Succession Planning and Talent Management

6,378 views

Published on

Best practices in succession planning and talent management.

Published in: Business, Technology
1 Comment
11 Likes
Statistics
Notes
  • Very great presentation. would you share the presentation with me by sending it to my email : evhy.kamaluddin@gmail.com/ I'm looking forward for your response.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
No Downloads
Views
Total views
6,378
On SlideShare
0
From Embeds
0
Number of Embeds
11
Actions
Shares
0
Downloads
0
Comments
1
Likes
11
Embeds 0
No embeds

No notes for slide

Succession Planning and Talent Management

  1. 1. Empowering Organizations to Achieve Extraordinary Results Succession Planning and Talent Management: Supporting the Business Strategy August 19, 2010 Copyright © 2010, Corporate Performance Strategies, All Rights Reserved
  2. 2. Most values elements <ul><li>Top 3 Your Company Values Most to Develop Leaders: </li></ul><ul><ul><li>Competency models </li></ul></ul><ul><ul><li>On-line technology to collect, summarize, and report </li></ul></ul><ul><ul><li>Leadership development programs </li></ul></ul><ul><ul><li>Special development jobs and/or assignments </li></ul></ul><ul><ul><li>HR metrics </li></ul></ul><ul><ul><li>Mentor program for high potentials </li></ul></ul><ul><ul><li>Succession charts </li></ul></ul><ul><ul><li>Succession planning links to performance management process </li></ul></ul><ul><ul><li>Defined talent management process </li></ul></ul><ul><ul><li>360 survey feedback tool </li></ul></ul>
  3. 3. Common myths held up as “truths” <ul><li>Succession planning is owned by HR </li></ul><ul><li>Development programs produce leaders </li></ul><ul><li>Systems and processes are essential to success </li></ul><ul><li>Capturing short-term ROI is critical to success </li></ul><ul><li>Measure everything related to leadership success </li></ul><ul><li>Technology guarantees success </li></ul>NO WAY!!
  4. 4. What is the research telling us? <ul><li>40% of high potential internal moves end in failure </li></ul><ul><li>25% or your high potentials intend on leaving when the economy rebounds </li></ul><ul><li>70% of top performers lack the abilities to be high potential </li></ul><ul><li>2009 Corporate Leadership Council Research Study </li></ul>
  5. 5. Zapp Inc. leadership development programs NOT ABOUT THE PROGRAMS Title Target Audience Focus Advanced Management VPs+ General management Leading Ways Directors Functional excellence Building Leadership Managers Inspirational leadership Introduction to Leadership Supervisors Management 101 Advanced Collaboration Sr. Professionals Cross-functional effectiveness
  6. 6. Zapp Inc. HR metrics <ul><li>NOT ABOUT METRICS AND ROI </li></ul>Turnover Industry Experience Productivity Time to Fill % Ready 1-3 years % Internal Promotions # Diversity Fills % Development Plans Completed Performance Ratings Education Levels Years of Experience Engagement
  7. 7. Zapp Inc. business cycle planning processes <ul><li>January July December </li></ul><ul><li>Strategic Planning Process </li></ul><ul><li>Financial Planning Process </li></ul><ul><li>Talent Review and Planning Process </li></ul>NOT ABOUT PROCESSES
  8. 8. <ul><li>How do we close the gap? </li></ul>
  9. 9. What really works……. <ul><li>Business Alignment </li></ul><ul><li>Linkage of succession planning to the business imperatives </li></ul><ul><li>CEO presence and involvement </li></ul><ul><li>HR Functional Excellence </li></ul><ul><li>Broadcasting leadership “How–To’s” </li></ul><ul><li>Multi-faceted assessments </li></ul><ul><li>Employee input </li></ul><ul><li>Rigorous management of performance and potential </li></ul><ul><li>Implementation </li></ul><ul><li>Multiple methods of leadership development </li></ul><ul><li>Measure leader results </li></ul><ul><li>Accountability - Quarterly and semi-annual CEO reviews of progress </li></ul><ul><li>Track key metrics </li></ul>
  10. 10. Aligning succession planning with business imperatives <ul><li>Integrity </li></ul><ul><li>Personal Capability </li></ul><ul><li>Results </li></ul><ul><li>Interpersonal Skills </li></ul><ul><li>Leadership </li></ul><ul><li>Building Winning Teams </li></ul><ul><li>Examples </li></ul><ul><li>Quality </li></ul><ul><li>Service </li></ul><ul><li>Commitment </li></ul>$2.5B Consumer Products Company <ul><li>Strategic Leadership </li></ul><ul><li>Achieving Results </li></ul><ul><li>Personal Leadership </li></ul><ul><li>Interpersonal Skills </li></ul><ul><li>Personal Capabilities </li></ul><ul><li>Team Effectiveness </li></ul><ul><li>Examples </li></ul><ul><li>Focus on the needs of retail and foodservice customers </li></ul><ul><li>Develop brand strength and products that meet consumers’ and customers’ needs </li></ul><ul><li>Invest in bakeries and people </li></ul><ul><li>Grow through acquisitions </li></ul><ul><li>Encourage an atmosphere that builds teamwork and embraces diversity </li></ul>To increase the value of the company Vision Strategic Objectives Leadership Competencies Guiding Principles
  11. 11. <ul><li>CEO INVOLVEMENT IS CRUCIAL TO SUCCESS! </li></ul>
  12. 12. Broadcast competencies Financial Acumen Talent Development Teamwork <ul><li>Effectively manages full P&L. </li></ul><ul><li>Grows the bottom line by both increasing revenue and controlling costs. </li></ul><ul><li>Gives proportional attention to both the Sales and Operations side of management. </li></ul><ul><li>Analyzes financial data to solve problems and identify opportunities. </li></ul><ul><li>Helps others improve their financial acumen. </li></ul><ul><li>Diagnoses others’ development needs. </li></ul><ul><li>Creates development plans for others. </li></ul><ul><li>Monitors and assesses progress toward completing development plans. </li></ul><ul><li>Arranges for staff development needs (e.g., time, budget, approval). </li></ul><ul><li>Subordinates personal goals to those of the team. </li></ul><ul><li>Actively participates in team activities. </li></ul><ul><li>Supports, not competes, with team members. </li></ul><ul><li>Willingly offers to help others without waiting to be asked. </li></ul><ul><li>Shares credit with others. </li></ul><ul><li>Identifies with the team and is proud to be known as a team member. </li></ul>
  13. 13. Multi-faceted assessments
  14. 14. Employee input
  15. 15. Top talent Top-grading priorities Leadership Issue / future top-grading possibilities Seasoned Pros Rigorously manage performance Results Against Plan- the “What” Exceeds Expectations Meets Expectations Does Not Meet Expectations Does Not Meet Expectations Exceeds Expectations Meets Expectations Leadership Behaviors - the “How”
  16. 16. How leaders develop CCL Research Experience <ul><li>Full job change </li></ul><ul><li>Job restructure based on development </li></ul><ul><li>needs </li></ul>Exposure <ul><li>Special projects and assignments </li></ul>Feedback & Coaching <ul><li>360 feedback and coaching </li></ul><ul><li>Coaching by a skilled manager </li></ul>Education & Training <ul><li>Motivated self-development </li></ul><ul><li>Coursework </li></ul>Value
  17. 17. Individual Leader Effectiveness Leading Effective Teams Leading Effective Organizations Exposure and Assignments Coaching High potential development
  18. 18. Senior leader accountability Promotable Seasoned Pro Hold in Place Too New Manage Out
  19. 19. Measure and track leader results 360 Engagement
  20. 20. Measure and track leader results
  21. 21. Track key metrics <ul><li>Results </li></ul><ul><li>Strength of leadership: 95+% meet or exceed objectives </li></ul><ul><li>Year-over-year diversity improvement </li></ul><ul><li>90+% of positions with strong back-ups </li></ul><ul><li>95+% retention of top performers </li></ul><ul><li>Process </li></ul><ul><li>Development plans in place for all leaders </li></ul><ul><li>100% of low performers on improvement plans </li></ul>
  22. 22. What 3 best practices would be most impactful in your company? <ul><li>Business Alignment </li></ul><ul><li>Linkage of succession planning to the business imperatives </li></ul><ul><li>CEO presence and involvement </li></ul><ul><li>HR Functional Excellence </li></ul><ul><li>Broadcasting leadership “How–To’s” </li></ul><ul><li>Multi-faceted assessments </li></ul><ul><li>Employee input </li></ul><ul><li>Rigorous management of performance and potential </li></ul><ul><li>Implementation </li></ul><ul><li>Multiple methods of leadership development </li></ul><ul><li>Measure leader results </li></ul><ul><li>Accountability - Quarterly and semi-annual CEO reviews of progress </li></ul><ul><li>Track key metrics </li></ul>
  23. 23. Where to begin…… <ul><li>Future state – What does your business plan require in terms of numbers of new leaders and types of leaders? What happens in an emergency? </li></ul><ul><li>Current state – What do you really have on your bench? How are they getting groomed and prepared to lead? What are your successes and key challenges? </li></ul><ul><li>Game plan – What specific actions steps, timelines and accountabilities will protect the assets of the company? </li></ul>
  24. 24. CPS Contact Information Please send feedback or questions to: Dave Brookmire – 404-593-5001 [email_address] www.cpstrat.com
  25. 25. Representative Clients Copyright © 2010, Corporate Performance Strategies, All Rights Reserved

×