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Management Continuity and Growth by Karl Icelli
Context <ul><li>Maintaining management continuity is an important determiner of future success. </li></ul><ul><li>To be su...
Sponsorship and accountability <ul><li>The CEO is responsible for the management continuity of the overall organization. <...
Workforce planning tool supporting strategic and operational goals
Program objectives  <ul><li>Inventory the management “bench” </li></ul><ul><li>Review the quality of management </li></ul>...
Level and frequency <ul><li>Review at least two reporting levels below each cognizant executive. </li></ul><ul><li>Annuall...
Components <ul><li>Review of previous year’s plans </li></ul><ul><li>Identify strategic issues with management talent Impl...
Reviewing previous year’s plans <ul><li>Structural changes, if any </li></ul><ul><li>Key personnel moves and promotions, i...
Reviewing the organization (clarity, agreement, fit) <ul><li>Mission & key objectives </li></ul><ul><li>Market served (inc...
Strategic business issues <ul><li>Business expansion or contraction </li></ul><ul><li>Consolidation or divestiture </li></...
HR implications <ul><ul><li>Shortages, surpluses, blockages </li></ul></ul><ul><ul><li>Staff reductions, outplacement </li...
A Four-Step Approach <ul><li>Analyze the business requirements </li></ul><ul><li>Readiness assessment </li></ul><ul><li>De...
Assessment <ul><li>The building block for the whole program </li></ul><ul><li>Example criteria: </li></ul><ul><ul><li>Pers...
Desired outputs <ul><li>Assess the overall quantity and quality of management resources (performance, promotability and is...
The management continuity plan <ul><ul><li>For each key position: </li></ul></ul><ul><ul><ul><li>Performance levels </li><...
Footnotes <ul><li>Insurance candidates: Temporary fill and emergency back-up </li></ul><ul><li>Development Plans </li></ul...
Career Development <ul><ul><li>Employee aspirations for the short and long term </li></ul></ul><ul><ul><li>Self-assessment...
Evaluation <ul><li>Review program results annually </li></ul><ul><ul><li>Follow-through with development actions </li></ul...
STEP III: DEVELOPMENT PLANNING Blocks  Others Development Needed Other Training Rotations Coaching Management Continuity P...
Management Continuity Review  Definition and Color Code Summary BRIEF DEFINITIONS Too Soon to Evaluate:   Used only for in...
Basic Format PERFORMANCE CODE Distinguished Commendable Competent Needs Improvement Marginal Too Soon To Evaluate Promotab...
{ Leadership issues Performance Results   the “what” exceeds expectations meets expectations does not meet expectations { ...
Development Planning Performance Promotability High High Low Low Problem People (Low/High) Strategy Job Reassignment, Heav...
Linking needs with actions Persuasive Presentations Implementing Strategies through People Management Development Programs...
thank you.. advancing, not oscillating.. |  25 10 2009
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Management Continuity And Talent Management

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Management Continuity And Talent Management

  1. 1. Management Continuity and Growth by Karl Icelli
  2. 2. Context <ul><li>Maintaining management continuity is an important determiner of future success. </li></ul><ul><li>To be successful, organizations must anticipate and manage its management depth (numerically and qualitatively). </li></ul><ul><li>What got you here, will not take you there.. </li></ul>
  3. 3. Sponsorship and accountability <ul><li>The CEO is responsible for the management continuity of the overall organization. </li></ul><ul><li>Each executive reporting to the CEO has the responsibility for the management continuity and growth for his/her organizational unit. </li></ul><ul><li>The Human Resources Function provides technical and administrative assistance to the CEO and each executive reporting to the CEO. </li></ul>
  4. 4. Workforce planning tool supporting strategic and operational goals
  5. 5. Program objectives <ul><li>Inventory the management “bench” </li></ul><ul><li>Review the quality of management </li></ul><ul><li>Designate high potential individuals </li></ul><ul><li>Establish and track management development plans and priorities </li></ul>
  6. 6. Level and frequency <ul><li>Review at least two reporting levels below each cognizant executive. </li></ul><ul><li>Annually or after a major re-organization </li></ul><ul><li>With quarterly updates and revisions </li></ul>
  7. 7. Components <ul><li>Review of previous year’s plans </li></ul><ul><li>Identify strategic issues with management talent Implications </li></ul><ul><li>Prepare management continuity plan </li></ul><ul><li>Identify high potential candidates (including their development needs) </li></ul><ul><li>Summarize and action plan for the current year </li></ul>
  8. 8. Reviewing previous year’s plans <ul><li>Structural changes, if any </li></ul><ul><li>Key personnel moves and promotions, if any </li></ul><ul><li>Retention of high potentials </li></ul><ul><li>Utility of development plans </li></ul><ul><li>Accuracy of forecasts </li></ul><ul><li>Ideas for improvement </li></ul>
  9. 9. Reviewing the organization (clarity, agreement, fit) <ul><li>Mission & key objectives </li></ul><ul><li>Market served (including customer requirements) </li></ul><ul><li>Driving force for the business </li></ul><ul><li>Scope of products & services </li></ul><ul><li>Key capabilities </li></ul>
  10. 10. Strategic business issues <ul><li>Business expansion or contraction </li></ul><ul><li>Consolidation or divestiture </li></ul><ul><li>Poor profit performance </li></ul><ul><li>New ventures or acquisitions </li></ul><ul><li>New technologies or changes in operating methods </li></ul><ul><li>Organizational changes </li></ul><ul><li>New product introductions </li></ul>
  11. 11. HR implications <ul><ul><li>Shortages, surpluses, blockages </li></ul></ul><ul><ul><li>Staff reductions, outplacement </li></ul></ul><ul><ul><li>Employee cost containment </li></ul></ul><ul><ul><li>Competitiveness of reward system </li></ul></ul><ul><ul><li>Training or re-training </li></ul></ul><ul><ul><li>Loss of key talent </li></ul></ul><ul><ul><li>Need for differential reward systems </li></ul></ul>
  12. 12. A Four-Step Approach <ul><li>Analyze the business requirements </li></ul><ul><li>Readiness assessment </li></ul><ul><li>Development planning </li></ul><ul><li>Replacement planning </li></ul>
  13. 13. Assessment <ul><li>The building block for the whole program </li></ul><ul><li>Example criteria: </li></ul><ul><ul><li>Personal characteristics </li></ul></ul><ul><ul><li>Managerial competencies </li></ul></ul><ul><ul><li>Leadership competencies </li></ul></ul><ul><ul><ul><li>Recommend the 16 competencies of the Extraordinary Leader program by ZF </li></ul></ul></ul><ul><ul><li>Technical competencies </li></ul></ul><ul><li>Validation </li></ul>
  14. 14. Desired outputs <ul><li>Assess the overall quantity and quality of management resources (performance, promotability and issues of underutilization/marginal performance) </li></ul><ul><li>Highlight positions with surpluses and shortages </li></ul><ul><li>Designate positions where there is a replacement urgency or need </li></ul><ul><li>Identify grooming positions currently blocked or where bottlenecks may occur </li></ul><ul><li>Prepare appropriate development actions </li></ul>
  15. 15. The management continuity plan <ul><ul><li>For each key position: </li></ul></ul><ul><ul><ul><li>Performance levels </li></ul></ul></ul><ul><ul><ul><li>Back –up promotability readiness </li></ul></ul></ul><ul><ul><ul><li>Replacement urgency </li></ul></ul></ul><ul><ul><ul><li>Development plans </li></ul></ul></ul><ul><ul><li>For high potential individuals: </li></ul></ul><ul><ul><ul><li>Development plans </li></ul></ul></ul><ul><ul><li>For organizational unit: </li></ul></ul><ul><ul><ul><li>Development plans </li></ul></ul></ul>
  16. 16. Footnotes <ul><li>Insurance candidates: Temporary fill and emergency back-up </li></ul><ul><li>Development Plans </li></ul><ul><ul><li>Select 3-5 objectives </li></ul></ul><ul><ul><li>Separate short from long term development </li></ul></ul><ul><ul><li>Concrete actions </li></ul></ul><ul><ul><li>Focus on strengths </li></ul></ul><ul><ul><li>Encourage lateral transfers (rotation) </li></ul></ul>
  17. 17. Career Development <ul><ul><li>Employee aspirations for the short and long term </li></ul></ul><ul><ul><li>Self-assessment of personal strengths and development needs </li></ul></ul><ul><ul><li>Identification of specific development actions </li></ul></ul><ul><ul><li>Willingness or capability to make geographic moves, if required </li></ul></ul><ul><ul><li>Consideration of individual capabilities and potential </li></ul></ul>
  18. 18. Evaluation <ul><li>Review program results annually </li></ul><ul><ul><li>Follow-through with development actions </li></ul></ul><ul><ul><li>Fulfillment of career aspirations </li></ul></ul><ul><ul><li>Management perceptions of the overall process </li></ul></ul><ul><li>Check for succession decisions’ accuracy </li></ul><ul><ul><li>Were the replacement tables accurate? </li></ul></ul><ul><ul><li>If not, why not? </li></ul></ul><ul><ul><li>What other criteria might have surfaced? </li></ul></ul><ul><li>Adjust the implementation </li></ul>
  19. 19. STEP III: DEVELOPMENT PLANNING Blocks Others Development Needed Other Training Rotations Coaching Management Continuity Planning Flow Chart Yes Yes No STEP II: READINESS ASSESSMENTS Re-Assign Redeploy? High Potential Ready Now Ready 1-3 Yr. Not Ready Surplus Competencies Career Plans Outplace Transfer Yes No STEP IV: CONTINUITY PLANNING Recruitment Continuity Plans None in Pool STEP I: BUSINESS ISSUES Strategic Plan Human Resource Plans Position Requirements No
  20. 20. Management Continuity Review Definition and Color Code Summary BRIEF DEFINITIONS Too Soon to Evaluate: Used only for individuals with six months or less in their current position. Marginal: Lowest performance level. It includes noticeably less than acceptable performance which is obviously well below minimum position requirements. Situation requires immediate review and action. Significant and immediate performance improvement is required in a short period of time. AGE Use current calendar year. YEARS -- Service with Company -- In present Position STABLE (Stay) Individual is considered to be well placed and is unlikely to advance beyond this position at this time. Needs Improvement: Performance somewhat below performance standards. Accomplishments fall short of fully achieving all position accountabilities. The need for further development and improvement is obvious and is clearly recognized. PROMOTABLE FUTURE (2+) Promotable on a long-term basis (over 2 years.) Has capacity for advancement and additional responsibility for 2+ years. Further development is required. Competent: Demonstrated performance clearly meets all the expected results criteria of the position. Although minor deviations may occasionally occur, the overall level of performance consistently meets and sometimes exceeds major position requirements. INCUMBENT The current position holder SUCCESSOR Most qualified to assume the designated position. INSURANCE CANDIDATE Emergency Fill-In-Use Asterisk (*) HIGH-POTENTIAL Demonstrated ability, talent, and performance to advance to key management specialist positions. PROMOTABILITY SOON (1-2) Should be ready for increased responsibility within the next 1-2 years. Needs some preparation, requires additional time in current position/level. Commendable: Performance goes beyond meeting reasonable position requirements and exceeds objectives especially in the key, critical responsibility areas. The individual consistently demonstrates noteworthy achievements above required performance. This level of superior performance should describe only those who number among the best. 1. Replacement required within 1 year. 2. Replacement required within 1-3 years. 3. Replacement requirement NOT foreseen at this time. PROMOTABLE NOW (0-1) Ready, fully prepared and capable to assume a new position now or within a year. Distinguished: The highest rating, marked by excellence. Exceptional and extraordinary accomplishments that far exceed the highest standards of performance in all key responsibility areas. Performance at this level is extremely rare. Those who perform at this excellence level are clearly recognized by others. The highest level of performance is seldom equaled by others who hold positions of comparable scope and responsibility. REPLACEMENT URGENCY (an assessment of the Probability of a Position becoming vacant in a specific time period.) Color Code PROMOTABILITY-READINESS (is a prediction of a person’s Time of Readiness to assume the most reasonable next position). Color Code PERFORMANCE SUMMARY (An overall assessment of results.)
  21. 21. Basic Format PERFORMANCE CODE Distinguished Commendable Competent Needs Improvement Marginal Too Soon To Evaluate Promotable Now (within 12 months) Promotable Soon (1 to 2 years) Promotable Future (over 2 years) Stable PROMOTABILITY CODE POSITION TITLE Name of Incumbent (age) Yrs of Svc/Yrs in Position REPLACEMENT URGENCY <ul><li>Within 1 year </li></ul><ul><li>1 to 3 years </li></ul><ul><li>Not foreseen at this time </li></ul>PRIMARY SUCCESSOR (age) Yrs of Svc/Yrs in Prison 2 nd SUCCESSOR (age) Yrs of Svc/Yrs in Prison 3 rd SUCCESSOR (age) Yrs of Svc/Yrs in Prison Code Performance Promotability Code
  22. 22. { Leadership issues Performance Results the “what” exceeds expectations meets expectations does not meet expectations { Key talent { Top-grading opportunities does not meet expectations meets expectations exceeds expectations Management Behaviors the “how” Identifying Potential
  23. 23. Development Planning Performance Promotability High High Low Low Problem People (Low/High) Strategy Job Reassignment, Heavy Coaching, Remedial Action High Potential (High/Low) Strategy Behavior Modification or Removal High Potential (High/Low) Strategy Continual Challenges and Development High Performance (High/Low) Strategy Continual Knowledge/Skill Training and Job Enrichment/Redesign
  24. 24. Linking needs with actions Persuasive Presentations Implementing Strategies through People Management Development Programs Fundamentals of Finance for Non-Financial Managers Developmental Actions <ul><li>Not comfortable in making presentations </li></ul><ul><li>Needs to be persuasive </li></ul><ul><li>Use organizational/ visual aids appropriately </li></ul><ul><li>Management awareness/style </li></ul><ul><li>Management of people </li></ul><ul><li>Interpersonal effectiveness </li></ul><ul><li>Manage change </li></ul><ul><li>Broadening of Business perspective </li></ul><ul><li>Fundamentals of managing-planning, organizing, controlling. </li></ul><ul><li>Multi-Management disciplines </li></ul><ul><li>Understanding finance and accounting basics </li></ul>Development Needs
  25. 25. thank you.. advancing, not oscillating.. | 25 10 2009

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