Succession Planning and the Development of Your High Potentials | Webinar 02.03.15

WEBINAR BROUGHTTO YOU BY:

?What is your most pressing concern about your next generation of leaders?

WHAT YOU’LL TAKE-AWAY

When well managed, 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.

A practical model you can use for selecting participants

for a succession planning or HIPO development program.

How to determine key competencies and development

plans for your high potential employees.

It’s not just succession to the top – it’s getting the right person in place for every job. Some of tomorrow’s key jobs may not even

exist now. Robert M. Fulmer, Growing Your Company’s Leaders

Critical Trends

• Broad market forces

and trends

• Emerging

competencies

• Future job needs –

likely unknown today

• Reduced employee

loyalty

SUCCESSION PLANNING AND THE BOTTOM LINE

ALIGNED with

organization’s strategic

objectives.

ANALYSIS of current and

future capabilities.

FOCUSED on potential

and values.

PERCEIVED as relevant

and real by

participants. Drives a culture of

CONTINUOUS

LEARNING and

development

STRENGTHS

Will our strengths prepare us

for future success?

WEAKNESSES

What steps must we take to

improve or minimize risk?

OPPORTUNITIES

What are our greatest

opportunities for growth?

THREATS

Where are we vulnerable?

ALIGNMENT

Continuous adjustments based on organizational goals

REQUIRE EXECUTIVE INVOLVEMENT

OPPORTUNITIES THREATS

Are our strengths aligned to

take advantage of

opportunities?

Do our weaknesses stand in

the way?

Where are we vulnerable?

Can we influence or control

biggest threats?

Market-driven or

competition?

Lack of talent or not the

right talent?

What are our greatest

opportunities for growth?

Deciding Whom to Groom

CAPABILITIES

Self selection, assessments, observation

EVALUATING READINESS

LOW SELF AND HIGH OTHERS

• Under utilized skills

• Motivation to excel may be

issue - career goals may not

be aligned with area

HIGH SELF AND HIGH OTHERS

• Areas of true strength

• Focus for development

• Opportunity for major gains in

productivity and career

growth

HIGH SELF AND LOW OTHERS

• Blind Spots

• Substantial need for coaching

• Opportunities for significant

career conflict and disaster

LOW SELF AND LOW OTHERS

• Areas to avoid and move away

from to the extent possible

• Coach techniques to minimize

potential career harm

5

5

4

4

3

1

2

1 2 3

High

High

Low

PERFORMANCE RATINGS OF SELF AND OTHERS

OTHERS

SELF

POTENTIAL

Understanding of current and future trends for organization.

CURIOUSITY, INSIGHT, ENGAGEMENT, DETERMINATION

LOW

PERFORMANCE

AND

HIGH POTENTIAL

HIGH

PERFORMANCE

AND

HIGH POTENTIAL

HIGH

PERFORMANCE

AND

LOW POTENTIAL

LOW

PERFORMANCE

AND

LOW POTENTIAL

5

5

4

4

3

1

2

1 2 3

High

High

Low

PERFORMANCE TO POTENTIALPOTENTIAL

PERFORMANCE

RELEVANCY

Communicate the why, how and when.

CLEARLY DEFINE STANDARDS, REQUIREMENTS AND

COMPETENCIES

Managers need to stretch, challenge, and coach their high-potential employees…

Without multi-dimensional dialogue about these issues, managers tend to hold on to their high-potential people instead of helping them along an intentional developmental pathway.

High-potentials then may interpret this as a lack of company support and will be inclined to look elsewhere.

Ron Ashkenas,The Paradox of High Potentials

Harvard Business Review

LEARNING

A learning culture has five key elements.

HOLISTIC THINKING, INTEGRATED LEARNING, CHANGE

CAPACITY, COLLABORATION AND COMMITMENT

Supervisory and Team Lead

HIGH POTENTIAL EMPLOYEES

Managing

NEW MANAGERS AND NEWLY

PROMOTED

Advanced Leadership

MID AND SENIOR LEVEL MANAGERS

Executive Development

SENIOR DIRECTORS AND

VICE PRESIDENTS

DEVELOPING LEADERS AT ALL LEVELS

EXPLORATION

CONSIDERATION

TRANSITION

ADOPTION

SUCCESSION PLANNING PHASES

Succession PlanningPhases Pre-Promotion Post-Promotion

Consideration Exploration Transition Adoption

Focus Selection Roles and

Responsibilities

Processes and

Procedures

Professional

Identity

Information

Time Frame 1+ Year 1 Year or Less 1st 100 Days 6-18 months

Activities • Seminars

• Informational

interviews

• Job shadowing

• Focus groups

• Training

• Acting

Manager

• Job

Rotation

• Project

Manager

• Training

• Mentoring

• Networking

• Training

• Mentoring

• Feedback

• Peer

Evaluation

A Succession Plan for First Time Managers, Maria Plakhotnik and

Tonette S. Rocco, T&D Magazine, December 2011

CREATING MENTORING PROGRAMS THAT WORK!

Course: Mentoring: Creating a Mentoring Program

Course: Mentoring: Why a Mentoring Program

Creating a Framework for Execution

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