People Succession: the Value, the Process, the Challenges and More!

9/18/14 © COPYRIGHT 2014 BERGERON ASSOCIATES™. ALL RIGHTS RESERVED. 1
PEOPLE SUCCESSION
www.bergeronassociates.com
781-376-4071
CAROL BERGERON
MASSBAY ORGANIZATION DEVELOPMENT LEARNING GROUP
SEPTEMBER 18, 2014
the Value, the Process,
the Challenges and More

or
External
Talent
Pool
Internal
Talent
Pool
Talent Acquisition Scale
External
Talent
Pool

Agenda

past fifty years
+10%
next fifty years
+5%
Today
US Population Growth
Supply of Workers

Majority minority
2038
Skills Shortage & Availability

Hiring Mismatches

Unintended Consequences
What’s it costing you?
• PRODUCTIVITY
LOSS of a
disengaged
employee as %
of salary
46%
• of employees
are disengaged
25-33%

Challenge 1
make the business case
Create a mind map
PS
Business
Case
Who
What
Where
When
Why
How
Appeal to
Emotion &
Logic

What if?
What if nearly every
time a mission
critical job opened,
you had at least one
employee ready to
step into the role?
What if you could
fill key openings
within a few
weeks rather than
months?
What if the
people
selected for
key roles
were
productive in
record time? What if
employee
engagement,
performance,
and retention
increased
across the
organization?

The Business Case

the Process

PEOPLE SUCCESSION:
succession planning & management
SUCCESSION PLANNING:
process used to identify high performing internal
candidates with potential to fill talents needs required
for organizational sustainability and growth
SUCCESSION MANAGEMENT:
efforts in preparing people for different responsibilities,
building confidence, and their re-deployment
Terminology

People Succession Process
Scalable:
small,
medium &
large
organizations

Challenge 2
role selection for PS
How would you go about selecting roles for PS?
1. What roles would you recommend for PS?
2. Why?
3. Selection criteria used?
4. Is there value in a repeatable approach to role selection?
5. If so, craft your “model” for selecting roles for PS

Challenge 3
employee inventory
As a hiring manager,
 What employee specific information do you want to know
before hiring an internal candidate for a key role?
 Where and how would get it?

Challenge 4
assess employee potential
1. What criteria would you use to assess employee
potential?
2. How would you guide managers who are asked to
assess employee potential for sharing at talent reviews?

Challenge 5
effective talent reviews
Sample Agenda:
1. Review: business direction, prioritized talent
needs, consequences of position vacancies
2. Convey desired meeting outcomes
3. Clarify roles & responsibilities
4. Review & calibrate potential & performance
5. Employee specific information: goals, etc.
6. Report on progress since last Talent Review
7. Summarize Action Items
Anticipate and be
prepared to
address challenges

Challenge 6
integration with people practices
People
Succession
Hiring
Performance
& Develop-
ment

Balanced Talent Acquisition Scale
External
Talent
Pool
Internal
Talent
Pool

the Value

Value of People Succession
• Supports growth, scaling, sustainability of the business
• Preserves core competencies of the organization
• Reduces risk of business disruptions & organizational
underperformance due to job vacancies or jobs held by
people not prepared
• Improves employee engagement, productivity & retention
• Mission critical jobs filled quickly and cost effectively
• Reduces heavy reliance on external recruiting
• Branding - easier to attract & retain external candidates
• Stronger position when exiting / selling = people playbook

PS Success Factors
•Executive commitment
•Aligned with: business strategy, goals, values, culture
•Expanded definition of career development/progression
•Change management techniques to increase stickiness
•Key performance indicators, accountability, rewards
•Process:
•short & long term talent
objectives
•focus: mission critical jobs
•process: simple, repeatable,
adaptable
•educate, educate, educate
•clear roles, responsibilities &
accountability
•talent assessment is objective &
dynamic
•development must include
experiential work assignments

BOOK RAFFLE
http://bergeronassociates.com/people
-succession-book
Author: Carol, Bergeron
Talent Magnet Series™, 2013, Burlington, MA
Get familiar with:
•7 phases of people succession
•Derailers; first-hand experiences of
25+ executives interviewed so that you
are prepared in advance
•Sensible approaches used by busy
executives when preparing people for
future responsibilities

THANK YOU
Carol Bergeron
service@bergeronassociates.com
781-376-4071

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