The document outlines a four phase CEO succession planning process for a company's board of directors and executive management team. Phase I involves the board owning the process and evaluating leadership talent. Phase II has the outgoing CEO provide input. Phase III is the senior management team developing internal candidates. Phase IV is stakeholders being assured of the succession planning process. The document also discusses defining needs, evaluating candidates, developing a pipeline, onboarding the new CEO, and addressing common succession planning myths.
Succession planning process - Step by step GuideKeka HR
Do you know that only 1% of the companies admit that their succession planning process is outstanding? And more than 60% of the companies bluntly admit that their succession planning process is fair or even worse.
Succession planning process - Step by step GuideKeka HR
Do you know that only 1% of the companies admit that their succession planning process is outstanding? And more than 60% of the companies bluntly admit that their succession planning process is fair or even worse.
How to make the succession plan for your company's CEO?Jason Hanold
Making a succession plan becomes an essential task that every company should take time to design and have handy for when the day comes. The fact is that the plan will not only be for the day when the decision is made, but it will be for the years working up to the change as well.
More about the Program:
Succession planning is critical and needs to be at the forefront of any organization that yearns to remain strong and viable in today's society. We will explore succession planning within the organization as we look at the roles of each employee, and determine how vacant and near vacant positions can be filled internally and from external avenues to ensure that the work flow continues.
More about the Presenter:
For fifteen years, Fitzgerald Washington has worked for The Buffalo Rock Company where he served as Corporate Marketing and Sales Director handling the company’s multicultural marketing initiatives before being promoted to General Sales Manager in 2002. As General Sales Manager, Washington was responsible for maximizing brand portfolio for the company’s retail sector. He also developed a hiring and retention process for the company’s Tuscaloosa distribution center. Washington’s experience also includes work in human resource management, marketing strategies, operations management and strategic development.
In 2013, Washington served as Chairman of the Chamber of Commerce of West Alabama, where he helped create the Minority Business Council to foster growth and competitiveness of minority-owned businesses in West Alabama. Other community involvement includes the Druid City Business League, Black Warrior Council Board, BB&T Bank Advisory Board, Board of Visitors for the University of Alabama College of Continuing Studies and DCH Health Systems Foundation Board of Directors.
Governor Bentley also appointed Washington to the Alabama Workforce Council.
Washington, his wife Peggy and two children Karla and Fitzgerald reside in Tuscaloosa.
Ensuring the whole management team of a firm identify the impact of properly crafted succession plan: The effects of its presence and absence on business continuity and competitiveness.
Presenting this set of slides with name - Succession Management Powerpoint Presentation Slides. This complete presentation has a set of thirty slides to show your mastery of the subject. Use this ready-made PowerPoint presentation to present before your internal teams or the audience. All presentation designs in this Succession Management Powerpoint Presentation Slides have been crafted by our team of expert PowerPoint designers using the best of PPT templates, images, data-driven graphs and vector icons. The content has been well-researched by our team of business researchers. The biggest advantage of downloading this deck is that it is fully editable in PowerPoint. You can change the colors, font and text without any hassle to suit your business needs
State of Succession Planning Report: Are you doing enough to identify and dev...Halogen Software
Developing and maintaining a leadership and talent pipeline makes the list of top concerns in executive surveys year after year. This report examines data from companies around the world to determine how well those organizations are identifying, assessing and developing succession planning programs. It also suggests action plans to help your company learn how to improve your talent management processes.
How to make the succession plan for your company's CEO?Jason Hanold
Making a succession plan becomes an essential task that every company should take time to design and have handy for when the day comes. The fact is that the plan will not only be for the day when the decision is made, but it will be for the years working up to the change as well.
More about the Program:
Succession planning is critical and needs to be at the forefront of any organization that yearns to remain strong and viable in today's society. We will explore succession planning within the organization as we look at the roles of each employee, and determine how vacant and near vacant positions can be filled internally and from external avenues to ensure that the work flow continues.
More about the Presenter:
For fifteen years, Fitzgerald Washington has worked for The Buffalo Rock Company where he served as Corporate Marketing and Sales Director handling the company’s multicultural marketing initiatives before being promoted to General Sales Manager in 2002. As General Sales Manager, Washington was responsible for maximizing brand portfolio for the company’s retail sector. He also developed a hiring and retention process for the company’s Tuscaloosa distribution center. Washington’s experience also includes work in human resource management, marketing strategies, operations management and strategic development.
In 2013, Washington served as Chairman of the Chamber of Commerce of West Alabama, where he helped create the Minority Business Council to foster growth and competitiveness of minority-owned businesses in West Alabama. Other community involvement includes the Druid City Business League, Black Warrior Council Board, BB&T Bank Advisory Board, Board of Visitors for the University of Alabama College of Continuing Studies and DCH Health Systems Foundation Board of Directors.
Governor Bentley also appointed Washington to the Alabama Workforce Council.
Washington, his wife Peggy and two children Karla and Fitzgerald reside in Tuscaloosa.
Ensuring the whole management team of a firm identify the impact of properly crafted succession plan: The effects of its presence and absence on business continuity and competitiveness.
Presenting this set of slides with name - Succession Management Powerpoint Presentation Slides. This complete presentation has a set of thirty slides to show your mastery of the subject. Use this ready-made PowerPoint presentation to present before your internal teams or the audience. All presentation designs in this Succession Management Powerpoint Presentation Slides have been crafted by our team of expert PowerPoint designers using the best of PPT templates, images, data-driven graphs and vector icons. The content has been well-researched by our team of business researchers. The biggest advantage of downloading this deck is that it is fully editable in PowerPoint. You can change the colors, font and text without any hassle to suit your business needs
State of Succession Planning Report: Are you doing enough to identify and dev...Halogen Software
Developing and maintaining a leadership and talent pipeline makes the list of top concerns in executive surveys year after year. This report examines data from companies around the world to determine how well those organizations are identifying, assessing and developing succession planning programs. It also suggests action plans to help your company learn how to improve your talent management processes.
Cracking The Leadership Pipeline Development Strategy CodeWorkforce Group
Knowing how to build a leadership pipeline is, of course, the biggest challenge that business leaders face today.
Therefore, planning the business’s future and getting the right people with the right attitude and skills is important.
Establishing a strong leadership pipeline requires an ongoing investment of time and energy. But when built properly, it’s more than worth the cost. A strong leadership pipeline is a talent magnet. It standardises development efforts, motivates employees, and fosters a long-term commitment to the organisation.
In this deck, you’ll learn how organisations can develop leadership at every level by identifying future leaders, assessing their potential, planning their development, and measuring their results.
You’ll also learn;
Understand the concept of a leadership pipeline and its significance in organisational success.
The strategies for developing an effective leadership development pipeline
Importance of a leadership pipeline in achieving long-term organisational goals
The leadership pipeline model.
Nearly 9 out of 10 global HR and business leaders
cited leadership as a top issue. Is it true? There are 4 simple processes that may tremendously boost the productivity of the Leadership enablement within the organisation.
Demystifying Talent mgmt (Assessment & Development Centers)ASHUTOSH LABROO
A lot is written & freely available on Talent Management on the web. This presentation however is a very personal & deeper insight into the Subject of Talent Management as well as Assessment & Development Centers & finally Career Planning.
I have tried to offer greater clarity in terms of what all these steps mean & I hope this clarifies doubts & queries people usually have on this subject.
Adding velocity and alignment to your leadership development efforts. Too much of leadership effort is about throwing seeds and hoping that a strong plant will grow. We dont need one plant. We need many plants
BUILDING OUR BENCH AND SECURING OUR FUTURE: AMERIPRISE FINANCIAL INC.’S JOURN...Human Capital Media
Embedding the development of high potential leaders into the fabric of a learning and development strategy is an ongoing priority and challenge for many of us. As we consider possible solutions for creating a willing and able bench of successors, we find ourselves tackling several questions:
How do we define high potential?
Are the learning needs of high potentials vastly different from other employees?
Do our solutions provide ample opportunity for both development and visibility?
Should high potentials learn from each other?
Who should develop high potentials? L&D professionals? Managers and leaders? External experts?
How do we know whether the program is successful?
Hear about Ameriprise Financial Inc.’s journey to build a comprehensive high potential framework. This session will cover the multifaceted approach we took to build this framework and some of our key learnings along the way.
Learn how Ameriprise’s high potential framework fits within the overarching L&D strategy.
Understand the key ingredients that of these programs that really work.
Review how we’re measuring success.
This presentation was first delivered by me during the Malyasian HR Congress held at Kuala Lampur. The presentation outlines the entire process of Successsion Planning including examples of both, organizations which succeeded or failed in executing SP successfully. The content of presentations includes:
Succession Planning - an introduction
Succession Planning @ family run business
An approach towards Succession Planning
Steps to effective Succession Planning
Identifying and nurturing Hi-Pos
Potential and Performance mix of a Hi-Pos
Putting success into Succession Planning
How to measure its effectiveness
Conclusion
Similar to The CEO Succession Planning Process Discussion Piece (20)
The CEO Succession Planning Process Discussion Piece
1. THE CEO SUCCESSION
PLANNING PROCESS
“A discussion piece”
When a CEO moves on or retires, the
organization’s Board of Directors and
Executive Management
Team should have a process in place to
attract
the best candidates – internal or external.
Start the discussion…
2. THE CEO SUCCESSION
PLANNING PROCESS …A discussion piece
I
II
III
IV
Phase I – Board/Committee
Owns the process and is responsible for:
successful appointment and transition of
CEO, demystification of the succession
process, put apprehensions to rest, and
develop a robust leadership pipeline
(the number one sign of good
governance). Best practice for
the Board/ Committee is to use a
proven process and methodology
for evaluating leadership talent.
Phase II – Outgoing CEO
Offers input during the process. Will
have developed at least one potential
successor inside the organization.
Shares knowledge of current and
future state of the business model
and strategies. Advises the team
conducting internal assessments
in terms of objectives and a
provides a dispassionate view
of the internal candidates.
Phase IV - Stakeholders
Assurance that the Board /
Committee rigorously manages
the succession process and performs
active oversight of leadership
development. Shareholders gain
confidence that the best leadership
is being identified, recruited, developed
and retained based upon the ability to drive
business performance and enhance long-
term shareholder value.
Phase III – Senior
Management Team
With a clear understanding of
the internal process and required
CEO skills and competencies:
Accommodate developmental roles
on the senior team when necessary,
utilizing a high-level roadmap and detailed
personal coaching plan for internal candidates
(can be refreshed every 6 months based on
the transition time frame).
THE ROLES OF THE PARTIES IN THE
SUCCESSION PLANNING PROCESS
3. THE CEO SUCCESSION
PLANNING PROCESS …A discussion piece
DEFINE the future
company needs in
terms of its next CEO
EVALUATE candidates
based on viability vs.
“ready-to-go”
DEVELOP
a robust pipeline within
the organization
COMMUNICATE
with key
candidates
ONBOARDING
Ensure the new CEO has
a robust onboarding plan
CORE COMPONENTS OF
SUCCESSION PLANNING
ASSESS internal candidates
against a forward-
looking profile
4. THINK OF SUCCESSION
PLANNING AS A MULTI-
PERSON EVENT
Remember the
executives that are not
promoted to CEO are
also crucial to success
and the creation of
shareholder value.
DEVELOP A
SKILLS &
EXPERIENCE
PROFILE
Take into
account that
the future
needs of the
company must
be continually
revisited.
LOREM IPSUM DOLOR
54%
LOREM IPSUM DOLOR
ENGAGE IN A
CONFIDENTIAL EXTERNAL
SEARCH
Ensure that the board /
committee can compare
internal candidates against
the best-in-class talent in
the marketplace.
ADD SUCCESSION EXPERTISE TO
THE BOARD / COMMITTEE
The director chosen to chair the
nominating and governance
committee will have previous
succession experience (either as
a candidate or someone who has
run the process).
ON-BOARD THE SUCCESSOR
AND PROVIDE SENIOR TEAM
WITH ONGOING SUPPORT
Prepare for what happens
after the successor is named
by providing crucial support
(a good team, wise and
accessible mentors,
executive coaching and a
feedback-rich environment).
ENGAGE THE BOARD /
COMMITTEE IN THE
DEVELOPMENT OF CANDIDATES
Use external advisors to assess
and benchmark candidates, as
well as provide ongoing
coaching and support,
providing updates to the
board/committee in the
process to establish “viability”.
IDENTIFY “BLOCKERS”
Prepare to move
people off of the
senior team to further
develop potential
successors.
DEVELOP A ROBUST
SUCCESSION
ARCHITECTURE
Encompasses
everything from an
emergency plan
through a more gradual
5-years succession
plan; revisit this
architecture regularly.
EXPOSE
CANDIDATES TO
THE BOARD /
COMMITTEE
Fireside chats,
attending
executive’s
offsite session,
one-on-ones, etc.
THE CEO SUCCESSION
PLANNING PROCESS …A discussion piece
OPERATIONAL
SUCCESSION
PLANNING
5. v
External candidates are more
exciting and promising
Boards/committees prefer the devil they know
to the devil they don’t. Internal successors
are often lower risk that outsiders.
The successor has to be ready now
The only way to know if someone is “ready
now” is after the fact. The board/committee
must evaluate the context of the leadership
situation.
What worked in the past will
work in the future
A company’s future needs may be
drastically different from its needs
in the past.
Examples: Jamie Dimon and Bill Harrison at
JPMorgan Chase; Marius Kloppers and Charles
Goodyear at BHP Billiton
CEO succession planning is a single-
person event
Board/Committee’s focus on the CEO role in
succession planning to the exclusion of other
positions.
“We have a great internal
candidate – we don’t need
to look outside”
A company cannot be myopically
focused on its own people.
THE CEO SUCCESSION
PLANNING PROCESS …A discussion piece
SUCCESSION
PLANNING
MYTHS
6. LAWRENCE J. HOLMES
MANAGING DIRECTOR
COLUMBIA CONSULTING GROUP
5525 Twin Knolls Road, Suites 330 & 331
Columbia, Maryland 21045
LHOLMES@CCGSEARCH.COM
Mobile: 410-419-2525 │ Office: 443-276-2525
www.ccgsearch.com
For additional materials of more discussion…