1. Succession Plan

2. Workshop Description
Provides a comprehensive overview of Succession Planning and guidelines to address your needs
Provides details to prepare and implement a succession planning system

3. Workshop Objectives To understand your role in succession planning
To clarify the importance of an organization's Succession Planning System
To identify and analyze critical positions requiring backups on a temporary or permanent basis
To learn how to compare individual appraisals of past and present performance with assessments of future individual potential
To examine methods of grooming high-potential employees for advancement by narrowing developmental gaps between present performance and future potential

4. Gain Buy In
Gain buy in from key stakeholders to sustain organizational support
Form committees to ensure the planning, implementation and follow-up is successful
Board Members and Executive Level Staff
The Guiding Coalition
HR Team and Individual Responsibilities
Managers
Potential Leaders and Employees

5. Your Role In Succession Planning
As a manager, it’s your role to ensure:
Identify key replacement needs and the high-potential people and critical positions to include in the succession plan
Clarify present and future work activities and work results
Compare present individual performance and future individual potential
Establish individual-development plans (IDPs) to prepare replacements and to develop high-potential workers

6. Definitions
Succession planning is defined as "any effort designed to ensure the continued effective performance of an organization, division, department, or work group by making provisions for the development and replacement of key people for key positions and work activities over time" (Rothwell, 1994, p. 5).

7. Need for Success Planning
Need for future growth and skill development
Proactive approach to fill key potential vacancies
Aligns mission with workplace planning strategy

8. Just-in-Time (JIT) Approach to Building the Leadership Pipeline
Select
Hire
Advance and Promote
Recruit
Evaluate Results
Retain
Develop
Train
Classify jobs
Manage Performance
Transfer Knowledge
Compen-sate

9. Integrated Approach to Building the Leadership Pipeline
Workforce & Succession Planning
Competency Model
Recruitment, Selection, Hiring
Training & Development
Promotion & Career Mobility
Retention
Knowledge Management
Compensation
Program Evaluation

10. Why the Integrated Approach
Many ways to build leadership pipeline
Because all aligned with strategic plan, workforce plan, competency model, and/or other frameworks, aligned with each other
Pipeline larger to meet demand for more talent

11. Integrated Approach Program Evaluation Workforce & Succession Planning
Recruitment, Hiring and Selection
Promotion and Career Mobility
Retention
Competency Model
Training and Development
Knowledge Management

12. Who’s in the Pipeline First Line Supervisors Middle Managers
High Potentials and Replacement Pool for Senior Managers
All Employees?
Technical Specialists
Time

13. Expanding the Pipeline
Cascading leadership succession planning
Needs for competency development
Employee demand
Retention
Leadership defined as a competency that employees at all levels are expected to develop
Cascading the impact of leadership succession
The need to fill vacancies at lower levels when senior managers are promoted
Demonstrated needs for competency development
Assessments show that competencies of current managers and supervisors fall short to fill positions
Employee demand
When employees see senior managers are being developed, they ask for comparable opportunities
Retention
The opportunity to develop skills and competencies that may lead to future advancement is for many employees a motivator and a retention factor
Leadership defined as a competency that employees at all levels are expected to develop
By providing a common framework, a leadership culture of competence is embraced by all employees

14. Five Questions to Ask? Who’s in the leadership pipeline?
What are the most pressing developmental needs?
How are these needs being met?
What is the impact?
How are the efforts to build the leadership pipeline being evaluated?

15. Succession Planning Process
To create a system for succession planning that meets the needs of the organization and provides career growth opportunities for individuals based on their readiness, talent, and skills.
To identify key leadership competency behaviors, skills, and knowledge needed to prepare high potentials for future key leadership roles.

16. Talent Management
Talent management improves the skills and talents of and increases the performance of your team
Team members enjoy the feeling of personal growth and satisfaction that comes from the opportunity to develop their skills and better contribute to their team

17. Job/Analysis Competency Development
Measure Results
Hiring/Selection
Employee Retention
Leadership Development Process
Succession Planning
Talent Management Strategy
Performance Management
Career Development
360 Degree Feedback

18. Definition of Succession Planning
“Succession planning is a means of identifying critical management positions starting at manager and supervisor levels and extending up to the highest position in the organization.”
William J. Rothwell
Effective Succession Planning (2001)
Succession planning should not and must not stand alone.
It must be paired with succession management which creates a more dynamic environment.

19. Succession Planning and Management
A deliberate and systematic effort by an organization to:
ensure leadership continuity in key positions
retain and develop future intellectual and knowledge capital
encourage individual advancement
Integrated into the HR System
Succession Planning is managed to ensure success
Should also address the needs for critical backups and individual development in any job category

20. Succession Planning Do you have an established succession plan?
Replacement versus Succession Planning
Do they have the skills and experience need to fill critical positions?
Is your organization prepared for the coming exodus of highly trained and knowledgeable baby boomers in the coming years?
Do you have an established succession plan to ensure the vitality and success of your organization in the future?
You might be thinking to yourself, "Well, we thought that Bill would be a good replacement for Mary when she retires in a year. We've got that position covered..."
It's great to have a replacement in mind for a soon to depart team member, however, this is only one part of what succession planning actually entails. This is called Replacement Planning. Don't get us wrong, you are on the right track, but you can do much better.
While replacement planning only identifies an individual to fill a looming job opening, Succession Planning is a holistic approach that focuses on identifying individuals who are a good fit for promotion and subsequently developing their knowledge, skills, and abilities to prepare them for success in their future position.

21. Succession Planning Components
Leadership Support
Gain Buy-in from Senior Management
Identify Top Leadership Experience, Education, and Job Experience
3. Identify High Potential Successors
Establish nomination criteria.
Experience, Education, Manager/Mentor Recommendation
2. HR Audit
Develop a Pool of High
Potential Candidates
Monitor and Evaluate Progress and Results
Make Adjustments
Integrated Leadership Development
4. Identify Successor Developmental Needs
Identify skills gap, set goals, create development plan
Determine measurable goals and outcomes
1. Replacement Planning
Identify Readiness of Successors for Key Positions
Review Performance and Development with Key Management Staff
Selection Criteria
Reviewing each successor and compare to other potential successors
Time in current position
Performance
Readiness for advancement
Potential to move to a new position
Development required
Successor Development Plans
Define development strategies
Identify successor’s developmental needs
Create individual developmental plans (IDP’s)
Tie development planning to the Leadership Strategy Initiative
Provide coaching and feedback
Monitor and track performance results
Stress model is based on GE and Motorola and other large companies.
5. Create Development Opportunities
Developmental Activities/Projects
Mentoring/Coaching
Create a Leadership Succession Plan

22. Establishing a Succession Plan
Understand the critical position being vacated - what are the requirements of the job
Benchmark the job against future job requirements
Determine what the ideal candidate will look like
Evaluate potential replacements
Determine their performance and potential readiness level
Establish a Development Plan and Goals
Implement development plan
Provide Coaching and Feedback
Track and Monitor the plan

23. Steps in Succession Planning Process
Gain Buy-in from Senior Management
Identify succession planning purpose and goals.
Assess the organizations current and future business strategy and top leadership replacement needs.
Identify and analyze key positions.
Assess candidates against job and competency requirements.
Identify development strategies.
Define succession planning process and procedures.
Communicate and implement succession planning.
Collect information from employees regarding their career interests and expertise.
Assess employee competencies.
Create individual development plans.
Select people to potential fill positions.
Develop, select, and schedule training and development programs.
Monitor progress.
Measure and evaluate outcomes.

24. Succession Planning Policy
Identifying those employees who have the right skills to meet the challenges facing the organization
Evaluate the quality and “readiness” of named successors
Define development requirements and implement development plan
Review performance and development with key management staff
Make recommendations
Monitor and evaluate progress and results

25. Human Resource Assessment
Defines the leadership needs of the organization
Identifies qualification of successors and assesses employee capability and readiness to various positions
Helps designate a talent pool of candidates qualified for specific positions
Defines the developmental needs, competency and education requirements

26. Checklist to Succeed
 Part of an overall organizational culture strategy to develop managers at all levels.
 Ongoing commitment of high-level management.
 Part of an integrated HR process
 Identify what skills the organization will need in 5, 10 or 15 years
 Critical positions must be identified and included in the Company's Succession Planning program
 Analyze the workforce and identify who will be eligible for retirement within the next five years

27. Checklist to Succeed
Managers need to identify the responsibilities, skills and competencies that will be needed by their replacements
 Identify high-performers almost ready to step into those critical positions
 Identify specific behaviors, skills and values that leaders to succeed now and in the future.
 Use Assessment tools to make accurate leadership placement and development decisions.
 Establish a system for communicating succession planning information

28. Checklist to Succeed
Identify a systematic approach for identifying, nominating and selecting potential successors
 Review background information on potential successors, such as education, experience, skills, appraisals and potential
 Determine training and development requirements of potential successors
 Develop skills of potential successors through work experiences, job rotation, projects and other challenging assignments
 Establish a system for monitoring candidate's development plan progress by senior management
 Succession planning must include a system for providing feedback and encouragement to potential successors

29. Succession Planning
Identify High Potentials
Create a Development Plan
Implement the Plan
Track the Plan
Conduct Yearly Calibration Discussions with Your Manager, and HR to determine Readiness

30. Critical Position Profile
Interview someone in a current leadership role to determine their job requirements now and in the future.
This provides a profile of a successful candidate for this position

31. Successor’s Profile
Identify a successor’s job profile and experience to determine their current level of proficiency

32. Conduct a Gap Analysis
Analyze the potential successor’s experience level and compare to the advanced level job requirements

33. Define High Potential Characteristics
Results Driven – has completed many challenging assignments
People skill – Influences, motivates, works with a wide range of people.
Mental ability – Street smart, asks insightful questions
Lifelong Learning – seeks challenging opportunities for new knowledge, learns from successes and failures
Integrated thinking – Links ideas, sees essence of problem
Flexible – Adjusts priorities, takes risks, embraces change
Energy – gets energy from work and energizes others

34. Replacement Planning Process
High potentials nominated as successors by managers, or Senior Management
 Senior management review the recommendations and make revisions
An HR executive advisory group discusses replacement skill level, readiness, and potential to get a fairly accurate judgment of a person’s capability
Recommendations made for potential replacement opportunities

35. Employee Input
Identify employee’s career interests, qualifications, and future job promotion interests on an employee input form
Track employee career interests and skill qualifications for future job opportunities
Career development discussions between managers and employees become part of the formal performance appraisal process

36. IDP Activity: Complete an IDP
Fill out the following form on an individual of your choice from your organization.
That person should be a “high potential”, someone who has the capability to advance to higher levels of responsibility and or develop increased proficiency in competence.
The form should indicate how you will help this person narrow the gap between how they presently perform and what he or she must do to qualify for advancement to a critical position.

37. IDP Activity: Complete an IDP
Fill out the following form on an individual of your choice from your organization.
That person should be a “high potential”, someone who has the capability to advance to higher levels of responsibility and or develop increased proficiency in competence.
The form should indicate how you will help this person narrow the gap between how they presently perform and what he or she must do to qualify for advancement to a critical position.

38. Leadership Development
Mentoring for Success
360 Feedback
Leadership Academy
Performance Management
Training & Development
Competency Assessment
College Degrees

39. Development Strategies
Identify career paths for future career growth
Identify competencies and assess strengths and areas for development
Have employees create a career profile and identify development plans
Mentor and coach employees
Provide ongoing feedback
Discuss career goals with employees
Develop a promotion from within policy
Because change is just as prevalent in the nonprofit sector as it is in the business world, nonprofits need to provide training and education as a means of equipping workers with the tools required to adapt to changing skill requirements, organizational shifts and an increasingly complex environment.

40. Leadership Development Program

41. Development Opportunities
Formal Training
Advanced Degrees
Certificate Programs
Elearning
On-the-Job Training
Work Experiences
Team Development
Temporary Assignments
Coaching
Formal Mentoring

42. Leadership Model

43. High Potential Leadership Development
Skill building
Degree programs
Leadership scholarships
Extraordinary leader program
Management classes
Relationship building and knowledge
Executive retreat
Administrative manager/executive events
Management meetings
Leadership luncheons

44. Leadership Development Approach
Executive Managers
Administrative
Managers
Middle Managers
Professional
Technical
Skill Building
Extraordinary
Leader
Scholarships
Degree Programs
Management Development
Knowledge and Relationship Building
Executive Retreat
Executive Events
Exec/Admin events
Management Meetings
Leadership Luncheons
= Target audience
= Also invited

45. Identify and prioritize their greatest development needs
Types of Training
Formally educate employees on business issues, accounting practices and ethics
Identify and prioritize their greatest development needs
Invest wisely in training employees to carry out the mission
increasingly important for nonprofits to formally educate their employees on business issues, accounting practices and ethics to remain compliant with evolving legislation and tax codes.
Tight budgets require organizations to identify and prioritize their greatest development needs. Nonprofits should offer only the training that will provide the most bang for their buck, as identified through structured and targeted needs analysis
Nonprofits that invest wisely in their organizations through the strategic development and training of their employees find they are stronger and better equipped to carry out their missions.

46. Coaching and Mentoring
Coaching is provided when performance needs improvement and is focused on job performance. Coaches helps individuals improvement performance
Mentoring is provided to help individuals grow in their professional experience.
Mentors provide one-on-one coaching to help Protégé’s identify areas that need development and establish goals.
Mentors provide guidance, support, feedback, direction, and share their experiences to help Protégé’s be successful in their current and future role.

47. Tracking Successors Methods available: Competency Assessment
Performance Appraisal
Mentoring Program
Career Experience and Development Activities
Training Records
360 Feedback

48. Measure Success Define measurable goals during the planning stage
Track goals regularly
Adjust goals when needed
Analyze progress and take corrective steps to improve goal performance
Analyze readiness, potential, performance, and replacements, employee morale, organizational culture, turnover, loss of talent, etc.

49. Building Your Leadership Pipeline
Planning Model

50. Building Your Leadership Pipeline
Engage senior leaders
Identify leadership competencies leaders
Assess developmental needs
Create leadership development strategy
Use Individual Development Plans (IDPs)
Tap into talent pool of eligible employees and recruit
Don’t let cost keep you from building the pipeline

51. Succession Planning Software
Database tools for registering participants, assessing needs, determining the gaps, identifying areas for improvement, creating development plans, providing on-going feedback, identify progress, and tracking and measuring results.
Administrative tools help you manage the process, send s, monitor progress, run reports, and maintain user information.