Ema Board Presentation


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Ema Board Presentation

  1. 1. Audie Dunham 9/25/2008
  2. 2. <ul><li>Overview of Succession Management </li></ul><ul><li>EMA Succession & Tacit Knowledge Transfer Issues </li></ul><ul><li>Recommended Process for EMA </li></ul><ul><li>Proposed Next Steps </li></ul><ul><li>Anticipated Outcomes </li></ul>
  3. 4. <ul><li>Process of acquiring, assessing, developing, and placing talent to meet the needs of the organization, now—and in the future. </li></ul><ul><ul><li>Best Practices in Recruiting </li></ul></ul><ul><ul><ul><li>Bank on Employee Referrals: Turn every employee into a talent scout </li></ul></ul></ul><ul><ul><ul><li>Proactive Recruiting: Recruit ahead of need, not at point of need </li></ul></ul></ul><ul><ul><ul><li>Recruit “A” Caliber Players: Find and hire the “Tiger Woods” of your world </li></ul></ul></ul><ul><ul><ul><li>Use multi-faceted approach with final candidates </li></ul></ul></ul><ul><ul><ul><ul><li>Ask for written thoughts to a key topic </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Use “3-Interview Process” and involve best possible interviewers </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Have candidates present potential solutions to selection team </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Constantly polish company brand and tout it </li></ul></ul></ul></ul>
  4. 5. <ul><li>Process of acquiring, assessing, developing, and placing talent to meet the needs of the organization, now—and in the future. </li></ul><ul><li>One of the most important responsibilities of both senior leadership and Co’s Board of Directors </li></ul><ul><ul><li>Ensure viability and continued growth of the organization </li></ul></ul><ul><ul><li>Fully understand situation and take action as needed </li></ul></ul><ul><li>Effective Succession Management results in more choices </li></ul><ul><ul><li>Ideally, one or more qualified internal candidates to backfill every key role needed </li></ul></ul>
  5. 6. <ul><li>RISK MANAGEMENT </li></ul><ul><li>Informally name single successors for highest positions </li></ul><ul><li>Minimize immediate </li></ul><ul><li>risk of vacancies </li></ul><ul><li>TALENT ASSESSMENT </li></ul><ul><li>Formalize process of assessing talent </li></ul><ul><li>and building pipeline </li></ul><ul><li>Minimize risk of job vacancies and pipeline shortages </li></ul><ul><li>TALENT DEVELOPMENT </li></ul><ul><li>Assess talent and manage developmental actions to create bench strength to meet business strategy – now and in the future </li></ul><ul><li>Succession Pools </li></ul>TIME 1960’s – 70’s 1980’s – 90’s Today
  6. 7. <ul><li>15% decline in number of 35- to 44-year-olds over next 10 years </li></ul><ul><li>Large pool of workers 55+ changing their priorities </li></ul><ul><li>Most “Gen X” talent pool not ready to assume senior responsibilities </li></ul><ul><li>Tacit knowledge and social connections needed for success are not under organization’s control </li></ul><ul><li>Non-stop, unpredictable change is creating new and evolving talent needs and gaps </li></ul><ul><li>Boards of Directors much more actively involved in process </li></ul>
  7. 8. <ul><li>Today’s best Succession Management systems and processes… </li></ul><ul><ul><li>Are built around competencies that support organizational strategy and objectives </li></ul></ul><ul><ul><li>Ensure continuity of lynchpin/mission critical positions </li></ul></ul><ul><ul><li>Are development oriented, rather than simply replacement oriented </li></ul></ul><ul><ul><li>Are simple, pragmatic/non-bureaucratic, action oriented </li></ul></ul><ul><ul><li>Are relatively open and involve candidates in process rather than being shrouded in secrecy </li></ul></ul><ul><ul><li>Serve as a vehicle for BOD and top exec’s to reflect on progress of talent and opportunities for development </li></ul></ul>
  8. 9. <ul><li>Best practices for engaging current and future leaders in developmental activities… </li></ul><ul><ul><li>Use a variety of developmental approaches </li></ul></ul><ul><ul><ul><li>Special assignments, mentoring/coaching, job rotation, traditional educational programs , formalized surveys and other similar processes </li></ul></ul></ul><ul><ul><li>Carefully balance short-term need to fill vacant positions with longer-term need to help people grow and develop their to their full potential </li></ul></ul><ul><ul><li>Utilize technology to update and monitor developmental activities </li></ul></ul>
  9. 11. <ul><li>Key Competencies </li></ul><ul><ul><li>Tied to business strategy and key EMA positions </li></ul></ul>
  10. 12. <ul><li>Definition of Competency </li></ul><ul><ul><li>Observable and measurable package of knowledge and skills </li></ul></ul><ul><ul><li>Gained through education, training, experience, and natural ability </li></ul></ul><ul><ul><li>Distinguishes superior or exemplary performer from mediocre or inadequate performer </li></ul></ul><ul><li>Example of Competency Profile (Canada Public Service Agency) </li></ul>Category General Definition Values and Ethics Serving with integrity and respect Strategic Thinking Innovating through anticipation, analysis and ideas Engagement Mobilizing people, organizations, partners Management Excellence Delivering through action management, people management, and financial management
  11. 13. <ul><li>Example of Competency Profile (Canada Public Service Agency) Effective Behaviors for Director Position </li></ul>Values & Ethics - Serving w/ integrity and respect Strategic Thinking - Innovating through analysis & ideas <ul><li>Fosters a climate of trust and respect </li></ul><ul><li>Incorporates equitable practices into HR planning </li></ul><ul><li>Builds and promotes a safe, healthy, and respectful organization free of harassment and discrimination </li></ul><ul><li>Practices transparency and fairness in all transactions </li></ul><ul><li>Analysis… </li></ul><ul><li>Frames direction with understanding of organization’s priorities </li></ul><ul><li>Integrates information from multiple sources to form a comprehensive perspective </li></ul><ul><li>Ideas… </li></ul><ul><li>Translates vision and policy into concrete work activities </li></ul><ul><li>Designs initiatives to enhance operational efficiency </li></ul><ul><li>Encourages and incorporates diverse initiatives and perspectives </li></ul>Engagement - Mobilizing people, organizations, and partners Management Excellence - Delivering through action, people, and financial management <ul><li>Shares information regularly and openly, vertically and horizontally </li></ul><ul><li>Uses persuasion to gain support for initiatives </li></ul><ul><li>Follows through on commitments </li></ul><ul><li>Solicits input from and listens to staff, partners, and stakeholders </li></ul><ul><li>Communicates vision and division plans with clarity and commitment </li></ul><ul><li>Establishes regular and comprehensive exchanges of ideas </li></ul><ul><li>Action Management - design and execution… </li></ul><ul><li>Sets realistic timelines and clear accountabilities for managers </li></ul><ul><li>Responds decisively and quickly to emerging opportunities or risks </li></ul><ul><li>People Management - individuals and workforce… </li></ul><ul><li>Coaches, challenges, and provides opportunities for growth </li></ul><ul><li>Develops and supports career plans and learning opportunities </li></ul><ul><li>Financial Management - budgets and assets… </li></ul><ul><li>Allocates and manages division resources transparently </li></ul>
  12. 14. <ul><li>Key Competencies </li></ul><ul><ul><li>Tied to business strategy and key EMA positions </li></ul></ul><ul><ul><ul><li>Accelerate Development of Talent and Increase Overall EMA Bench Strength </li></ul></ul></ul><ul><ul><ul><ul><li>Put all key players on a development action plan </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Fill critical competency gaps ASAP </li></ul></ul></ul></ul><ul><ul><li>Produce more “Ready Now” vs. “Ready Later” backups </li></ul></ul><ul><ul><ul><li>At executive team level </li></ul></ul></ul><ul><ul><ul><li>At Work Practice, Organization Development, and Information Systems leader level </li></ul></ul></ul><ul><li>Determine and Plan for Covering Gaps Created by Future EMA Retirements </li></ul><ul><ul><li>Who, when, how/to what degree will they retire </li></ul></ul><ul><li>Find Ways to Uncover & Transfer Critical Tacit Knowledge </li></ul>
  13. 16. <ul><li>Clarify/update EMA’s mid and long-term vision and strategic goals </li></ul><ul><ul><li>Identify/modify/update leadership and technical competencies required to meet EMA vision and strategic goals </li></ul></ul><ul><ul><ul><li>Determine/update competency assessments and career aspirations of EMA’s leaders/professionals </li></ul></ul></ul><ul><ul><li>Categorize succession readiness of EMA leaders/professionals and identify current development and continuity issues </li></ul></ul><ul><ul><li>Analyze external talent to identify potential additions </li></ul></ul><ul><li>Conduct annual Succession Conference to review EMA bench strength, clarify changing requirements and needs , and address continuity issues </li></ul><ul><li>Review/modify/maintain active Board of Director involvement </li></ul><ul><li>Track selections and evaluate success of internal promotions and external hires </li></ul><ul><li>Update success metrics used to monitor and evaluate Succession Process </li></ul><ul><li>Identify/add to/enhance EMA’s talent acquisition, retention, training & development, and knowledge trans- fer strategies & programs and implement same </li></ul><ul><li>Prepare individual development plans </li></ul><ul><li>Develop/revise/ update EMA’s communication strategy and provide appropriate information to key EMA employees </li></ul>1 2 3 4
  14. 18. <ul><li>Form a team (Denise and Audie) to develop and install the 4-Step EMA Succession Management Process </li></ul><ul><ul><li>Put together a specific work plan for accomplishing 2 thru 10 </li></ul></ul><ul><ul><li>Determine EMA’s “must have” positions and related competencies to achieve its strategic goals </li></ul></ul><ul><ul><li>Assess EMA’s top 25 people – determine development needs and career aspirations versus competencies identified above </li></ul></ul><ul><ul><li>Determine EMA’s bench strength based on readiness and desire of its top 25 people </li></ul></ul><ul><ul><li>Clarify EMA’s overall continuity and leadership development issues </li></ul></ul><ul><ul><li>Define EMA’s Succession Management communication strategy </li></ul></ul>
  15. 19. <ul><li>Form a team (Denise and Audie) to develop and install the 4-Step EMA Succession Management Process </li></ul><ul><ul><li>Identify/create development programs and processes – to accelerate the growth of EMA’s 25 top leaders/professionals </li></ul></ul><ul><ul><li>Develop a tacit knowledge transfer program – to include such practices as: 1) assignment sharing, 2) shadowing, 3) mentoring & coaching, 4) communities of practice, 5) formal story telling, etc. </li></ul></ul><ul><ul><li>Develop metrics for monitoring and evaluating success </li></ul></ul><ul><ul><li>Design and facilitate EMA’s 1st formal Succession Review Conference </li></ul></ul>
  16. 20. <ul><li>Management team and BOD in full agreement on backups and succession process to ensure company viability </li></ul><ul><li>Personalized development plans in place to address individual needs and key required competencies going forward </li></ul><ul><li>Sound succession management practices in place – </li></ul><ul><ul><li>ensuring flow of backups for mission critical positions going forward </li></ul></ul><ul><ul><li>Avoiding need to have to react to unforeseen events and departures </li></ul></ul><ul><li>Metrics in place – </li></ul><ul><ul><li>EMA management team/BOD able to monitor progress and adjust plans and actions as necessary </li></ul></ul>