HRTALENTPRO

Talent Management
Key For Success

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 Agenda

• Purpose
• Benefit
• Workforce Forecasting
• Link to Performance
• Gain Buy-in from Senior Leaders
• Develop a Process
• Future Recommendations

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 Purpose

• Dwindling pool of
candidates
• Leanness of the
organization
• Lack of qualified internal
candidates
• Increased demand and
lack of incentives
• Lack of a Formal
Leadership Development
Process

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 Benefits

 Leave a legacy behind as good employer

• Provide a Development Plan for Top Critical Positions
• Increased Leadership/Employee/Student Satisfaction
• Ability to measure leadership outcomes tied the
strategic plan competencies, performance
• Create a pool of high quality leaders to fill critical
positions
 Satisfy parents and community with high quality
leadership

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 Workforce Forecasting

• Conduct a long and short term workforce forecasting plan to identify the
workforce needs.
• Conduct a study to determine the environmental changes, trends
expected in 2, 5, 10 years
• Create a workforce plan spanning 2, 5, 10 years out
• Define the critical replacement positions, potential for recruitment -
internally and externally
• Define career development needs for positions involved

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Link to Performance

• Implementing a performance management system

builds leadership accountability

– Identify Performance Indicators

– Define Leadership Competencies
– Identify Leadership Standards of Performance
– Identify Measurable Indicators and Evaluate Outcomes

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 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

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 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

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 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

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 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

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 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).

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 Need for Success Planning

• Need for future growth and skill

development
• Proactive approach to fill key potential
vacancies
• Aligns mission with workplace planning
strategy

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 Just-in-Time (JIT) Approach to Building the
Leadership Pipeline

Select Hire
Advance and
Promote

Recruit Evaluate
Retain Results

Develop
Train
Classify
jobs

Manage
Performance
Transfer
Knowledge

Compen-
sate

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 Integrated Approach to Building the
Leadership Pipeline

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Program Evaluation

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 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

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 Integrated Approach

Program
Workforce & Recruitment, Evaluation
Succession Hiring and Promotion and
Planning Selection Career Mobility Retention

Competency Training and Knowledge

Model Development Management

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 Who’s in the Pipeline

First Line
Supervisors
Middle
High Potentials and Managers All Employees?
Replacement Pool for
Senior Managers
Technical Specialists
Time

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 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

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 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?

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 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.

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 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

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 Job/Analysis
Competency
Measure
Development
Results Hiring/Selection

Leadership Employee
Development Retention
Process

Succession Talent Management Strategy Performance

Planning Management

360 Degree Career

Feedback Development

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 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.

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 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

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 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?

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 Succession Planning Components

Leadership Support
2. HR Audit Gain Buy-in from Senior Management 3. Identify High Potential
Develop a Pool of High Identify Top Leadership Experience,
Education, and Job Experience Successors
Potential Candidates Establish nomination criteria.
Experience, Education, Manager/Mentor
Monitor and Evaluate Progress and Results
Make Adjustments Integrated Recommendation

Leadership 4. Identify
1. Replacement Development Successor
Developmental
Planning
Identify Readiness of Successors
Needs
for Key Positions Identify skills gap, set goals, create
development plan
Review Performance and 5. Create Development Determine measurable goals and
Development with Key
Management Staff Opportunities outcomes

Developmental Activities/Projects
Mentoring/Coaching
Create a Leadership Succession Plan

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 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

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 Steps in Succession Planning Process

1. Gain Buy-in from Senior Management

2. Identify succession planning purpose and goals.
3. Assess the organizations current and future business strategy and top leadership
replacement needs.
4. Identify and analyze key positions.
5. Assess candidates against job and competency requirements.
6. Identify development strategies.
7. Define succession planning process and procedures.
8. Communicate and implement succession planning.
9. Collect information from employees regarding their career interests and expertise.
10. Assess employee competencies.
11. Create individual development plans.
12. Select people to potential fill positions.
13. Develop, select, and schedule training and development programs.
14. Monitor progress.
15. Measure and evaluate outcomes.

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 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

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 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

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 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

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 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

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 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

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 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

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 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

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 Successor’s Profile

• Identify a successor’s job profile and

experience to determine their current
level of proficiency

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 Conduct a Gap Analysis

• Analyze the potential successor’s

experience level and compare to the
advanced level job requirements

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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

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 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

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 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

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 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.

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 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.

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 Leadership Development

• Mentoring for Success

• 360 Feedback
• Leadership Academy
• Performance Management
• Training & Development
• Competency Assessment
• College Degrees

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 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

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 Leadership Development Program
HIgh Potential

Leadership Development

Training Work Experience Coaching Career Development

Leadership Workshops OJT Formal Mentoring Career Paths

Orientation Job Rotation Informal Mentoring Career Planning

Professional Development Internships Senior Leader Coaching

Advanced College Degrees Special Assignments Networking Groups

Senior Staff Meetings Special Projects Farm Teams

Conferences and Workshops Team Projects

Learning Communities Replacement Assignments

Technical Skill Training

Inservice Training/Leadership Lunches

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

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 Family Independence Agency
Leadership Model
Leadership Academy Model

Mentor and Supervisor

Action
Developmental Learning
Learning
Assignments Forums

Individual Development
Plan

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 High Potential Leadership Development

Relationship-
building and
Skill building knowledge
•Degree
•Executive retreat
programs •Administrative
•Leadership
manager/executive
scholarships
events
•Extraordinary leader
•Management
program
meetings
•Management classes
•Leadership
luncheons

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 Leadership Development Approach
  Executive Administrative Middle Professional
Managers Managers Managers Technical

Skill Building

Extraordinary        
Leader    
Scholarships        
         
Degree Programs        
          = Target audience
Management        
Development       = Also invited

Knowledge and Relationship Building

Executive Retreat        
   
Executive Events        
 
Exec/Admin events        
     
Management        
Meetings        
Leadership        
Luncheons
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 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

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 Coaching and Mentoring QuickTime™ and a
TIFF (Uncompressed) decom
are needed to see this pictu

• 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.

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 Tracking Successors

• Methods available:
– Competency Assessment
– Performance Appraisal
– Mentoring Program
– Career Experience and Development
Activities
– Training Records
– 360 Feedback

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 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.

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 Building Your Leadership Pipeline

Planning Model

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 Building Your Leadership Pipeline

2. Engage senior leaders

3. Identify leadership competencies leaders
4. Assess developmental needs
5. Create leadership development strategy
6. Use Individual Development Plans (IDPs)
7. Tap into talent pool of eligible employees and
recruit
8. Don’t let cost keep you from building
the pipeline

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 Next Steps:

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 HRTALENTPRO 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 emails, monitor progress, run
reports, and maintain user information.

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 About the presenter:

HRTALENTPRO
• Helping clients develop Talent Management Solutions to help a build healthy work environment, happy
employees who love what they do, and connecting their passion to job success that help to support
organization vision and mission.

• Hiring and Selection - Get the RIGHT PEOPLE on the bus

• Employee Retention - Keep the RIGHT team members on your bus.
• Employee Career Development - Maximize possibility by tapping potential areas of growth.
• High Potential Talent Pool - Identify and develop top talent potential for critical positions
• Personal Accountability - Core value for achieving goals and performance results

We provide:

– Assessment tools for hiring and selection, behavioral styles, values, and job fit inventory
– Competency Development, Job Analysis Profile, and Assessment Instruments
– 360 Feedback Assessment
– Development Planning and Goal Setting
– Career Development Library
– Succession Planning
– Mentoring Programs
– Performance Management
– On-line Talent Management Software
– Training Programs

Nancy Rehbine Zentis, Ph.D. can be reached at 954-3412522, email: Nancy.zentis@resultsthroughpeople.org, www.resultsthrough
people.org

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 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

Back Next
 Effective People Development Strategies

• Workforce planning • Action learning or other

• Competency models application projects
• Succession planning • Coaching
• Recruitment, Selection, Hiring - • Mentoring
competency based
• Senior leader development
• Competency Assessment program
• Individual Development Plans
• Promotion and career mobility
• Formal Leadership Programs
• Retention
• Training for managers and
supervisors • Knowledge management
• Job rotation/development • Program Evaluation
opportunities

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 Workforce Forecasting

• Conduct a long and short term workforce forecasting plan to identify the
workforce needs.
• Conduct a study to determine the environmental changes, trends
expected in 2, 5, 10 years
• Create a workforce plan spanning 2, 5, 10 years out
• Define the critical replacement positions, potential for recruitment -
internally and externally
• Define career development needs for positions involved

Back Next