development of Gen X and Y • Update Approach to Organizational Learning • Boost Emphasis on Gen X and Y Future Leadership • Be Clear about Executable Tasks of Leadership Organizations need to be more intentional & articulate about the leadership skills they require & more creative in designing experiences that help Gen X & Y employees acquire them HR’s Role: Building the Pipeline
  45. 45. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 45  Finding leadership talent early is essential. The path from initial recruitment to the senior levels of a company is approximately twenty-five years long and involves, on average, only five jobs before becoming eligible for the CEO post.  The sooner Gen Y potential talent is identified, the better it can be developed and tested.  The most precious resources here are not financial but the time, energy, and attention of other leaders. These are always in short supply and must therefore be devoted to the people who are most likely to succeed at top levels. Identify Gen Y Talent Early
  46. 46. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 46 Alignment with Strategic Direction Expanding Leadership Competence Organization Competence •Markets •Competition •Customers •Products • Shift of Mindset (Mental Models) • Leadership Effectiveness – Core Transitional Skills • Business and Financial Acumen • Development of Others (Corporate Coaching Skills) •Business Processes •Structure & Accountabilities •Relationships, Power & Politics •Staffing & Capabilities (Knowledge Mgt) Reference: Sattar Bawany, The ART of War for Talent, Human Capital (SHRI), Vol. 10 Issue 1 – January 2010 p40 ART of High Potentials
  47. 47. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 47 Development Review Board Executive Development Coach Professional Network Development Assignments Business Results Leadership Growth Reference: Sattar Bawany, Accelerating the Performance of Your Future Leaders, Human Capital (SHRI), April 2008 p58-61 Accelerating the Development of High Potentials
  48. 48. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 48 Agenda  Senior insight powerful (+)  HiPo presents goals, aspirations & developmental questions  Career plans assessed in light of organisational needs  Board shares personal insights  Brainstorm specific developmental suggestions & connections HiPo Development Review Board HiPo Executive Committee HR Facilitator (Strategic Business Partner) Executive Coach HR Reference: Sattar Bawany, Accelerating the Performance of Your Future Leaders, Human Capital (SHRI), April 2008 p58-61 Accelerating the Development of High Potentials
  49. 49. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 49 Coaching Methodology Company Expectations Individual Expectations Transition Readiness Assessment Company Feedback Individual Feedback Gaps Action Plan Gaps Action Plan AchievementActionAnalysisAwareness Reference: Sattar Bawany, The ART of War for Talent, Human Capital (SHRI), Vol. 10 Issue 1 – January 2010 p38-42 ART Framework for Developing Future Leaders - High Potentials
  50. 50. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 50 EI and Developing Future Leaders • Successful leaders at all levels demonstrate a high degree of Emotional Intelligence in their role • Emotionally intelligent leaders create an environment of positive morale and higher productivity resulted in sustainable employee engagement • Critical transitional skills include EI competencies such as relationship management; cross cultural communication; effective negotiation and conflict management Bawany, S. (2010). ‘Maximizing the Potential of Future Leaders: Resolving Leadership Succession Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’. Creation Publishing LLP. Download e-copy from: http://www.ipma.com.sg/publications.php
  51. 51. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 51 Growth Potential Performance Low Medium High Low Medium High 9 - Hi Potential Future Leader Superior performer. Strong possibility of promotion to next level or beyond within 12 months. 8 - Hi Potential Future Leader Superior performer with moderate possibility of promotion to next level or expanded lateral move within organization within 1-3 years. 6 - Hi Potential Future Leader Solid performer with strong possibility of promotion to next level within 1-3 years based on increased job performance in current role. 5 - Hold for Development Solid performer in current role. May be relatively new in position and still growing into job. Promotion likely in 2-3 years. 2 - Watch List Performance not good. May be due to change in job scope or wrong job. Due to recent performance trend, potential may be questionable. 3 - Unusual Case Current performance is not good but past performance has been strong (could be short term issue or wrong job, etc.). 7 - Pro in Position Seasoned Professional. Consistently superior performer, difficult to replace but not likely to be promoted within 12 months. 4 - Solid Performer Performance has been solid. Unclear whether individual can grow with the job. Unlikely to be ready for promotion in foreseeable future. 1 - Watch List Performance is weak in current role. Individual is doing just enough to get by. Chances of fixing are remote. Consideration should be given to replacing the individual. Best Practice: GE* Nine Box Model *GE Crotonville’s Management Training Center
  52. 52. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 52 Succession Plan Organization Name, Department Name ___________________ Key Position Title Incumbent Name Position Vulnerability Succession Candidate Names Open in < 1 Yr Open in 1–3 Yrs Open in 3 + Yrs Ready in < 1 Yr Ready in 1–3 Yrs Ready in 3 + Yrs Tool: Sample Readiness Level Chart
  53. 53. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 53 Overall Performance Summary: (Indicate recent performance including major accomplishments or performance issues.) Key Strengths: (List 2 - 3. Indicate key technical or professional competencies, skills or knowledge the person has.) Development Needs: (List 2 or 3. Indicate key experiences, skills or knowledge the person lacks in order to move to the next level.) Development Actions: 1. On The Job: (What new responsibilities do you plan to assign to help this person develop this year?) NAME: ________________ TITLE: ________________ Sample Development PlanTool: High Potential Assessment - 1
  54. 54. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 54 2. Special Assignment: (What task force, projects or special assignments will be given this year to aid development?) 3. Training: (What specific training or seminars are recommended this year for his/her development?) Potential For Promotion: (Indicate this persons readiness to be promoted to the next organizational level.) Ready now for the next level. Ready in the next 24 months. Ready in 2 to 3 years. Recommended Next Position: (List the next assignment that would most benefit the individual in his/her development.) Sample Development Plan (cont’d)Tool: High Potential Assessment - 2
  55. 55. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 55 Group Exercise: Case Study on TM and Succession Planning
  56. 56. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 56 • Succession Planning Process:  Identify a critical position in the organization (Ann, the CEO)  Delve down three levels below the critical position: no one, then Abby (Head of HR), and finally Robin (Head of Organisational Excellence) • Looking at this example, what are the potential challenges do you foresee to the subject of succession planning for Ann’s role as the CEO and what are your recommendations to the Board?  Prepare your Group Response on Flipcharts and appoint a Spokesperson to Present to the larger Group  Duration: 15 minutes (Group Discussion) 15 minutes (Plenary Discussion) Group Exercise: Case Study on TM and Succession Planning
  57. 57. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 57 Module 5 Managerial Coaching for Team Success
  58. 58. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 58 “Coaches help people set better goals and then reach those goals, provide the tools, support and structure to accomplish them” International Coaching Federation “Coaching is a powerful, collaborative relationship between a coach & a willing individual which enables, through a process of discovery, goal setting the realization of strategic action” Corporate Coach U What is Coaching?
  59. 59. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 59 “Coaching is unlocking a person’s potential to maximise their own performance. It’s helping them to learn rather than teaching them” The Inner Game in Business by W Timothy Gallwey “Coaching is the art of improving the performance of others. Managers who coach encourage their teams to learn from and be challenged by their work. Create the conditions for continuous improvement by helping staff to define and achieve goals.” Coaching Successfully by Roy Johnson and John Eaton. What is Performance Coaching?
  60. 60. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 60 Helping an individual:  “Learn what it takes” to improve existing capabilities  Set meaningful goals  Be accountable for results  Understand and eliminate barriers Focus of Managerial Coaching
  61. 61. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 61 Intention WordsRelationship TRUST COACHABLEMOMENT® Those moments when an individual is open to taking in new information that will effect a shift in his/her knowledge and behavior. Being a Manager - Coach
  62. 62. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 62 1. Goal 2. Reality • Invite self assessment • Feedback • Is there a gap? • Be creative – look at the full range, brainstorm • Offer suggestions for consideration – beware advice! 3. Options4. Wrap Up • Identify possible obstacles • Commit to action • Identify steps • Agree support • Agree topic for discussion • Agree specific objective of the session • Set longer term aim if appropriate Gap? The GROW Coaching Model
  63. 63. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 63 1. Goal 2. Reality • What’s the evidence? • What have you already tried? • What did you learn from that? • What other feedback do you have? • If you looked at this from another angle … what could you do then? • What could you try now? • What else? • What could you do as a first step? 3. Options4. Wrap Up • What do you want to cover today? • What are you hoping to achieve today? • What are the priorities? • What other help/input do you need? • When could you do this? • What could get in the way of your plans? • How will you overcome this? • How will you/others know you’ve been successful? • End – what have you learnt from today? How have we worked together? What could we do differently next time? GROW – Coaching Questions
  64. 64. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 64 Conduct these role-play sessions in groups of 3. For each of the role- play sessions, there will be an employee, a manager-coach and an observer. Preparation – 5mins Coaching session – 15mins Debrief – 5 min Rotate the roles after each role-play session. Focus will be on a real-life case scenarios that you are currently experiencing in your workplace/teams. Alternatively you may consider one of the 3 examples workplace scenarios on page 43. GROW – Coaching Practice Session
  65. 65. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 65 Module 6 Summary & Crafting a SMART Personal Action Plan
  66. 66. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) Organization Analysis -Job descriptions -Job specifications Assessing the Employees A B C D Potential Candidates Performance Evaluation Bus. Results Personal Development Activities Talent Review Committees Potancial Candidates and Succession Lists Approval of the Lists Analysis Assessment DevelopmentTalent Development Programs January - April May-June July onwards...... Summary: Talent Management Process
  67. 67. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 67 Individual Exercise: Creating a SMART Personal Development Plan Specific Goal Measurement When I achieve this goal, I will know I am successful because: Other people will notice the following difference(s): Actions What action will I take? What will I do differently? Reality Check Is this goal achievable? Why is this goal important?” What resource(s) do I need? Funding? Support? Timeline When will I start? When do I expect to meet my goal?
  68. 68. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 68 Appendix Recommended Further Readings and Videos in the Participants’ Resource Workbook
  69. 69. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 69 Key Readings Bawany, S (2013) “Making Results-based Leadership Work in Singapore” Singapore Business Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, First Published on 12 February 2013 Bawany, S. (2010), ‘Leadership That Gets Results’, Human Capital, Vol. 10, Issue 4. Bawany, S. (2010) ‘Maximizing the Potential of Future Leaders: Resolving Leadership Succession Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’. Candid Creation Publishing LLP, E-copy of the Chapter is available as a download from: http://www.ipma.com.sg/publications.php Whitmore, J. (2009) 4th ed., Coaching for Performance, Growing People, Performance and Purpose, Nicholas Brearly. CEE Listing of Published Articles on Talent Management and Leadership Effectiveness: http://www.ipma.com.sg/publications.php CEE Past Speaking Engagement Presentations: http://www.ipma.com.sg/speaking-engagements.php 69
  70. 70. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 70 GE Talent Machine - Interview with Jeff Immelt and Jack Welch: http://www.youtube.com/watch?v=CCVy7OxThGo The Daily Coaching Process by Marshall Goldsmith, Global Executive Coach: http://www.youtube.com/watch?v=G9ElB4RILm0 Talent Management Summit: Leading and Engaging a Multigenerational Workforce: http://www.youtube.com/watch?v=BiCJ3s7mRSo Primal Leadership - The Leader's Mood Drives a Staggering 30% of Performance: http://www.youtube.com/watch?v=jZ6_-WhjT8I TED Talk by Simon Sinek on Inspiring Leadership: http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html 70 Recommended Videos
  71. 71. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 71 http://www.youtube.com/watch?v=03o1JZ7c7gI Leading and Engaging Your Talent
  72. 72. Copyright @2013 Centre for Executive Education Pte Ltd (Strategic Partner of Executive Development Associates Inc.) 73 Prof Sattar Bawany CEO, Centre for Executive Education (CEE) Senior Advisor, Corporate Learning Solutions (CLS) Master Executive Coach, Executive Development Associates (EDA) Email: sattar.bawany@ipma.com.sg Articles: www.ipma.com.sg/publications.php Slideshare: www.slideshare.net/ipma_singapore LinkedIn: www.linkedin.com/in/bawany Facebook: www.facebook.com/ipma.singapore Twitter: www.twitter.com/sattarbawany Further Dialogue on Social Media

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