The document outlines the importance of succession planning and talent management to support business strategies. It emphasizes the need for organizations to prepare for leadership shortages due to an aging workforce and the impending departures of key executives. Best practices for implementing effective succession planning processes are discussed, along with the involvement of CEOs and strategies for aligning HR functions with business objectives.

1. Succession Planning and
Talent Management:
Supporting the Business Strategy
David Brookmire, President
Corporate Performance Strategies
www.cpstrat.com
Copyright 2012 Corporate Performance Strategies. All rights reserved
Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved.
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2. The CPS Competitive Advantage
Global industry-leading organizations including:
•
•
•
Advanced degrees
•
Certifications in multiple assessments and coaching
methodologies
Former senior executives
•
An average of 20+ years’ professional experience advising
senior leaders
•
MISSION
Medical University of South Carolina, and many others
•
Designed and implemented proven solutions and processes
•
EXPERIENCE
IHG, Flowers Foods, Arthritis Foundation, Colliers International
•
CREDENTIALS
ADP, Platinum Equity, LexisNexis, Bekaert, Cisco, McKesson
•
CLIENTS
Darden Restaurants, The Cheesecake Factory, Coca-Cola
Transform your leaders from ordinary to extraordinary
•
Become your trusted leadership advisor
.
Copyright 2012 Corporate Performance Strategies. All rights reserved
Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved.
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3. Objectives
Participants will
be able to
outline the steps
to implement
succession
planning.
Participants will
be able to apply
the content in
ways to improve
their own
succession
planning efforts.
Participants will
learn about best
practices in the
implementation
of succession
planning.
Copyright 2012 Corporate Performance Strategies. All rights reserved
Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved.
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4. Business Needs
• What are the key drivers in your company
that create the need for succession
planning?
• What’s unique about your specific industry
as it relates to succession planning?
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5. What is the Research Telling Us?
• Age 65+ population increasing 79% from 2010 to
2030
• 25% of your high potentials intend on leaving
when the economy rebounds
• 70% of top performers lack the abilities to be
high potential
• 60% of companies have a leadership shortage
today
Corporate Leadership Council Research Study
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6. Apex Bakeries
You have been hired by the CEO to advise him on his
talent management strategies in light of his business
plans. He would like answers to the following
questions:
1. What are the three most important steps he should
take to prepare the company for his departure?
2. What are the top 2-3 barriers he will face?
3. What data and information will be the most critical
to have for your recommendations?
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7. Succession Planning Process
Phase I
Business
Alignment
Phase I
HR Functional
Excellence
Phase III
Implementation
• Linkage to
business
• Broadcasting
competencies
• Multiple methods
of leadership
development
• CEO and senior
leader
involvement
• Multi-faceted
talent assessments
• Measure leader
results
• Employee input
• Accountability
• Rigorous
management of
talent
• Tracking key
metrics
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8. Linking HR with the Business
Strategy
Improve brand
recognition and
execution.
Vision
Become the
#1 Brand
around the
globe for
specialty
products.
Look for
acquisitions in
areas to help
diversify our
products.
Implement
continuous
improvement in
our manufacturing
facilities.
Upgrade our talent
and build sufficient
bench strength.
Eliminate our longterm debt
requirements.
Invest in the
infrastructure to
support planned
growth.
HR Guiding
Principles
Develop strategies
and deliver
services that build
a culture of top
performance.
Develop a system
to attract, select,
engage, retain,
train, and develop
a multicultural
workforce.
Build an HR
platform from
which human
capital strategies
will be operating
consistently across
all regions.
Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved.
HR Initiatives
Strategic
Succession
plans,
integrated
talent
programs
Tactical
Workforce planning
and restructuring,
compensation
guidelines, rewards
and recognition
Foundation
HR compliance, build
HR knowledge base, gather
information regarding regional HR
practices
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9. CEO Involvement
How many days per year does your CEO spend in
talent development?
•
•
•
•
•
Less than 2 days per year
3 – 5 days per year
6 – 9 days per year
10 – 15 days per year
15+ days per year
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10. CEO Involvement
How many days per year does your CEO spend in
talent development?
•
•
•
•
•
Less than 2 days per year
3 – 5 days per year
6 – 9 days per year
10 – 15 days per year
15+ days per year
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11. Broadcast Competencies
Financial Acumen
• Effectively manages full P&L.
Talent Development
Teamwork
• Diagnoses others’
development needs.
• Subordinates personal goals to
those of the team.
• Creates development plans for
others.
• Actively participates in team
activities.
• Gives proportional attention to
both the Sales and Operations
side of management.
• Monitors and assesses
progress toward completing
development plans.
• Supports, not competes, with
team members.
• Analyzes financial data to solve
problems and identify
opportunities.
• Arranges for staff development
needs (e.g., time, budget,
approval).
• Grows the bottom line by both
increasing revenue and
controlling costs.
• Helps others improve their
financial acumen.
Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved.
• Willingly offers to help others
without waiting to be asked.
• Shares credit with others.
• Identifies with the team and is
proud to be known as a team
member.
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12. Multi-faceted Assessments
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13. Employee Input
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14. Leadership
issue /
future
top-grading
possibilities
Does Not Meet
Expectations
Meets
Expectations
Exceeds
Expectations
Rigorously Manage Performance
Top talent
Seasoned
pros
Top-grading priorities
Does Not Meet
Expectations
Meets
Expectations
Exceeds
Expectations
Leadership behaviors - the “How”
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15. How Leaders Develop
Full job change
Job restructure based on
development needs
Exposure
•
Special projects and assignments
Feedback &
Coaching
•
•
360 feedback and coaching
Coaching by a skilled manager
Education &
Training
•
•
Motivated self-development
Classroom training
Value
Experience
•
•
CCL Research
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16. High Potential Development
Individual
Leader
Effectiveness
Leading
Effective
Teams
Leading
Effective
Organizations
Exposure
and
Assignments
Coaching
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17. Measure And Track Leader Results
Results:
Financials & Talent
Engagement
Rank Ordering of Executives
360 - Associate Engagement - Talent Mindset Data
360
Engagement
360
Associate
Talent
Overall
First
360 Rank Engagement Mindset
Rank Order Last Name Name
Order Rank Order Rank Order Overall Score**
LOB
Palmer
Sarah Technology
1
4
3
1
8
Blake
Doug Operations
2
1
1
7
9
Evans
Mike
HR
3
2
2
6
10
4
5
6
Donaldson
Stevens
Wilson
Janice
Don
Tom
Sales
Finance
Logistics
3
5
6
4
5
8
5
4
2
12
14
16
7
8
9
Thomas
Keller
Jones
Ed
Bob
Sam
International
Marketing
Division
8
7
9
6
6
9
3
8
9
17
21
27
**Overall Score/Rank determined by the sum of 360, Associate Engagement and Talent Mindset Rankings
Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved.
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18. Senior Leader Accountability
Promotable
Seasoned
Pro
Hold in Place
Too New
Manage Out
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19. Track Key Metrics
Results
Process
• Strength of leadership: 95+%
meet or exceed objectives –
Business, Engagement,
Retention, and Competencies
•Development
plans in place
for all leaders
• Year-over-year diversity
improvement
• 90+% of positions with strong
back-ups
• 95+% retention of top
performers
Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved.
•100% of low
performers on
improvement
plans
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20. Succession Planning Process
Phase I
Business
Alignment
Phase I
HR Functional
Excellence
Phase III
Implementation
• Linkage to
business
• Broadcasting
competencies
• Multiple methods
of leadership
development
• CEO and senior
leader
involvement
• Multi-faceted
talent assessments
• Measure leader
results
• Employee input
• Accountability
• Rigorous
management of
talent
• Tracking key
metrics
Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved.
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21. Where To Begin …
• Future state – What does your business plan require
in terms of numbers of new leaders and types of
leaders? What happens in an emergency?
• 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?
• Game plan – What 4-5 specific actions steps,
timelines and accountabilities will protect the assets
of your company?
Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved.
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22. Representative Clients
Copyright 2012 Corporate Performance Strategies. All rights reserved
Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved.
.
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23. Please contact me at:
Dave Brookmire, Ph.D.
770-587-2265
dbrookmire@cpstrat.com
CPS transforms teams, leaders and organizations by increasing
operational efficiencies from 60% to 96%, improving employee
engagement scores by up to 25%, and building leadership
performance effectiveness by 36%. Our practical and customized
solutions offer real results for a proven track record of success.
Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved.
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