1. The Role of Human Resource Management in the Evolution of Organizational Leadership Dr. Rita Martinez-Purson Dean of Continuing Education University of New Mexico

2. Being on the Cutting Edge Takes Strong Proactive Leadership  Visionary leadership  Technological literacy  Sophisticated understanding of global markets  Fluency in multiple cultures  Entrepreneurial skills  Fundraising skills  Extensive networks of varied relationships  Ability to lead changing and complex organizations  Skill in collaborative decision making and teambuilding  Effective communication skills, including negotiation

3. Challenges  Leadership is scarce  There is Increasing competition for talent  Knowledge can “walk” if it’s only “between the ears”  Geography makes a difference  Loyalty is more of an issue now  Younger workers have different demands  Internet has enhanced the mobility of talent  Headhunters now have more savvy, clout  Non-stop organizational change

4. Opportunities  The art of succession planning and management is ever-evolving  Opportunities for employee and leadership development are increasing exponentially  The internet and other networks provide opportunities to seek and find new talent  We can utilize creative ways to become employers of choice

5. What is Succession Planning and Management? A deliberate and systematic effort that ensures:  Leadership continuity in key positions  Retention and development of intellectual capital for the future  Encouragement of individual advancement

6. Succession vs. Replacement Succession Plans  Long-term: 12-36 months  Focus on future leadership  Develops leaders capable of filling multiple assignments Replacement Plans  Short term: 0-12 months  Focus on immediate needs  Develops back-up staff for key positions We apply specific procedures to insure that talent is identified, developed and retained:

7. Traditional Approaches to Meeting Succession Needs In  Up  Down  Across  Progress in Place (career ladders) Out

8. Roles and Involvement  Leadership Champions  Human Resources Team  Dialogue Teams within organization  Internal employees identified for possible succession  Outside facilitators, recruiters  Other outside organizations as sources for recruitment

9. I. Planning: Internal Discussions 1. Succession needs and priorities 2. Environmental Scan 3. Work functions: now and in future 4. Demand: Staffing level, skills, titles 5. Supply: likely availability of workers 6. Gaps: priority needs 7. Solutions: what specific actions will you take to address the priorities?

10. Next: Identify potential internal candidates  Quality performance review process that assesses Skills, Knowledge, Abilities and Potential Promise for key positions  Inquiry as to level of interest in advancement to key positions

11. Internal Candidates Advantages  Provides rewards and incentives for great employees  Cost effective  Morale-boosting Disadvantages  Organizational inbreeding  Possible infighting or jockeying for position  Heavy load on training and development

12. II. Implementation of the Succession Plan  Conduct Succession Planning Training for the organization’s leaders  Analyze critical skills and the workforce  Address critical skills shortages

13. “It is critical that jobs identified for succession have specific opportunities and characteristics related to development…(we need to) employ a wide range of developmental activities to engage leaders and extend their capabilities.” – Fulmer and Conger, Growing Your Company’s Leaders

14. Development of Internal Candidate Pool  Recruiting, Selection and Orientation Processes  Performance Management, including 360 degree feedback and goal setting ***  Mentoring and Coaching  Training and Development Programs ***  “Emerging Leaders” and “Advanced Leaders” development programs  Career ladders  Promotion, Rewards and Recognition, Merit Pay ** *** Used more frequently in “best practice” organizations

15. Start by understanding your organization’s mission, values and its core competencies.

16. What are your organization’s Core Values and Competencies?

17. Examples of Core Company Competencies Dell Computers  Integrity and Trust  Intellectual Acumen  Business Acumen  Command Skills  Technical Skills Dow Chemical  Initiative  Innovation  Interpersonal effectiveness  Leadership  Learning  Market Focus  Teamwork  Value Creation

18. What are the Core Leadership Competencies needed for your organization?

19. Example of Core Leadership Competencies: Eli Lilly and Company  Model the values  Create external focus  Anticipate change and prepare for the future  Implement with quality, speed and value  Achieve results with people  Share key learnings

20. Human Resource Development Components  Training: Based on skills, knowledge and abilities in present job  Development: Preparing for future responsibilities  Organizational Development: Planning interventions to enhance organizational effectiveness  Career Development: Planning and managing career stages

21. Assessing Potential: Examples Dell Computer ranks employees on a 5- pt. scale:  Promote  Develop in place  Contribute in place  Manage out of position  Are too new to call Eli Lilly Co. ranks employees according to 3 key criteria:  Performance  Learning agility  Derailment factors

22. Career Development is where career plans are developed, implemented and tracked  Employee self-assessment  Employee development systems  Individual coaching/counseling  Job matching systems

23. What criteria would you use to assess whether an employee is a “rising star” in your organization?

24. What path forward would you take to further the career development of your “rising stars”

25. Spend 80 percent of your time on the most promising 20 percent of the potential leaders around you.

26. Mentoring  Select people with compatible values  Choose people whose potential you genuinely believe in  Determine what they need  Evaluate their progress constantly  Be committed, serious, and available to the people you mentor

27. All good leaders have a dream. We share it by:  Modeling  Mentoring  Monitoring  Motivating  Multiplying (lessons and teaching) - John C. Maxwell, Developing the Leaders Around You

28. II-B: External Applicants Sources may include:  Former employees  Referrals from colleagues and employees  Previous applications  Professional associations  Internet applicant pools  Search firms and agencies  Advertising and walk-in applicants

29. Decision: Internal or External? Depends on  Organization’s needs, culture and philosophy  Geographic location  Labor pool for level of positions to be filled  Pay and benefits  Time and budget constraints  Affirmative Action goals  Labor Union obligations

30. III. Evaluation Make your succession planning efforts a learning opportunity.  Evaluate the success of job filling goals  Evaluate whether planned career development has taken place  Learn from the data and continually adjust the succession plan

31. A Final Word of Advice: Become an Employer of Choice Become an employer of choice by:  Ensuring work-life balance  Providing opportunities to learn and advance  Giving incentives for top performance  Keeping “spirit” in the workplace  Having a participative environment where everyone feels they are a key contributor to something important

32. Further information… Growing Your Company’s Leaders: Robert M. Fulmer and Jay A. Conger Developing the Leaders Around You: John C. Maxwell Winning the Talent Wars: Bruce Tulgan Career Planning and Development William J. Rothwell, et al. Effective Succession Planning: William J. Rothwell. Email: rmpurson@unm.edu