Succession planning success hinges on whether or not organizations effectively develop and nurture their next generation of leaders. We typically see this aspect of succession planning referred to as “high potential” development and it’s frequently just shortened to the term “HIPO.” The two dominant challenges to HIPO development are: • Selection of participants • Building effective development plans In this webinar we will discuss: Emerging thought leadership on the organizational/strategic perspective of succession planning The selection of participants – deciding whom to groom Practical tips and suggestions for creating a development plan for your own high potential employees www.bizlibrary.com

1. WEBINAR BROUGHT
TO YOU BY:

2. ?
What is your most pressing concern about your next generation of leaders?

3. WHAT WE HOPE YOU’LL LEARN
Best practices in succession planning and HIPO development programs.
A practical model for selecting participants for a succession planning or HIPO development program.
A model for determining the development targets and competencies for your program

4. It’s not just succession to the top – it’s getting the right person in place for every job. Some of tomorrow’s key jobs may not even
exist now.
Robert M. Fulmer, Growing Your Company’s Leaders

5. Critical Trends
•Broad market forces and trends
•Emerging competencies
•Future job needs – likely unknown today
•Reduced employee loyalty

6. EMPLOYERS PREFER DEVELOPING EMPLOYEES OVER HIRING NEW ONES
TEAM LEADERS
AND MIDDLE MANAGEMENT
73%
27%
SENIOR MANAGERS AND EXECUTIVES
33%
67%
SOURCE: 2014 Workforce Strategies Survey, College for America
SAY EMPLOYEES ARE MISSING PROMOTABLE SKILLS

8. BEST PRACTICES:
SUCCESSION PLANNING AND THE BOTTOM LINE
Aligned with organization’s strategic objectives.
Analysis of current and future capabilities required.
Focused on potential and values.
Perceived as relevant and real by participants.
Drives a culture of continuous learning and development.

9. S.W.O.T. ANALYSIS
STRENGTHS: What do we do well today? Will our strengths prepare us for future success?
WEAKNESSES: What do we do poorly and why? Can we do LESS of this? What steps must we take to either improve or minimize the risks?
OPPORTUNITIES: What are our greatest opportunities for growth? Are our strengths aligned to take advantage of them? Do our weaknesses stand in the way?
THREATS: Where are we vulnerable? Are our biggest threats external or internal? Market-driven or competition? Lack of talent or not the right talent?

10. REQUIRES EXECUTIVE INVOLVEMENT!
STRATEGIC GOAL ALIGNMENT
Understanding of current and future trends for organization and industry.

11. OPPORTUNITIES
THREATS
Are our strengths aligned to take advantage of opportunities?
Do our weaknesses stand in the way?
Where are we vulnerable?
Can we influence or control biggest threats?
Market-driven or competition?
Lack of talent or not the right talent?

12. Deciding Whom to Groom

13. Readiness
SELF- SELECTION
ASSESSMENTS
•Values-driven behavior
•Competencies
•Career readiness
OBSERVATION

14. LOW SELF AND HIGH OTHERS
•Under utilized skills
•Motivation to excel may be issue - career goals may not be aligned with area
HIGH SELF AND HIGH OTHERS
•Areas of true strength
•Focus for development
•Opportunity for major gains in productivity and career growth
HIGH SELF AND LOW OTHERS
•Blind Spots
•Substantial need for coaching
•Opportunities for significant career conflict and disaster
LOW SELF AND LOW OTHERS
•Areas to avoid and move away from to the extent possible
•Coach techniques to minimize potential career harm
5
5
4
4
3
1
2
1
2
3
High
High
Low
PERFORMANCE RATINGS OF SELF AND OTHERS
OTHERS
SELF

15. CURIOSITY
INSIGHT
ENGAGEMENT
DETERMINATION
LOOK FOR POTENTIAL
Understanding of current and future trends for organization and industry.

16. LOW PERFORMANCE AND
HIGH POTENTIAL
HIGH PERFORMANCE AND HIGH POTENTIAL
HIGH PERFORMANCE AND LOW POTENTIAL
LOW PERFORMANCE AND LOW POTENTIAL
5
5
4
4
3
1
2
1
2
3
High
High
Low
PERFORMANCE TO POTENTIAL
POTENTIAL
PERFORMANCE

17. COLLABORATION
LEARNING AGILITY
PEOPLE DEVELOPMENT
DIGITIAL LITERACY
GLOBAL CITIZENSHIP
Vision
Interpersonal Skills
Ability To Develop Others
Intelligence
Character

18. CLEARLY DEFINE STANDARDS, REQUIREMENTS AND COMPETENCIES
RELEVANCY AND SUPPORT
Communicate the why, how and when?

19. Managers need to stretch, challenge, and coach their high-potential employees… Without multi-dimensional dialogue about these issues, managers tend to hold on to their high-potential people instead of helping them along an intentional developmental pathway. High-potentials then may interpret this as a lack of company support and will be inclined to look elsewhere. Ron Ashkenas, The Paradox of High Potentials Harvard Business Review

20. HOLISTIC THINKING INTEGRATED CHANGE CAPACITY COLLABORATION COMMITMENT
CONTINUOUS LEARNING
A learning culture has five key elements.

21. Leaders at All Levels
Supervisory and Team Lead
HIGH POTENTIAL EMPLOYEES
Managing
NEW MANAGERS AND NEWLY PROMOTED
Advanced Leadership
MID AND SENIOR LEVEL MANAGERS
Executive Development SENIOR DIRECTORS AND VICE PRESIDENTS

22. Consideration
Exploration
Transition
Adoption
Succession Planning Phases

23. Succession Planning
Phases
Pre-Promotion
Post-Promotion
Consideration
Exploration
Transition
Adoption
Focus
Selection
Roles and Responsibilities
Processes and Procedures
Professional Identity Information
Time Frame
1+ Year
1 Year or Less
1st 100 Days
6-18 months
Activities
•Seminars
•Informational interviews
•Job shadowing
•Focus groups
•Training
•Acting Manager
•Job Rotation
•Project Manager
•Training
•Mentoring
•Networking
•Training
•Mentoring
•Feedback
•Peer Evaluation
A Succession Plan for First Time Managers, Maria Plakhotnik and Tonette S. Rocco, T&D Magazine, December 2011

24. Best Practices:
Succession Planning and the Bottom Line
Aligned with organization’s strategic objectives.
Analysis of current and future capabilities required.
Focused on potential and values.
Perceived as relevant and real by participants.
Drives a culture of continuous learning and development.

25. BIZLIBRARY.COM
QUESTIONS
Use the Q&A box in the lower right hand portion of your screen.

26. RECOMMENDED RESOURCES
Course: Business Impact – Succession Planning
Target: Managers
Course: Mentoring: Creating a Mentoring Program
Duration: 7 min.

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28. Jessica Petry
Sr. Marketing Specialist
jpetry@bizlibrary.com
@JessLPetry
@BizLibrary
Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl
#BIZWEBINAR