Mission Possible: Hiring, Identifying and Growing Leaders.
Presented by Roger Mosby, Kinder Morgan; Melissa Squyres, CNPC; Robert Glaspie, Ocalm; Susan Webb, FMC Technologies
Succession Planning and the Development of Your High Potentials | Webinar 05....BizLibrary
In this webinar we'll discuss why succession planning is a cost-effective, motivational process that helps organizations ensure they have the right leaders in the right place at the right time.
www.bizlibrary.com
In today’s economic environment, identifying and attracting high-potential employees can give employers an edge on their competition and set up their organizations for future success. This white paper:
Provides background on high-potential talent.
Offers steps HR and talent management professionals can take to establish an effective high-potential talent identification program.
Identifies the competencies leading organizations are seeking in high-potential talent.
Discusses other factors HR and talent management professionals should consider when identifying high-potential talent.
The document discusses the implementation of a High Potential (HIPO) Employee Development Program at RTS Realtime Systems. The program is designed to accelerate the careers of high potential employees into management positions in order to strengthen RTS's position in a changing business environment. The document outlines the reasons for implementing such a program, including replacing leadership talent and improving responsiveness. It then discusses various aspects of designing an effective HIPO program, including identifying criteria for selection, determining the timing of moves, and creating an evaluation mechanism. The document emphasizes developing critical skills through job rotations in different business units and international experience to prepare HIPOs for senior leadership roles at RTS.
The document discusses talent management and its importance for organizations. It covers topics such as the drivers of talent attraction and retention, defining talented people, key elements and principles of talent management, and benefits of talent management. It also discusses talent management tools, processes, and frameworks.
Succession Planning and the Development of Your High Potentials | Webinar 11....BizLibrary
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
Overview of the One Page Talent Management approach featured in the new Harvard Business Publishing book One Page Talent Management, by Marc Effron and Miriam Ort
The document summarizes the results of a survey of HR and talent professionals:
- Data was collected in February 2018 from over 40% directors/VPs/C-level executives, with over 50% from organizations with over 1,000 employees.
The document identifies challenges in talent acquisition, learning and development, succession planning, data analysis, career pathing, and leadership development. It discusses companies' approaches to these challenges and emerging leadership competencies needed to address a generational shift in the workforce.
Succession Planning and the Development of Your High Potentials | Webinar 05....BizLibrary
In this webinar we'll discuss why succession planning is a cost-effective, motivational process that helps organizations ensure they have the right leaders in the right place at the right time.
www.bizlibrary.com
In today’s economic environment, identifying and attracting high-potential employees can give employers an edge on their competition and set up their organizations for future success. This white paper:
Provides background on high-potential talent.
Offers steps HR and talent management professionals can take to establish an effective high-potential talent identification program.
Identifies the competencies leading organizations are seeking in high-potential talent.
Discusses other factors HR and talent management professionals should consider when identifying high-potential talent.
The document discusses the implementation of a High Potential (HIPO) Employee Development Program at RTS Realtime Systems. The program is designed to accelerate the careers of high potential employees into management positions in order to strengthen RTS's position in a changing business environment. The document outlines the reasons for implementing such a program, including replacing leadership talent and improving responsiveness. It then discusses various aspects of designing an effective HIPO program, including identifying criteria for selection, determining the timing of moves, and creating an evaluation mechanism. The document emphasizes developing critical skills through job rotations in different business units and international experience to prepare HIPOs for senior leadership roles at RTS.
The document discusses talent management and its importance for organizations. It covers topics such as the drivers of talent attraction and retention, defining talented people, key elements and principles of talent management, and benefits of talent management. It also discusses talent management tools, processes, and frameworks.
Succession Planning and the Development of Your High Potentials | Webinar 11....BizLibrary
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
Overview of the One Page Talent Management approach featured in the new Harvard Business Publishing book One Page Talent Management, by Marc Effron and Miriam Ort
The document summarizes the results of a survey of HR and talent professionals:
- Data was collected in February 2018 from over 40% directors/VPs/C-level executives, with over 50% from organizations with over 1,000 employees.
The document identifies challenges in talent acquisition, learning and development, succession planning, data analysis, career pathing, and leadership development. It discusses companies' approaches to these challenges and emerging leadership competencies needed to address a generational shift in the workforce.
Aligning talent management and strategyElijah Ezendu
The document discusses aligning talent management strategies with organizational objectives. It provides several key points:
1) High performing organizations integrate talent management more than low performers. Learning executives play critical roles in integrated talent programs.
2) Effective talent strategies use tools like surveys to understand culture, and regularly review policies to support integration.
3) Aligning talent development with strategic objectives ensures resources invested in talent match needs. Competency frameworks can map objectives to standards and talent programs.
4) Questions during alignment include identifying talent requirements from strategies, growing existing talent, and designing leader development programs.
This document discusses integrating talent management practices and measures. It outlines a model for how organizations progress through different stages in adopting a strategic approach to talent management. The stages include developing an enterprise leader's mindset, building talent management processes, forming a guiding coalition, empowering managers as talent leaders, and enabling employees to take initiative in their careers. The document emphasizes that talent should be viewed as an asset rather than a cost. It also provides examples of key talent metrics organizations should track to measure success.
This presentation addresses past practices, present or best practices and next practices that will be needed for Succession Planning in order for organizations and leaders to be successful in the future.
The document discusses talent management. It defines talent as a person's abilities including skills, knowledge, experience and personal qualities. Talent management is defined as integrated HR processes to attract, develop, motivate and retain productive employees. The document notes that 22% of turnover happens in the first 45 days and 59% of employees are looking for new jobs, demonstrating why talent management is fundamental. It outlines the talent management process and talent matrix, and lists some key talent metrics and benefits of talent management such as retaining top talent and better hiring.
Top tips for job seekers and fresh graduates by Lee Yat ThongMui Han Koh
The document provides tips for job seekers and fresh graduates, including creating a value statement for job interviews, whether an MBA is necessary, using design thinking for job interviews, writing an enticing resume, how to be effective at work, and how to bomb a job interview. The author Lee Yat Thong shares insights from his mentoring sessions on topics relevant for career success. The collection aims to provide young professionals with perspectives to help them succeed in their careers.
This document discusses strategic talent management. It outlines key elements of a talent management strategy including creating a vision, selecting and onboarding talent, recognition and rewards, learning and development, succession planning, integration, and performance metrics. It emphasizes that talent management requires aligning all of these elements with business strategy and creating a culture that attracts, retains, and motivates talent. An effective talent strategy also considers external pressures and ensures leadership demonstrates the value of talent management.
War for talent by Prof. Dr.Aung Tun ThetThu Nandi Nwe
The document discusses the war for talent and strategies for winning it. It outlines five ways for organizations to address talent shortages including making learning on-demand, redefining success, clarifying career paths, lifting the veil on opportunities, and building agility. An integrated talent management system is needed to strategically recruit, develop, engage and retain top talent. Doing so requires anticipating talent needs, succession planning, performance management and developing a leadership pipeline.
The document discusses key processes for effective talent management. It defines talent and talent management, and emphasizes identifying individuals who can significantly impact organizational performance. It also stresses the importance of attracting, developing, engaging, and retaining top talent. The document outlines six key talent management processes: defining talent, identifying talent, attracting and retaining talent internally and externally, managing talent, nurturing and developing talent, and evaluating talent programs.
The Talent Management Handbook: Chapter 15crowelba
This document discusses the need for a new model of career development that encompasses all employees, not just high potentials. It argues that career development must be flexible, self-powered by employees, and not dependent on traditional succession planning. A key part of the new model is career growth plans that help all employees take responsibility for their own development and align their goals with the organization's strategy. This shifts the focus from the organization developing employees to employees developing themselves with manager and peer support.
What do High Potentials have the potential to do? In this article, we try to answer this seemingly simple question and realize most of us struggle with properly defining potential. Companies spend over 7 thousands dollars per high potential employee; it is of essence that we know what we are getting for our money. After reviewing literature on potential, we come to the conclusion that high potentials are employees who have the highest ability and aspiration to achieve a particular organizational goal or strategy.
Total talent management is key for HR leadershipsaraseeni
This document discusses total talent management as key for HR leadership. It covers the following main points:
1. Key elements of talent management include strategic workforce planning, total talent acquisition, employee development, performance management, and succession planning.
2. Global workforce trends like globalization, changing demographics, and new technologies are impacting how companies manage their talent. This is changing the role of HR to focus more on total talent management.
3. Contingent workers can provide value to companies through expertise, control, and compliance. Partnering with contingent workforce providers allows for improved management of this talent pool.
4. Companies progress through different levels of maturity in managing their contingent workforce, from decentralized to having
The document discusses the nine box grid or matrix, a tool used in talent management to evaluate employees on two dimensions: leadership performance and leadership potential. The grid places employees into nine categories based on their combination of potential and performance. These categories include enigma, dilemma, underperformer, growth employee, core employee, effective, future leader, high impact performer, and trusted professional. The nine box grid can help identify development needs, facilitate succession planning, and optimize employee performance through retaining and grooming top talent. However, names in the boxes should be regularly reviewed as potential and performance can change over time.
The document discusses succession planning, highlighting its importance for continuity of business operations and culture. It notes that effective succession planning involves identifying high-potential employees, assessing their performance and potential, providing development opportunities, and having measures to ensure qualified successors are in place for key roles over the short and long term. The document also discusses best practices for succession planning in family businesses and corporations.
Talent Management and Succession Planning - ABF ConferenceKenny Ong
The document outlines strategies for identifying, developing, and retaining high-performing talent at CNI Holdings Berhad, a Malaysian conglomerate. It discusses establishing a talent pool program to identify top performers and those with high potential. Issues include unclear roles for managers in talent development and difficulties evaluating performance and potential. The presentation recommends improving succession planning, linking talent management to business goals, and implementing mentorship, training programs, and rewards to attract and retain key talent.
The document discusses succession planning and its importance for organizational sustainability. It defines succession planning as identifying and developing potential successors for key positions through a systematic evaluation process. A business case for succession planning is that it maximizes business performance by having the right talent at the right time. The roles of top management and the board of directors are also discussed. Top management must be engaged to make succession planning a priority, while clear communication between the board and current executive director is important. The document emphasizes that succession planning should not be ignored as it helps ensure the long-term sustainability of an organization.
Talent management has become a priority for organizations worldwide due to skilled labor shortages. It involves sourcing, hiring, developing, retaining, and promoting employees to meet organizational needs. Elements of talent management include employee development, performance management, and career development. An effective talent management process helps organizations achieve strategic goals like operational excellence and fulfilling their mission by ensuring they have the right talent. It is a holistic and strategic approach to both human resources and business planning.
Hudson is a leading talent management and recruitment firm that operates globally. They provide services such as assessment centers, competency modeling, leadership development, and succession planning to help clients identify talent gaps, training needs, and high potential employees. Assessment centers involve multiple exercises and assessments to evaluate candidates on key competencies. They provide comprehensive data on strengths, weaknesses, and development areas. Case studies show that using assessment centers versus interviews alone can significantly reduce new hire turnover. Assessment centers also help companies select the right candidates for leadership development programs and global roles.
Succession Planning and the Development of Your High Potentials - Webinar 06....BizLibrary
There are two separate and distinct aspects to effective succession planning initiatives. The organizational or strategic perspective usually dominates the conversation, and that’s okay. It’s at this level organizations make investments, drive the type of senior leadership involvement and generate alignment with organizational objectives that are the hallmarks of great programs. In the final analysis, however, succession planning success hinges on whether or not organizations effectively develop and nurture their next generation of leaders. We typically see this aspect of success 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 both subjects and provide some practical suggestions for development your own high potential employees.
Aligning talent management and strategyElijah Ezendu
The document discusses aligning talent management strategies with organizational objectives. It provides several key points:
1) High performing organizations integrate talent management more than low performers. Learning executives play critical roles in integrated talent programs.
2) Effective talent strategies use tools like surveys to understand culture, and regularly review policies to support integration.
3) Aligning talent development with strategic objectives ensures resources invested in talent match needs. Competency frameworks can map objectives to standards and talent programs.
4) Questions during alignment include identifying talent requirements from strategies, growing existing talent, and designing leader development programs.
This document discusses integrating talent management practices and measures. It outlines a model for how organizations progress through different stages in adopting a strategic approach to talent management. The stages include developing an enterprise leader's mindset, building talent management processes, forming a guiding coalition, empowering managers as talent leaders, and enabling employees to take initiative in their careers. The document emphasizes that talent should be viewed as an asset rather than a cost. It also provides examples of key talent metrics organizations should track to measure success.
This presentation addresses past practices, present or best practices and next practices that will be needed for Succession Planning in order for organizations and leaders to be successful in the future.
The document discusses talent management. It defines talent as a person's abilities including skills, knowledge, experience and personal qualities. Talent management is defined as integrated HR processes to attract, develop, motivate and retain productive employees. The document notes that 22% of turnover happens in the first 45 days and 59% of employees are looking for new jobs, demonstrating why talent management is fundamental. It outlines the talent management process and talent matrix, and lists some key talent metrics and benefits of talent management such as retaining top talent and better hiring.
Top tips for job seekers and fresh graduates by Lee Yat ThongMui Han Koh
The document provides tips for job seekers and fresh graduates, including creating a value statement for job interviews, whether an MBA is necessary, using design thinking for job interviews, writing an enticing resume, how to be effective at work, and how to bomb a job interview. The author Lee Yat Thong shares insights from his mentoring sessions on topics relevant for career success. The collection aims to provide young professionals with perspectives to help them succeed in their careers.
This document discusses strategic talent management. It outlines key elements of a talent management strategy including creating a vision, selecting and onboarding talent, recognition and rewards, learning and development, succession planning, integration, and performance metrics. It emphasizes that talent management requires aligning all of these elements with business strategy and creating a culture that attracts, retains, and motivates talent. An effective talent strategy also considers external pressures and ensures leadership demonstrates the value of talent management.
War for talent by Prof. Dr.Aung Tun ThetThu Nandi Nwe
The document discusses the war for talent and strategies for winning it. It outlines five ways for organizations to address talent shortages including making learning on-demand, redefining success, clarifying career paths, lifting the veil on opportunities, and building agility. An integrated talent management system is needed to strategically recruit, develop, engage and retain top talent. Doing so requires anticipating talent needs, succession planning, performance management and developing a leadership pipeline.
The document discusses key processes for effective talent management. It defines talent and talent management, and emphasizes identifying individuals who can significantly impact organizational performance. It also stresses the importance of attracting, developing, engaging, and retaining top talent. The document outlines six key talent management processes: defining talent, identifying talent, attracting and retaining talent internally and externally, managing talent, nurturing and developing talent, and evaluating talent programs.
The Talent Management Handbook: Chapter 15crowelba
This document discusses the need for a new model of career development that encompasses all employees, not just high potentials. It argues that career development must be flexible, self-powered by employees, and not dependent on traditional succession planning. A key part of the new model is career growth plans that help all employees take responsibility for their own development and align their goals with the organization's strategy. This shifts the focus from the organization developing employees to employees developing themselves with manager and peer support.
What do High Potentials have the potential to do? In this article, we try to answer this seemingly simple question and realize most of us struggle with properly defining potential. Companies spend over 7 thousands dollars per high potential employee; it is of essence that we know what we are getting for our money. After reviewing literature on potential, we come to the conclusion that high potentials are employees who have the highest ability and aspiration to achieve a particular organizational goal or strategy.
Total talent management is key for HR leadershipsaraseeni
This document discusses total talent management as key for HR leadership. It covers the following main points:
1. Key elements of talent management include strategic workforce planning, total talent acquisition, employee development, performance management, and succession planning.
2. Global workforce trends like globalization, changing demographics, and new technologies are impacting how companies manage their talent. This is changing the role of HR to focus more on total talent management.
3. Contingent workers can provide value to companies through expertise, control, and compliance. Partnering with contingent workforce providers allows for improved management of this talent pool.
4. Companies progress through different levels of maturity in managing their contingent workforce, from decentralized to having
The document discusses the nine box grid or matrix, a tool used in talent management to evaluate employees on two dimensions: leadership performance and leadership potential. The grid places employees into nine categories based on their combination of potential and performance. These categories include enigma, dilemma, underperformer, growth employee, core employee, effective, future leader, high impact performer, and trusted professional. The nine box grid can help identify development needs, facilitate succession planning, and optimize employee performance through retaining and grooming top talent. However, names in the boxes should be regularly reviewed as potential and performance can change over time.
The document discusses succession planning, highlighting its importance for continuity of business operations and culture. It notes that effective succession planning involves identifying high-potential employees, assessing their performance and potential, providing development opportunities, and having measures to ensure qualified successors are in place for key roles over the short and long term. The document also discusses best practices for succession planning in family businesses and corporations.
Talent Management and Succession Planning - ABF ConferenceKenny Ong
The document outlines strategies for identifying, developing, and retaining high-performing talent at CNI Holdings Berhad, a Malaysian conglomerate. It discusses establishing a talent pool program to identify top performers and those with high potential. Issues include unclear roles for managers in talent development and difficulties evaluating performance and potential. The presentation recommends improving succession planning, linking talent management to business goals, and implementing mentorship, training programs, and rewards to attract and retain key talent.
The document discusses succession planning and its importance for organizational sustainability. It defines succession planning as identifying and developing potential successors for key positions through a systematic evaluation process. A business case for succession planning is that it maximizes business performance by having the right talent at the right time. The roles of top management and the board of directors are also discussed. Top management must be engaged to make succession planning a priority, while clear communication between the board and current executive director is important. The document emphasizes that succession planning should not be ignored as it helps ensure the long-term sustainability of an organization.
Talent management has become a priority for organizations worldwide due to skilled labor shortages. It involves sourcing, hiring, developing, retaining, and promoting employees to meet organizational needs. Elements of talent management include employee development, performance management, and career development. An effective talent management process helps organizations achieve strategic goals like operational excellence and fulfilling their mission by ensuring they have the right talent. It is a holistic and strategic approach to both human resources and business planning.
Hudson is a leading talent management and recruitment firm that operates globally. They provide services such as assessment centers, competency modeling, leadership development, and succession planning to help clients identify talent gaps, training needs, and high potential employees. Assessment centers involve multiple exercises and assessments to evaluate candidates on key competencies. They provide comprehensive data on strengths, weaknesses, and development areas. Case studies show that using assessment centers versus interviews alone can significantly reduce new hire turnover. Assessment centers also help companies select the right candidates for leadership development programs and global roles.
Succession Planning and the Development of Your High Potentials - Webinar 06....BizLibrary
There are two separate and distinct aspects to effective succession planning initiatives. The organizational or strategic perspective usually dominates the conversation, and that’s okay. It’s at this level organizations make investments, drive the type of senior leadership involvement and generate alignment with organizational objectives that are the hallmarks of great programs. In the final analysis, however, succession planning success hinges on whether or not organizations effectively develop and nurture their next generation of leaders. We typically see this aspect of success 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 both subjects and provide some practical suggestions for development your own high potential employees.
I have presented the following topics during the conference.
Next Generation of Organizational Training and Succession Strategies
Organizational Training and Leaders Succession Planning Strategies Development
Who’s Preparing For the Leadership Gap
What are the Differences: Organizational Training and Empowerment vs. Succession Planning Strategies
Next Generation of Human Capital Training and Succession Strategies
Private Sectors National Succession Planning Strategies
Empowering the leaders towards the Next Era of Globalization leadership
Keeping the Nationals Aware of Latest Standards and Practices in the Private Sector
Creating Comprehensive Training Modules
Inculcating Young Learners With Practical Knowledge
Upgrading the Nationals with the Global Market Trends
Young Generation of Leaders Succession Planning and Strategic leadership development
How Nationals can be part of 4.00 Generation Organizations
Succession Planning and the Development of Your High Potentials - Webinar 7.1...BizLibrary
The document discusses best practices for succession planning including aligning plans with strategic objectives, analyzing current and future capabilities, and focusing on potential and values. It also provides a model for selecting candidates for succession programs and determining necessary competencies. The goal is to drive continuous learning and develop the right people for future leadership roles and jobs that may not yet exist.
Win The War For Talent Through Best-In-Class Succession Planning, David EdwardsThe HR Observer
Past experience shows that poorly executed succession plans can have an immediate negative impact on company momentum, reputation, employee morale and the bottom line. Any business or public sector organisation, irrespective of its size, should have a strategy to deal with losing talent, whether it’s planned or unplanned. This strategy should not simply be focused on the C-suite, but applied to every level of an organisation. Find out how companies are building effective succession planning with long-term successors as well as short-term replacements in order to maximise business performance and continuity.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Intro Session Global Workforce Mobility for Talent ManagementRussell Klosk (智能虎)
Strategic workforce mobility aims to optimize talent development and retention. The presentation discusses frameworks for executing global mobility to increase talent optimization and retention. It covers global mobility across continuums of traditional mobility, modern mobile workforces, and globally integrated enterprises. The objectives are to provide common definitions for workforce management, talent management, and global mobility, and to discuss how to design positions and organizations for increased mobility.
Succession planning is important for organizations as Baby Boomers retire at a rate of 3 million per year, replacing them with younger workers from Gen X and Gen Y. Succession planning identifies and develops internal candidates for key positions to ensure a pipeline of talent and avoid talent shortages. It benefits both the organization by creating competencies and morale, and employees by providing career paths and training. Effective succession planning includes identifying key positions and competencies, evaluating current employees' readiness, and developing plans to close any skills gaps.
Webinar: Talent Management Strategies In The GCC The HR Observer
To view recording: http://youtu.be/FiY2hwoAXsg or watch the video at the end of the slides
For other Informa Webinars: http://www.informa-mea.com/webinars
In this informative webinar, Lesley's upbeat and engaging style will make it very easy for you to gain a wide range of informative and practical information. It will span a broad spectrum of areas within talent management, from trends in talent management regionally and internationally through definitions of 'Talent' to detailed coverage of the specifics of talent attraction and acquisition and finally through to developing and managing talent and landing in talent retention.
The document provides information on people management. It lists the names of 8 people in Group 1 and defines people management as the practices for managing an organization's human resources. It then discusses topics like the evolution of HR, changes to the people management role, workforce planning, sourcing candidates, the selection process, total rewards including compensation, building a pay structure, learning and development trends/challenges and the ADDIE model, talent management using a 9 box grid, and succession planning.
The document summarizes the World Bank Group's People Strategy for 2017-2019. The strategy aims to build a skilled workforce that can provide the best development solutions to clients and make the WBG the best place to work in development. It outlines five strategic areas of focus: leveraging global and diverse talent, building leadership capacity, strengthening performance and rewards, promoting health and well-being, and improving organizational effectiveness. The strategy was informed by reviews of the development landscape and staff feedback to develop initiatives to meet objectives of eliminating poverty and boosting shared prosperity.
CHAPTER 13
SOUTHERN COMPANY
JIM GREENE
A robust leadership development and succession planning process that uses leadership performance standards and competencies to identify successors and high-potential individuals, and target development.
• Introduction
• Background
• Initial Improvements
• The Leadership Action Council
• Competency Model
• Leadership Assessment
• Succession Planning
• Identification of Potential Successors and High-Potential Individuals
• Assessment of the Talent
• Review of Individuals
• Leadership Database
• Development Activities
• Senior Leader Development Program
• Emerging Leader Program
• Evaluation and Lessons Learned
• Evaluation
• Lessons Learned
INTRODUCTION
Having a steady supply of leaders with the right skills in the right jobs is critical to the success of an organization. Facing the possibility that a number of long-tenured leaders across all levels would soon retire, Southern Company enhanced its succession planning and leadership development processes to ensure a full leadership pipeline to sustain business success. This chapter details these processes.
BACKGROUND
Southern Company is an electric utility serving 4.4 million customers in the southeastern United States. A leading U.S. producer of electricity, Southern Company owns electric utilities in four states and a growing competitive generation company, as well as fiber optics and wireless communications. Southern Company brands are known for excellent customer service, high reliability, and retail electric prices that are significantly below the national average. Southern Company has been listed as the top ranking U.S. electric service provider in customer satisfaction for nine consecutive years by the American Customer Satisfaction Index (ACSI). Southern Company employs approximately 26,000 people.
In 2003, America’s aging workforce began to receive a lot of attention and was viewed as a potential business challenge for Southern Company. A “grow your own” company, Southern Company historically hired at the entry level and relied on internal promotions rather than external hiring to fill leadership positions. In the late 1970s and 1980s, the company hired a large number of people. A low turnover rate resulted in the leadership group being very stable and growing progressively older. In 2003, the average age of executives was fifty-two. The average ages of middle managers and first-line managers were forty-nine and forty-seven, respectively. This age bubble posed a potential succession risk. Southern Company has developed a cadre of leaders who possessed deep business knowledge and fit the organization and culture. Projections showed that, as executives began to retire in greater numbers, their successors would leave soon after. The need to develop a new generation of leaders became the driver for re-looking at the succession and leadership development efforts to ensure a sustainable supply of quality leaders to meet business needs.
In early 2004, ...
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
A recent study by the Human Capital Institute (HCI) shows most employers are missing an important opportunity to capitalize on the energy and enthusiasm new hires bring to their organizations through effective onboarding. In fact, nearly a quarter of organizations surveyed said they have no onboarding strategy or process at all.[1]
Register for this webinar, hosted by HCI and sponsored by Kronos, where you’ll learn how onboarding processes can be leveraged to engage and retain new hires and increase organizational productivity.
Our experts will explore:
Why onboarding is a critical component for employee engagement and new hire retention
The elements of effective onboarding programs and their organizational outcomes
The 3 P’s of onboarding you can’t overlook
How to design onboarding programs with specific goals and success measurements
How to delegate tasks cross-functionally to ease burdens on managers and smaller teams
[1] Human Capital Institute and Kronos Incorporated, New Hire Momentum: Driving the Onboarding Experience (2017), at 3.
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.
The document discusses disruptors to talent management and how organizations can evolve their talent strategies in response. Some key points:
- Artificial intelligence, gamification, video and social learning are changing how talent is identified, developed and retained. New tools like predictive assessments and simulations can identify talent.
- Performance management is shifting from annual reviews to continuous feedback. Agile goal-setting and a focus on development replaces rigid ratings.
- Big data and analytics allow organizations to better understand workforce needs and risks. Talent pools and internal mobility can be improved through data-driven insights.
- A talent management 4.0 approach embraces these disruptors through strategies like personalized development, talent mapping, social sourcing
Managing and retaining talent is one of the biggest challenges facing management, particularly in terms of attracting and retaining the right people, building high performance teams, as well as dealing with the risks associated with compliance and employment regulation. Our webinar will consider these issues and strategies you can develop to manage them.
- Christopher J. Peck is an accomplished strategic leader with over 21 years of experience in talent acquisition, development, workforce planning, and systems implementation. He currently works as the Vice President of Strategic Advisory Boards at YourEncore Princeton.
- Prior to his current role, he held several director roles at GlaxoSmithKline, where he led various talent management initiatives including leadership development programs, global talent acquisition, and center of excellence design.
- He has a proven track record of delivering projects on time and on budget, and has received several awards for his work in leadership planning, sales data management, and recruitment.
Here are some key questions to assess an individual's problem-solving skills through 360 degree feedback:
26. Does this employee identify issues/problems independently and propose effective solutions?
27. How well does the employee analyze complex problems and break them down into more manageable parts?
28. Does the employee consider different perspectives and alternatives before deciding on the best solution?
29. How good is the employee at prioritizing multiple problems based on urgency and impact?
30. Does the employee involve relevant stakeholders while solving problems and building consensus?
31. How well does the employee communicate problems and proposed solutions to others?
32. Does the employee follow through on problem resolution and ensure issues don't recur
CEO Succession - Five Steps to Best Practice - May 2016Jason Johnson
The document outlines a five-step best practice process for CEO succession:
1. The board develops a profile for the ideal future CEO based on the company's strategy.
2. Internal and external candidates are objectively assessed against this profile.
3. High-potential internal candidates have development plans to close any gaps.
4. The board conducts due diligence and selects from internal and external shortlists.
5. The new CEO receives an onboarding process to ensure a successful transition.
Succession Planning and the Development of Your High Potentials | Webinar 08....BizLibrary
In this webinar we will discuss emerging thought leadership on the organizational and employee perspective on succession planning. We'll provide practical suggestions for development your own high potential employees.
Similar to UPSTART Live Spring Summit - Mission Possible (20)
Challenging the HR Community to Think in Terms of ROIWorkforceNEXT
HR metrics should influence senior leader decisions about talent. HR professionals should partner with finance, make the business case using ROI data, and involve managers. Research shows investing in employee training and development leads to improved business outcomes like higher stock prices and lower healthcare costs. Calculating ROI shows benefits like reduced turnover outweigh costs of programs for childcare, health promotion, and leadership development.
Workforce Sustainability - Building a Thriving Workforce in a Rebalance EraWorkforceNEXT
The ferocity of declining crude prices caused by global supply imbalances created a market disruption that forced O&G companies to quickly change their operating models to adapt.
O&G HR LEADERS RESPONDED — BUT AT WHAT LONG-TERM COST? HR leaders focused on meeting the requirements of the business with short-term strategies of cost cutting and organizational ‘build down.’ Yet longer- term fundamental O&G workforce challenges loom on the horizon no matter the price of oil.
ENTER THE ERA OF REBALANCING BUSINESS PORTFOLIOS, HUMAN CAPITAL STRATEGIES, AND HUMAN RESOURCE DELIVERY MODELS
HR leaders now drive toward lean, agile, productive, and engaged workforces. As the demographics of the O&G industry prepare for a tectonic shift, human capital strategies must be adaptive to a new workforce reality. This requires an analytics-based, long-term workforce plan, an elastic talent deployment model, and an enterprise-unique solution.
Mercer’s recent global O&G market disruption survey – representing over 250 companies from around the world and across the value chain will explore and answer critical questions to help prepare HR for the rebalance era ahead
•How did HR leaders respond to the 2015 disruption and were those responses effective?
•What approaches are proving most effective to design cost savings strategies that will also preserve the ability to compete in the future?
•What are the human capital challenges in the future and how do HR leaders plan to address future challenges?
•What innovative practices and approaches are on the horizon to further enhance HR,
Steering into the Storm: O&G Economic OutlookWorkforceNEXT
A proverbial 100-year storm has disrupted positive trend lines the O&G industry once took for granted. Understanding the storm’s characteristics and path is essential for survival. High level economic realities of the new O&G paradigm will be explored, with a focus on oil markets, oilfield activity, and workforce trends.
The Heat is On - Building and Leveraging your Training Toolkit WorkforceNEXT
This document discusses GE's Corporate Technology Staff (CTS) program, which aims to accelerate leadership development for high-potential technology employees. The CTS is a 2-year rotational program where participants complete 6-month business and technology projects across GE businesses globally. It is designed to develop systems thinking, introduce new technologies, improve data analytics skills, and provide coaching to help participants transition into significant executive roles. The program uses assessments, training, projects, and feedback to facilitate measurable leadership development outcomes for mid-career and early executive talent.
The Heat is On - Building and Leveraging your Training Toolkit WorkforceNEXT
The document discusses leadership training toolkits and different levels of leadership. It describes what types of training and skills are needed for supervisors, managers, and executives. Supervisors need training in coaching and developing others, while managers require skills in engaging others, organizing resources, and focusing on systems and structure. Executives are focused on the bigger picture, shaping the future, having a long term view, and making strategic business decisions. The presentation provides an overview of leadership levels and considerations for building a comprehensive leadership training toolkit.
What’s Your Game Plan? Workforce Planning - How to Find, Build and Utilize An...WorkforceNEXT
This document discusses three cases where HR analytics helped companies address workforce challenges:
1) GE Oil & Gas used analytics to streamline its structure during an industry downturn, reducing costs by $145 million and improving communication through fewer layers and larger teams.
2) Hewlett-Packard analyzed sales attrition emerging from recession to identify weaknesses driving it up, such as commission plans. Actions like new plans and training lowered attrition within a year.
3) Hewlett-Packard evaluated past performance of hires from competitors to assess sources of top talent. This helped recruiting target the best candidates and led to improved outcomes for hires after one year.
You Say you Want a Revolution - How is HR Evolving in Today's Energy Marketpl...WorkforceNEXT
This document discusses how HR is evolving at TETRA Technologies to manage competing priorities during challenging times in the energy industry. Key accomplishments in 2015 included retaining high-value employees, consolidating leadership roles, launching rewards and recognition programs, and implementing a learning management system. Priority initiatives for 2016 consist of opportunistic hiring, leadership development, global talent mobility, and optimizing resources through outsourcing certain HR functions. While employee turnover has increased slightly, retention of high-value employees remains strong. Recent leadership changes and acquisitions have introduced uncertainty, and the talent bench is shallow in some areas of the business.
Keynote: Opportunities, Trends & Forecasts for O&G - Midstream/Downstream Pro...WorkforceNEXT
This document provides an overview and forecast of opportunities, trends, and projects in the oil and gas midstream/downstream sectors from 2015-2017. It summarizes that total investment in pipelines is forecast to be $106.96 billion, with the largest amount in 2017, while investment in production is forecast to be $65.82 billion, with the largest amount occurring in 2014. The document also outlines various LNG export terminal projects totaling $76.6 billion and increases in natural gas processing capacity requirements regionally through 2023.
Organizational Development - What you Need to Know Right Now to Thrive - part 1WorkforceNEXT
This document discusses organizational development strategies for managing a turbulent oil and gas industry. It focuses on two divisions: heavy oil-related operations needing restructuring and retention efforts, and alternate business lines pursuing aggressive growth. For heavy oil divisions, the document recommends organization redesign, change management with clear communication, talent retention, and individual development plans. For growth divisions, it suggests supporting rapid expansion through structure, talent acquisition and development, and engagement. The document also introduces models for diffusion of change, phases of consultation, and a simple individual development planning process to aid organizational development challenges.
Talent Acquisition: How has the Price of Oil Altered O&G Industry Recruitment...WorkforceNEXT
The document discusses how the declining price of oil has impacted oil and gas industry recruitment strategies for 2015. It notes that companies are moving from hiring individuals to hiring in bulk to support large projects. It provides details on Sasol's ethane cracker project in Lake Charles, Louisiana, which will create over 500 permanent jobs and thousands of indirect jobs. It outlines Sasol's partnership with staffing agencies and technical schools to help plan recruitment far in advance and expand training programs to prepare local workers for the new jobs.
Talent Acquisition: How has the Price of Oil Altered O&G Industry Recruitment...WorkforceNEXT
The document discusses how lower oil prices have affected recruitment strategies in the oil and gas industry in 2015. Representatives from Fluor, Sasol, Marathon Oil, and Cameron discussed their approaches:
Fluor has utilized flexibility to retain valued employees, targeted top talent for long-term needs, and maintained their long-term recruitment strategy. They have focused on project management, contracts management, and other key disciplines. Sasol and Marathon Oil also discussed their strategies for managing recruitment in the current environment.
Working Together as a Leadership Team in a Downturn - part 4WorkforceNEXT
This document discusses strategies for managing compensation in the oil and gas industry during an economic downturn. It notes that oil and gas company budgets are projected to decrease 40% in 2015, which will likely drive down overall salary increases to the national median of around 3%. Variable pay pools may decrease as well, so companies should focus rewards on retaining critical talent and differentiating pay based on individual performance. Long-term incentive plans also pose challenges given stock price volatility, so companies will need to adjust grants to balance various stakeholder interests. The key challenge for HR in 2015 will be controlling costs while maintaining a link between pay and performance.
Working Together as a Leadership Team in a Downturn - part 2WorkforceNEXT
This document summarizes a presentation given by Marty Kunz, VP of HR at C&J Energy, about how HR and operations can work together during an economic downturn in the oil and gas industry. Kunz discusses three key areas of focus: 1) using downtime to strengthen training programs, 2) evaluating talent and career development opportunities, and 3) potentially "upgrading" staff by taking advantage of available talent in the current market. The full presentation provides additional context about C&J Energy, its history and services, and emphasizes how downturns can create opportunities to invest in employees and prepare for future growth.
Working Together as a Leadership Team in a Downturn - part 1WorkforceNEXT
This document summarizes a presentation about managing a downturn in the oil and gas industry. It discusses how increased U.S. production led to oversupply and lower prices. Companies have responded by cutting capital expenditures by 46% on average and reducing rig counts and staffing. The presentation outlines Continental Resources' specific actions, including reducing its 2015 capex budget by 41% and prioritizing high-return projects to maintain growth while lowering costs. HR and operations are working closely to navigate the downturn through efficiency gains and workforce adjustments.
Keynote: Navigating Turbulent Waters - An Assessment & Outlook for the O&G In...WorkforceNEXT
The document provides an assessment and outlook of the oil and gas industry given the recent downturn in oil prices. It notes that oil markets were imbalanced by just 1-2% but prices fell over 60%. The US drilling industry is experiencing the worst downturn ever with over 100,000 layoffs reported across the industry so far. The recovery is expected to be U-shaped rather than V-shaped as the supply-driven collapse will require a supply-side solution. Key trends discussed include ongoing workforce reductions, international markets holding up better than the US, and companies with high debt levels facing financial hardship.
The document advertises the WorkforceNEXT conference for HR and talent management professionals in the oil and gas industry. It provides statistics on past attendees, which were over 200 companies and consisted of 43% in talent acquisition roles. Testimonials from past attendees SilkRoad and Phillips 66 emphasize the event's value in networking and learning about solutions to challenges in the industry. The document promotes three WorkforceNEXT live events in 2015 for showcasing solutions to HR leaders in the oil and gas sector.
Talent Acquisition: Case Study PresentationsWorkforceNEXT
Presented by Dora Rodriguez - Manager Corporate Recruiting at Enterprise Products Partners, Kristy Sidlar - Executive Director Human Capital Solutions at Allegis Global Solutions.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
1. NEW STRATEGIES &
SOLUTIONS IN THE
GLOBAL WAR FOR
TALENT
April8-9,2014
u p s t a r t 3 6 0 . c o m / l i v e
2. MISSION POSSIBLE
Hiring, IdentifyingAnd GrowingLeaders
Moderator: Marsha Murray President, Murray Resources
Roger Mosby VP of HR, Kinder Morgan
Melissa Squyres Director of HR, China National Petroleum Corp. USA
Robert Glaspie Leadership Development and Methods Consultant, Ocalm, Inc.
Susan Webb Global HR Director – Surface Technologies, FMC Technologies
3. Hiring Leaders- A Kinder Morgan Case Study
By
Roger C. Mosby
Senior VP, Kinder Morgan, Inc
4. A multi-state Kinder Morgan division organized around
regional vice presidents with business areas managed
by general managers
Rapid growth in this division which had grown from
about 75 employees to over 4,000 in less than 10 years
Growth was primarily by acquisition
General managers were difficult to recruit (and promote
from within the existing structure)
Senior managers couldn’t agree on what a successful
general manager looked like
5. Regional VPs selected who they knew and not
necessarily the best qualified for GM positions
Cross pollination between regions and other areas
of the larger company didn’t exist
There was no real consensus on hiring criteria
Regional VPs generally expected to hire someone
fully trained but didn’t know exactly what that
meant
6. Open positions remained open which resulted in lost
business, festering personnel problems and overwork of
others
There was a lack of recognition of what was the real
problem
There was a tendency to reorganize rather than solve
the problem
There was little internal development taking place which
resulted in turnover
There were no internal candidates ready to move into
GM positions
7. We developed a GM Capabilities Model which
identified the critical skills needed to:
◦ be successful as a GM, and
◦ identify the critical skills needed to advance to a more
senior position
Once developed, the Model was used for
identifying internal and external job candidates
that had a high likelihood of success
The Model was applied to internal candidates that
were being developed for GM and more senior
positions as a measure of progress in development
8. Foundational
Adaptability/Flexibility
Composure
Entrepreneurism
Integrity & Trust
Work Ethic
GM Capabilities Model
Mission Critical
Business &
Financial Acumen
Customer
Relations
Decision Making
Handling
Complexity
Operations
Knowledge
Participative
Leadership
Very Important
Builds/Leads Teams
Communications
Skills
Develops People
Staffing
VP Capabilities
Creativity
Interpersonal
Savvy
Strategic
Orientation
9. Capabilities that are largely inherent in
someone because of their upbringing and life
experiences – they walk in the door with them
Useful for selection/promotional decisions
Not very open to development
10. Capabilities without which the probability of
failure is great
Useful for selection/promotion decisions
Open to development
11. Capabilities with which the probability of
success is increased
Useful in selection/promotion decisions
Open to development
12. These are capabilities which may be resident in
GMs but are critical to the success of VPs
Useful for selection/promotion decisions
Open to development
13. Is not afraid to make a decision under
uncertainty or to modify that decision as may
be appropriate to changing circumstances
Is not locked into only one way of doing things
or accomplishing results
Is willing to entertain and use ideas that may
not have been his/her initial approach to
solutions
Can change directions, approaches, and
objectives on the fly as required
14. Forty five internal candidates were identified as
having the “Foundational” skills and a high level of
“Mission Critical” and “Very Important” skills. A gap
analysis was conducted and an individual program
was developed to improve “Mission Critical” and
“Very Important” skills.
This group was further placed into “Ready Now”,
“Ready in the Immediate Future” (<2 years) and
“Ready in the Future” (2 – 5 years)
Three in the “Ready Now” group were placed in the
first year
15. Definitions of Capabilities were translated into
behavioral based questions and applied to
Director and GM level candidates
Criteria was narrowed in terms of acceptable
candidates
The selection process used objective behaviors
to rate candidates
This resulted in better selection and ultimately
less turnover and more business success
19. Step One- Hire the right people.
Step Two- Identify your high potentials.
Step Three- Develop all of your employees,
with a special emphasis on deepening your
leadership bench.
Step Four- Recognize and Reward!
21. Each high potential employee receives a
development plan split into 3 parts
Assessment
Training and Development
Stretch Assignments
22. High potential employees are our hidden
gems.
As organizations, we have a responsibility to
identify and develop them into leaders at
every level.
The stronger our bench, the more effective
the organization, and the more satisfied the
employees- it’s a win/win.
23. Finding and Growing New Leaders
The Keys to Success
Mission Possible
Hiring, Identifying and Growing Leaders
Presented by Robert Glaspie
Leadership Development Director – Ocalm, Inc.
April 8, 2014
25. Similar Challenges
Generationally; our workforce is rapidly
changing, forcing us to accelerate development.
Globally; demand is increasing, expanding our
business into remote locations with new
markets.
• Larger than normal skill gaps
• Unfamiliar culture
• Vastly different motivators and expectations
26. The West Africa Challenge
Identify a member of the local workforce,
and develop him/her as the leader of a
business unit.
27. First Attempt
Use processes, systems, and tools that were
familiar, and had been successful in the past.
Recreate a leadership style that was familiar,
and had been successful in the US.
28. What critical success factors should I look
for to serve as indicators of an effective
leader here?
Recalibration Question
36. Leadership Transition
“…success or failure
during the first few
months is a strong
predictor of overall
success..”
The First 90 Days
Michael Watkins
36
37. 37Footer04/11/2014
Leadership Transition
1. Transitioning Leader/Manager Meeting
– Clarify expectations
– Agree on accountability
– Agree on expected behaviors
2. Assimilation Process with Team
– Break down barriers
– Increase trust levels
3. Feedback
– Identify ways to gauge success
– Determine channels and criteria
4. Follow-up meeting
– 3-6 month review of expectations
39. June19th WEBINAR
Identifying High-performing Candidates That Will Succeed In Your Organization
Sponsored by: SkillSurvey
July24th MICROSUMMIT
The Westin Houston, Memorial City
• Recruiting And Workforce Analytics
• Hiring High-performing Candidates
• Oil & Gas Salary Benchmark Survey
Sponsored by: Ascende, SkillSurvey
Fall2014WORKFORCENEXTSUMMIT
Premier event focused exclusively on recruiting/talent acquisition, retention and
energy workforce management for Upstream, Mid-Stream and Downstream.
UPCOMING EVENTS
u p s t a r t 3 6 0 . c o m / l i v e
40. WORKFORCENEXTbrings together a high-level community of HR
executives, talent and workforce management professionals, and stakeholders
focused on labor demand issues and challenges in the energy industry.
• How to find & recruit great people in a hyper-competitive market
• How to retain current employees
• How to train, grow, motivate your teams
• How to transfer knowledge from a rapidly retiring workforce
• And how to keep up with ever-growing employment regulations
There are unique differences market-to-market and WORKFORCE NEXT
focuses exclusively on challenges in the oil & gas and energy industries via live
solution-based events where you’ll network with industry leaders.
U p s t r e a m ● M i d - S t r e a m ● D o w n s t r e a m
Learn More: WFN360.com
WORKFORCE NEXT
u p s t a r t 3 6 0 . c o m / l i v e