Succession Planning Results Company

NAAAHR SUCCESSION PLANNING: THE EFFECTIVENESS OF A LEADER IS MEASURED BY THE DEVELOPMENT OF HIGH PERFORMERS www.resultstrainingcompany.com 1

Itinerary What Makes a Good Leader? Succession Planning Defined. The Necessity of Succession Planning. The Nine Steps of Comprehensive Succession Planning. Diversity In Succession Planning. 2 Results Company Copyright 2010

Leading well is not about enriching yourself, but about empowering others. Don’t fall prey to the Barriers to Empowerment: Fear of Loss of Job Security: Many people hoard information and responsibility from others to maintain their own job security. Change is often uncomfortable. Requiring growth and improvement equals change for the leader and team member. Those with low self-worth cannot empower others, because they don’t recognize the power that they have within. Empowerment is rewarding for everyone: Empowerment creates better performers and overall better performance for the entire team. It also encourages retention of your star players. Leaders must embrace change in order to improve and grow as leaders. Effective leaders are, in fact, change agents. Secure leaders are recognized and respected. They are honored for the star team that they develop. 4 Results Company Copyright 2010

Succession Planning is… a strategic system to ensure that the Organization has a steady pipeline of High Performance talent that will meet the needs of critical roles of the organization now and in the future. 5 Results Company Copyright 2010

Traditionally, succession planning focused on merely on finding replacements for top three levels of management below the CEO. CEO Successor Ready? Successor Ready? Successor Ready? 6 Results Company Copyright 2010

Unlike yesterday, today, Succession Planning is continuous and inclusive, not simply an annual process. Effective Succession Planning consists of -Succession -Progression -and Development 7 Results Company Copyright 2010

Progression is the actual tracking of the pathways in career development and consists of: ,[object Object], and experiences requires ,[object Object], pathways of careers ,[object Object], mentor relationships 9 Results Company Copyright 2010

Development is the implementation of skills, knowledge and experience growth and consists of: ,[object Object], opportunities ,[object Object]

As managers and small company 0wners, There still exists the need to replace critical roles and responsibilities and retain knowledge. Oftentimes the need is greater in smaller organizations since there are fewer individuals carrying multiple and major responsibilities. 11 Results Company Copyright 2010

Recruiting and retaining leaders will become an economic and strategic challenge. The average college graduate will change jobs five times in his or her career. Within the next decade, this norm will probably increase to seven job changes. 15 Results Company Copyright 2010

The Average Tenure of Employees Working at Organizations in Professional Service Capacity in the United States is 3 years. The Average Tenure of Employees Working at Organizations in the United States is 4 years. 16 Results Company Copyright 2010

Why Is Succession Planning So Important Now? The workforce is shrinking-for every two hires that leave only one Enters. 60% of new jobs require skills that are possessed by only 20% of the Workforce. There is high employee discontent. 54% are not engaged The recession shuffle - massive layoffs will require Workforces to reorganize. 17 Results Company Copyright 2010

Ensure that everyone, especially leadership is on the same page. Nothing dies faster than an organizational effort that does not have leadership buy-in. In order to reach and influence a maximum number of managers and employees ensure that leadership understands and supports the succession plan. A sure way to test whether a succession plan is owned by leadership is to assess whether any rewards or consequences are linked to it. 20 Results Company Copyright 2010

Identify the Important Positions, Skills AND People that you have and need. Due to their diverse ability to exceedingly perform in multiple areas, star performers give you the luxury Of moving them around to a variety of needed positions. Ensure that focus is on star performers in addition to star positions, so that your most vital players don’t walk out of the door. 21 Results Company Copyright 2010

Develop a Competency Model that best serves your entire organization. Start by observing your top ten critical human assets. Identify the skill sets that they possess. Identify your top core competencies of your organization. Rank your staff based on the top of your organization. core competencies Identify your high performers based upon your competency model. 22 Results Company Copyright 2010

Build a Hierarchy that maps how positions and people are to travel within your organization. Paths should exist to clearly display the connection between positions within your organization. The hierarchies should be simple enough for all employees to understand. Globalized Architecture that connects everything for all employees should be available- linking performance review scores, goals, possible promotions, etc.. Nothing should stand alone. Everything should be connected in a meaningful way. 24 Results Company Copyright 2010

High Performers should have updated, comprehensive profile pages. ,[object Object]

Competency Profile and Strengths

Risk (Vulnerability) Assessment

Technology can be your best friend for Succession Planning… Technology can be used to seamlessly organize your data. Web-based systems seem to offer great potential for worldwide access and large-scale integration of data. People, Positions and Paths can be found all in one place and integrated in a meaningful manner. Reports can reveal retention/ gap risk areas People performance can be displayed among core competencies. 27 Results Company Copyright 2010

Develop a Central Repository. What information is most pertinent to your organization and operation? The majority of information and projects should be managed and stored in a central repository. A centralized knowledge system empowers the team to continue work as seamlessly as possible when an employee exits. Consistent and regular updates to the central repository should be a general process for all employees to follow, not only leadership. 32 Results Company Copyright 2010

Identify Current and Future Gaps for Critical Employee Paths that will not be easily filled and develop a Strategy to fill them. ,[object Object]

Identify target locations for the assets at risk- internal teams, external companies, organizations, etc.

Develop Your Stars for Future Positions. If you are a manager, you don’t have to wait for leadership to develop your team. Build you bench strength. Some of tomorrow's key jobs may not even exist now. If a firm plans to double in size in five years, they will need more talented managers. Don’t underestimate the importance of succession planning for front line employees. 35 Results Company Copyright 2010

As a manager, nothing gets through you. You hoard all of the information and vehicles to get anything done. You pull the ultimate trigger on everything. “My job is secure.” 38 Results Company Copyright 2010

As a manager, things permeate.. You give, but only as absolutely needed to get the assigned task completed. “I’ll give it to you, but only if you absolutely need it to finish this project at hand..” 40 Results Company Copyright 2010

You professionally develop your staff strategically.

You pour out of yourself to others around you- above, below and laterally.

You encourage the same behavior for your staff.

Exponential growth is recognized among your team throughout the entire organization.

Succession Planning Results Company

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (20)

Similar to Succession Planning Results Company

Similar to Succession Planning Results Company (20)

Recently uploaded

Recently uploaded (20)

Succession Planning Results Company

Editor's Notes