22/06/2021

Purpose of Succession Program

The Purpose of Succession Program is to ensure the continuity

of Leadership in an organization, minimizing disruption in the
operations, as well as ensure that the successor meets the
competency requirements for the leadership post.

Succession Plan Best Practices

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Succession Plan Best Practices

• What are your critical positions?

• What positions need to have a succession plan?
• How deep in the organization does the
assessment need to penetrate? Top
Assessment level? Mid level? All employees?
of Key • What are the skills, education and experiences
Positions
needed to qualify for each key position? KSAs?
1 • What behavioral competencies will be
required for each position?
• Plan for future roles, not just existing roles
• Develop desired Leadership Competencies
• Who is a retention risk?

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Succession Assessment
Worksheet
Criteria 1 - Job Role
3 points -Yes, absolutely critical to the delivery of the current control
strategy/service plan of the Unit/Department.
2 points Not critical to control strategy/service plan, but key to the
effectiveness of the Unit/Department.
1 point -Not critical to control strategy/service plan,
support position only.

3 points -Very likely in less than 3 years

Criteria 2 - -Likely within the next 3 years

Job/Position Profile 2 points

1 point -Unlikely within the next 3 years

3 points -Very unlikely, hard to fill/find experienced talents.

Criteria 3 - Talent -Available, but only within the industry.

Pool Market Profile 2 points

1 point -Available within organization/wider market.

All posts with a succession assessment score of 8 or more must have an active succession plan in
place. The company may consider to have an active succession plan for the positions with 7 points
wherever it is requested by the Management, or stated in the succession plan policy.

Succession Assessment
Worksheet
CRITERIA 1 - Job Role Criteria 2 - Job/Position Profile Criteria 3 - Talent Pool Market
Profile

Is the post absolutely What is the likelihood of a Do the skills and experience
NAME OF critical to the delivery of vacancy occurring within the required to fulfill the role exist Succession
POSITION INCUMBENT the current control next 12 months, given the age in the external workforce Score
strategy/service plan of profile(s), turnover rates and market if a vacancy does Rating
the Group/Organization? individual stated intentions? occur?

SCORE REMARKS SCORE REMARKS SCORE REMARKS

Hard to fill/find,
Chief Executive Will retire on the
Officer 3 Strategic
Executor 3 3rd Quarter of year
2019.
3 still needs to
headhunt within 9
the industry.

Branch Manager
42 years old. May within the
Cluster Credit organization or an
Area Operations focus on their
Manager 3 and Sales
Operations
2 family business. 2 experienced 7
15 years in the Manager of other
organization primary Co-op

40 years old. May

Property consider to run for Experienced Civil
Housing Coop Engr. Is quite
Management Office 3 Management 2 higher public
position. 9 years in
2 difficult to source 7
Manager out in the market
the organization

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WORKSHOP-
CREATE YOUR OWN
CRITERIA 1 - Job Role Criteria 2 - Job/Position Profile Criteria 3 - Talent Pool Market
Profile

Is the post absolutely What is the likelihood of a Do the skills and experience
NAME OF critical to the delivery of vacancy occurring within the required to fulfill the role exist Succession
POSITION INCUMBENT the current control next 12 months, given the age in the external workforce Score
strategy/service plan of profile(s), turnover rates and market if a vacancy does Rating
the Group/Organization? individual stated intentions? occur?

SCORE REMARKS SCORE REMARKS SCORE REMARKS

Hard to fill/find,
Chief Executive Will retire on the
Officer 3 Strategic
Executor 3 3rd Quarter of year
2019.
3 still needs to
headhunt within 9
the industry.

Branch Manager
42 years old. May within the
Cluster Credit organization or an
Area Operations focus on their family
Manager 3 and Sales
Operations
2 business. 15 years in 2 experienced 7
the organization Manager of other
primary Co-op

40 years old. May

Experienced Civil
Property consider to run for
Engr. Is quite
Housing Coop
Management Office 3 Management 2 higher public
position. 9 years in
2 difficult to source 7
Manager out in the market
the organization

2nd ACTIVITY

1. Identify the Leadership and Management Competencies of

your General Manager/CEO
2. Use the JD format given and assign the Desired Competency
Level and Weight.
3. Create a Competency matrix based on the Leadership and
Management Competencies.
4. Send you work to win.eegregorio@gmail.com

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Succession Plan Best Practices

• Who is on your radar?

• Who has leadership potential?
• Who are your critical employees?

Identification
of Key Talent
• Typically at the top 2 levels of the
2 organization and high potential employees
one level below

• Identified by management’s assessment of

performance and potential for
advancement

Identification of Key Talents

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Succession Plan Best Practices

• Assess everyone or the high potential (Hi-Pos)

employees in your organization.

• Conduct Gap Analysis – what skills are needed vs. what

skills are existing in your talent pool?
Assessment of
Key Talent
• Who is ready for promotional opportunities within 36
3 months? 72 months?

• Share analysis with employees to identify steps to

increase readiness

• Help employees identify their career goals and

aspirations

PROFILING OF CANDIDATES

I.
PROFILING BASED ON
COMPETENCIES

• Identify the
competencies for the
Leadership Post

Example: Profile of An
Effective Manager

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The Managerial Effectiveness Model

*Reference: Profile of an Effective Manager for Managerial

Excellence in the United Nations

The Managerial Effectiveness Model

(4) factors that contributes to the
effectiveness of a manager:

1. Accountability
2. Personality
3. Culture
4. Experience.

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Enabling
Competencies
• Emotional competence accounts for as much as
75% of a manager’s effectiveness
• Conceptual competence is necessary for
managers to develop an insight on the
happenings around them and to lead the
cooperative on the direction on where he/she
wanted to bring the cooperative.
• Technical competence is the ability to apply the
technical knowledge he/she gained in a
beneficial way to the cooperative.

PROFILING OF
CANDIDATES

• Based on the Profile for the post, assess your

candidates through;
1. 201 RECORDS
a) Trainings Attended and other
Certifications/Education
b) Employment History and Past Positions within
the organization
c) Performance Evaluations

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PROFILING OF
CANDIDATES

2. PSYCHOMETRIC
EVALUATIONS FOR SOFT SKILLS

• Identify Personality Types (PPR)

• Identify Emotional Intelligence (EQ)

PROFILING OF CANDIDATES
PPR – Personality Profile Report

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Sample Personality Profile

Result (PPR)

Employee A

Sample Personality Profile

Result (PPR)

Employee B

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PROFILING OF
CANDIDATES
EQA – Emotional Intelligence Assessment

SAMPLE EQA
Employee A

Employee B

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SAMPLE EQA
Employee B

Employee B

PROFILING OF CANDIDATES
II. ASSESS CANDIDATES BASED ON
IDENTIFIED EFFECTIVENESS FACTORS
Areas Weight
A. Background 25%
a.1 Education and Trainings
a.2 Work Experience
a.3 Administrative cases
a.4 Contributions to the organization
a.5 Performance
B. Aptitude 35%
b.1 Personality (DISC) – Personality type
b.2 Emotional Intelligence

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AREAS WEIGHT
C. Interest Survey (Interview & Assessment) 10%
c.1 Interview
c.2 Assessment (alignment)

D. CEO Req. & Competencies 30%

d.1 Values
d.2 Conceptual Competence
d.3 Technical/Substantive Competence
d.4 Culture Management
d.4.1 Managing People
d.4.2 Managing Actions & Change
d.4.3 Managing Across Organizational
Boundaries

Purpose of Succession Program

The Purpose of Succession Program is to ensure the continuity

of Leadership in an organization, minimizing disruption in the
operations, as well as ensure that the successor meets the
competency requirements for the leadership post.

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Succession Plan Best Practices

Succession Plan Best Practices

• Create a Road Map to Key Positions with

supporting structured Development Plans
• Create a targeted Career Path to get employees
Generation “position ready”
of • Development Toolbox to provide Job Enrichment:
Development
Plans

4 ‒
‒
Special Projects or Programs
Committee or Task Force Assignments
‒ Job rotation
‒ Working with Mentor or Job Coach
‒ 360 Feedback
‒ Seminars, Conferences, Continuing Education
‒ Management Training
‒ Exposure – internal and external
‒ Problem resolution opportunities

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MANAGEMENT
DEVELOPMENT PROGRAM-
PORTFOLIO

MANAGEMENT DEV.
COMPETENCIES
FUNCTIONAL| LEADERSHIP |
MANAGEMENT

COMPETENCY 1:
THINKING STRATEGICALLY AND DESIRED LEVEL:

CREATIVELY

The ability to "see the big picture", think multi-dimensionally,

craft innovative solutions, identify connections between
situations or things that are not obviously related, and come up
with new ideas and different ways to enhance organizational
effectiveness and responsiveness'

Developed by:
Erwin E. Gregorio, CHRP, CTRP, CLC
HR and OD Advisor/Consultant

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MANAGEMENT DEV.
COMPETENCIES
FUNCTIONAL| LEADERSHIP |
MANAGEMENT

COMPETENCY 3: DESIRED LEVEL:

SETTING HIGH PERFORMANCE

STANDARDS AND CULTURE

Ability to create, maintain and implement performance-based

evaluation system that will support departmental and
organizational efficiency.

Developed by:
Erwin E. Gregorio, CHRP, CTRP, CLC
HR and OD Advisor/Consultant

MANAGEMENT DEV.
COMPETENCIES
FUNCTIONAL| LEADERSHIP | MANAGEMENT

COMPETENCY 5: DESIRED LEVEL:

MANAGING MEETINGS

Ability to identify important agendum or topics that need to

discuss for appropriate action while maintaining collaboration
among the members to meet common goals.

Developed by:
Erwin E. Gregorio, CHRP, CTRP, CLC
HR and OD Advisor/Consultant

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MANAGEMENT DEV.
COMPETENCIES
FUNCTIONAL| LEADERSHIP |
MANAGEMENT

COMPETENCY 7:
DESIRED LEVEL:
BUSINESS PLANNING AND
BUDGET ALLOCATION
Ability to do Fiscal Business Planning and Budget Allocation
covers the budget preparation activities undertaken by the
Organization. In the first instance, aggregate resources are
estimated (linked to the Macroeconomic Fiscal Framework) to
provide the aggregate budget ceiling. This in turn is allocated by
department based on policy priorities. Forward estimates, both
at the aggregate and department level, must be realistic and
based on sound macro-fiscal forecasts to inform medium-term
planning.

Developed by:
Erwin E. Gregorio, CHRP, CTRP, CLC
HR and OD Advisor/Consultant

Experiences
LEARNING
MODEL
Formal Coaching/ 70%
Mentoring
Group
Trainin
g
10%
20%

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CORE COMPETENCIES FRAMEWORK

CORE COMPETENCY ELEMENT(S) OF CORE
CORE VALUES INDICATOR
TITLE COMPETENCY

FOLLOWS ALL AND

PRACTICE FAIRNESS IMPLEMENTS POLICIES
CONSISTENTLY

EXEMPLIYING
1 INTEGRITY
INTEGRITY
MAINTAINS
CONFIDENTIALITY
NO ISSUE OF BREACHING
OF CONFIDENTIAL INFO.

FOLLOWS ALL ETHICAL

ROLE MODEL STANDARDS

PROFESSIONAL AND SELF-

DISCIPLINE (FINANCIAL AND
ONLY FOR FUNCTIONAL NON-FINANCIAL)
INNOVATION
COMPETENCY- NOT TO
ALL EMPLOYEES
CO-OP MEMBERSHIP NUMBER OF MEMBER
REFERRALS
PROMOTION

ADVOCATING COOP
2 COMMITMENT
MOVEMENT
PARTICIPATION ON
COOP EVENTS
PARTICIPATION ON ALL
REQUIRED COOP EVENTS

NO ISSUE ON
CO-OP PUBLIC IMAGE DISCOUNTING THE
IMAGE OF COOP IN THE
PROMOTION PUBLIC

CORE COMPETENCIES FRAMEWORK

CORE COMPETENCY ELEMENT(S) OF CORE BEHAVIORAL
CORE VALUES
TITLE COMPETENCY INDICATOR

PROMOTES PERSONAL
PERSONAL GRATITUDE IN ALL
GRATITUDE DEALINGS

3 CELEBRATION
TEAM AND PERSONAL
GRATITUDE TEAM GRATITUDE
RECOGNIZES THE
EFFORTS OF THE TEAM
MEMBERS

PROMOTES POSITIVE
ORGANIZATIONAL
OUTLOOK ABOUT
CAN ALREADY BE GRATITUDE ORGANIZATION
ACCOUNTABILITY MEASURED IN
TARGET/GOALS KRAS/KPIS NO RECORD ON GENDER
RESPECT ON GENDER
DISCRIMINATION
EQUALITY

4 RESPECT PROMOTING RESPECT AND

COURTESY NON-DISCRIMINATORY
NO RECORD OF
DISCRIMINATORY ON
RACE, RELIGION, STATUS .

EXCELLENCE IN PEFRFORMANCE- COURTEOUSNESS AND

CAN ALREADY BE MEASURED IN COURTESY AND OPEN RESPECT WITH

5
TARGET/GOALS KRAS/KPIS COMMUNICATION CO-EMPLOYEES AND
EXCELLENCE MEMBERS
RESILIENCY AND STRESS INDIVIDUAL EMOTIONAL
MANAGEMENT (EMOTIONAL) RECILIENCY COMPOSURE AND

TEAM EMOTIONAL NO ERRATIC BEHAVIOR

RECILIENCY TOWARDS OTHER

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CORE
COMPETENCIES
Core competencies are the behavioral indicators that an
organization values and expects from all employees to
manifest, regardless of the rank and position. Commonly, core
competencies can be derived from the core values of the
organization and/or from the knowledge, skills and attitude
required for the industry/sector that it belongs to. At the
most, core competencies should not be more than five (5) and
usually three (3) only.

1. EXEMPLIFYING INTEGRITY
STRENGTH/S FOR IMPROVEMENT
This refers to one’s ability to maintain moral strength and to live by professional ethics. Recognizes his/her (POSITIVE (CRITICAL
own limitations and has the ability to take corrective measures. Takes also into consideration the employee’s
trustworthiness in all undertakings, especially in handling finances, and sincerity in upholding the ideals and INCIDENCES, INCIDENCES,
commitment of the organization, as well as in dealing with every member-borrower and co-employees. SUPPORTING SUPPORTING
EVIDENCES IF SCORE EVIDENCES IF SCORE
IS 3, 4 OR 5) IS 2 OR 1)
(A) Exceptionally reliable and trustworthy in everything s/he does, especially in handling finances and confidential
information. (B) No record of unethical practice(s) based on Code of Ethics. (C) Is respected by everyone in the organization as
5 a role model, especially on promoting, following and/or implementing policies/guidelines in all of his/her dealings. Keeps
his/herself updated on all new policies and guidelines. (D) Personally, promotes professionalism and even
financial self-discipline; no record as a delinquent member-borrower.
(A) Reliable and trustworthy in everything s/he does, especially in handling finances and confidential information. (B) No
record of unethical practice(s) based on Code of Ethics. (C) Is respected by everyone in the organization/department, especially on
4 following and/or implementing policies/guidelines in all of his/her dealings. Keeps his/herself updated on all new
policies and guidelines. (D) Practices professionalism and even financial self-discipline; no record as
a delinquent member-borrower.

(A) Can be trusted upon in everything s/he does, especially in handling finances and confidential information. (B) No
record of unethical practice(s) based on Code of Ethics. (C) Follows and/or implements policies/guidelines in all of
3 his/her dealings. (D) Practices professionalism and even financial self-discipline; no record as a delinquent
member-borrower.

(A) Shows a strong tendency to violate organizational decisions, policies, and practices when left unsupervised; with recorded
issue (written reprimand) in handling finances and/or breaching confidential information. (B) Inconsistent or
2 with record of non-observance of professional ethics. (C) Follows and/or implements policies/guidelines in all of
his/her dealings. (D) Inconsistent in practicing professionalism and even financial self- discipline; with record
as a delinquent member-borrower.

(A) Can not be trusted in his/her dealings; with recorded violation (suspension) in handling finances and
1 confidential information. (B) Highly inconsistent and even promote not to observe professional ethics and
upholding institute decisions, policies, and practices. (C) Refuses to rectify previous errors. (D) Requires very close
guarding for proper performance and with record as a delinquent member-borrower.

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CORE COMPETENCY MATRIX

1. EXEMPLIFYING INTEGRITY
This refers to one’s ability to maintain moral strength and to live by professional ethics. Recognizes his/her own limitations and has the
ability to take corrective measures. Takes also into consideration the employee’s trustworthiness in all undertakings, especially in
handling finances, and sincerity in upholding the ideals and commitment of the organization, as well as in dealing with every member-
borrower and co-employees.
KNOWLEDGE SKILLS ATTITUDE

Basic knowledge on Data Privacy Has a sense of confidentiality for

especially on high risk/confidential
information.

Knowledge on financial literacy Personal finance management skill Personal finance self-discipline,
especially on savings and on-time
payment of obligations.

Knowledge on the latest organizational Cautiousness and honesty on handling

policies and procedures, especially on cash.
internal accounting and cash-handling
policies Consistent and/or fair in implementing
policies, procedures, and guidelines.

2. ADVOCATING ORG. MOVEMENT

STRENGTH/S
FOR IMPROVEMENT
This refers to one’s ability to advocate the co-op movement based on co-op (POSITIVE INCIDENCES,
(CRITICAL INCIDENCES,
principles and values while maintaining the good public image of the movement. SUPPORTING
SUPPORTING EVIDENCES IF
EVIDENCES IF SCORE IS
SCORE IS 2 OR 1)
(A) Promotes and actively participate and attend to all required co-op events. 3, 4 OR 5)
Advocating co-op's principles and values in all dealings. (B) Encouraging the
5 community to be a co-op member (2 or more members every semester). (C) Does not
demote the image of the co-op movement in the public in all dealings, including in social
media.
(A) Actively participate and attend on all required co-op events. Advocating co-op's
principles and values in all dealings. (B) Encouraging the community to be a co-op
4
member (at least 1 member every semester). (C) Does not demote the image of the
co-op movement in the public in all dealings, including in social media.
(A) Actively participate and attend on all required co-op events. (B) Often advocating co-
3 op's principles and values in all dealings. (C) Does not demote the image of the co-op
movement in the public in all dealings, including in social media.
(A) Sometimes give unreasonable excuses to participate and attend on required co- op
events (2-3 times). (B) Discourages others to manifest co-op's principles and
2 values in some of their dealings. (C) Once demoted the image of the co-op
movement in the public, including in social media.

(A) Most of the time give unreasonable excuses to attend on required co-op events (3 times
or more). (B) Discourages others to manifest co-op's principles and values in all
1 of their dealings. (C) Twice or more times demoted the image of the co-op
movement in the public, including in social media.

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3. TEAM AND PERSONAL GRATITUDE

STRENGTH/S
FOR IMPROVEMENT
This refers to one’s ability to recognize and express gratitude or appreciation of (POSITIVE INCIDENCES,
(CRITICAL INCIDENCES,
team or individual achievement . SUPPORTING
SUPPORTING EVIDENCES IF
EVIDENCES IF SCORE IS
SCORE IS 2 OR 1)
3, 4 OR 5)
(A) Promotes and actively recognizes the small and big “wins” of co-employees
and the team. (B) Encouraging co-employee(s) to have a positive outlook and
5 disposition.

(A) Actively recognizes the small and big “wins” of co-employees and the team.
4 (B) Encouraging co-employee(s) to have a positive outlook and disposition.

3 (A) Recognizes the big “wins” of co-employees and the team. (B) Exhibits a
positive outlook and disposition.

2
(A) Rarely recognizes the big “wins” of co-employees and the team. (B) Does not
participate on the team’s event, especially on celebrating one’s or team’s success.

(A) Does not recognizes the big “wins” of co-employees and the team. Shows
1 enviousness and has a tendency to grab credits from others. (B) Does not
participate on the team’s event, especially on celebrating one’s or team’s success.

4. PROMOTING RESPECT AND COURTESY

STRENGTH/S FOR IMPROVEMENT
This refers to one’s ability to promote respect on gender equality and non-discriminatory on (POSITIVE INCIDENCES, (CRITICAL INCIDENCES,
any race, religion, or status in life while showing courtesy, politeness, and kindness to
all. SUPPORTING EVIDENCES IF SUPPORTING EVIDENCES IF
SCORE IS 3, 4 OR 5) SCORE IS 2 OR 1)

(A) Promotes and shows respect to all genders. Non-discriminatory with the race, religion,
or status in life of co-employees, members, and officers. (B) Promotes to treat everyone
with courtesy, politeness, and kindness regardless of rank and position. (C) Encourages
5 others to avoid gossip that may harm the image of others. (D) Listens actively; asks
clarifying questions and summarizes or paraphrases what others have said to verify
understanding.

(A) Promotes and shows respect to all genders. Non-discriminatory with the race, religion, or
4
status in life of co-employees, members, and officers. (B) Always treat everyone with
courtesy, politeness, and kindness (C) Avoids gossip that may harm the image of others.

(A) Respects all genders. Non-discriminatory with the race, religion, or status in life of
co- employees, members, and officers. (B) Most of the time treats people with courtesy,
3
politeness, and kindness (C) Avoids gossip that may harm the image of others.

(A) Has a tendency (at least once) to disrespect others with their race, religion, or status
2 in life (B) Rarely treat people with courtesy, politeness, and kindness.

(A) Encouraging others not show respect and courtesy; has reported incident in
discriminating co-employee(s), member(s), or officer(s) on gender, race, religion, or in
1 status in life. (B) Does not treat people with courtesy, politeness, and kindness.

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5. RECILIENCY AND STRESS MANAGEMENT

STRENGTH/S
This refers to one’s ability to maintain focus, control, stable performance and FOR IMPROVEMENT
(POSITIVE INCIDENCES,
composure under pressure or opposition (such as time pressure or job ambiguity). (CRITICAL INCIDENCES,
SUPPORTING
Handles stress in a manner that is acceptable to others and to the organization. SUPPORTING EVIDENCES IF
EVIDENCES IF SCORE IS
SCORE IS 2 OR 1)
3, 4 OR 5)
Always calm and encourages others to show pleasant disposition; consistently
confident and positive even during stressful conditions at work; never loses
5 patience and never allows others tension and anxiety to effect workplace.

Most of the time calm, confident and positive; never loses emotional control
4 during stressful conditions.

Normally calm, confident and positive; occasionally loses emotional control

3 during stressful conditions.

2
Often loses emotional control in dealing with stressful work situations at least
one reported incident , often complains about people and situations at work.

1
Cannot handle stress, highly emotional and into violent arguments with others.
Refuses to resolve conflicts an

Jack Ma is stepping down as the chairman of Alibaba after setting up the e-commerce giant 20 years ago. He
is seen performing a Michael Jackson-inspired dance routine to his 40,000 employees at the company's 18th
anniversary celebration in September, 2017

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 22/06/2021

…..15 years ago, we set the target for Alibaba to be able to last for 102 years, stretching
three centuries. I have since been thinking: how could we achieve this? Lots of people treat
company targets just as empty slogans, however we at Alibaba know we need to have faith
in this goal to make it become reality. We went to lots of other companies to investigate how
to keep a firm alive, and found there were two basic ways: one is to pass on the business to
the founders’ next generation, or to find professional managers. But we chose the third path,
which is to nurture our own team, and make sure the succession process is smooth with the
help of
system and culture. That is why, I have been preparing for 10 years for today….

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 22/06/2021

Alibaba founder Jack Ma (left) and CEO Daniel Zhang

Evaluate
24
 22/06/2021

Succession Plan Best Practices

An annual or semi-annual status check with

Board/Senior Management:

Development – Ensure Success plan still aligns with strategic goals

Monitoring and vision
and Review – Reporting and tracking to evaluate progress
5 – Update development plan for individuals as needed
– Ensure Accountability to performance
– Measure success to plan
– Provide opportunity for on-going feedback
– Status check with candidates to confirm engagement

Formal
Group
Trainin
g 10%

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APRIL 04, 2018 - WEBINAR “MENTORING

MILLENIALS”

Coaching/
Mentoring

20%

Experiences

70%

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22/06/2021

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#WinThoughts on
change management and culture
enhancement…

HR Policies and Procedures Manual with Programs

using ACCESS Branding and ISO 9001:2015
standards.

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LAST ACTIVITY/ASSIGNMENT

1. Prepare/Review and/or align your Succession Plan Policy and

Procedure .
2. Send your work to win.eegregorio@gmail.com

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“To serve is to live as to live is to serve”

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 22/06/2021

Take Away…
• Start planning – discuss with Executive Management or
BODs
• Know your vulnerable spots
• Ensure strong job descriptions
• Ensure strong performance management
• Ensure compensation structure is competitive to
attract and retain appropriate talent
• Ensure rewards, recognition, and
engagement are in place to retain
key talent

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? Chat
your
Questions

May the force

be with you!

@CoachWinGregorio
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win.eegregorio@gmail.com
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0926-006-4729

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