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Georgia’s Flexible Succession Planning Model Growing Tomorrow’s Leaders Today.

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Presentation on theme: "Georgia’s Flexible Succession Planning Model Growing Tomorrow’s Leaders Today."— Presentation transcript:

1 Georgia’s Flexible Succession Planning Model Growing Tomorrow’s Leaders Today

2 Did You Know… Source: Commission for a New Georgia, Spring 2004 Approximately 60% of the state’s workforce is over 40 years of age? Approximately 21% of all state managers can retire in the next 5 years?

3 Did You Know… 20% of active Employees’ Retirement System (ERS) members are currently eligible to retire? 43% of active ERS members have less than 5 years of service? 45% of new hires with less than 1 year of service as of 10/1/1999 left state government within 5 years? The estimated cost of turnover for the 414 jobs targeted for workforce planning during FY 2004 was almost $267 million? 20% of active Employees’ Retirement System (ERS) members are currently eligible to retire? 43% of active ERS members have less than 5 years of service? 45% of new hires with less than 1 year of service as of 10/1/1999 left state government within 5 years? The estimated cost of turnover for the 414 jobs targeted for workforce planning during FY 2004 was almost $267 million?

4 Why Are We Here? Rapid turnover of staff Projected retirements in key positions “Buy” strategy in tight budget conditions may not be feasible

5 Course Objectives Understand and articulate the importance of succession planning Become familiar with the steps and outputs of Georgia's Flexible Succession Planning Model Understand and articulate the importance of succession planning Become familiar with the steps and outputs of Georgia's Flexible Succession Planning Model

6 What is Succession Planning? A systematic effort and process of identifying and developing candidates for key leadership and professional positions over time to ensure the continuity of management and leadership in an organization

7 Succession Planning Related to Workforce Planning Succession Planning is an element of workforce planning Succession Planning places more emphasis on having the right leadership in place at every level of the organization Succession Planning is an element of workforce planning Succession Planning places more emphasis on having the right leadership in place at every level of the organization

8 Succession Planning Is Not Replacement Planning Replacement planning is typically reactive. Replacement planning is compatible with and often overlaps succession planning. Succession planning is proactive.

9 Succession Planning Is Not Pre-selection Succession planning involves planned developmental activities for a group of employees. Pre-selection involves choosing a successor without a formal interview or selection process.

10 Common Problems in Succession Planning Lack of support Agency/office politics Quick fix attitudes Low visibility Lack of support Agency/office politics Quick fix attitudes Low visibility

11 Best Practices in Succession Planning OpenOpen Talent pools Based on potential Formal assessments Multiple development strategies Targeted interventions Top down approach AutomationAutomation

12 Pre-plan Communicate Plan Plan Assess Bench Strength Identify Talent Develop Talent Evaluate Succession Planning Communicate Plan Identify Leadership Characteristics Georgia’s Flexible Succession Planning Model

13 Growing Tomorrow’s Leaders Today Pre-plan

14 Pre-planPre-plan “The ending is everything. Plan all the way to it, taking into account all the possible consequences, obstacles, and twists of fortune that might reverse your hard work…By planning to the end, you will not be overwhelmed by circumstances and you will know when to stop.”¹ FOR MORE INFO... ¹ Edmond, Jr., A. (2004, May) Make or Break Leadership Lessons from ‘The Apprentice’. Black Enterprise, Pp.108-114. (Reprinted from The 48 Laws of Power by Robert Greene and Joost Elffers.)

15 What is Pre-planning? Planning done before the creation of the succession plan

16 Why is Pre-planning Important? Organizes resources effectively Guards against crises Guards against crises Considers legal issues before implementation Considers legal issues before implementation Uniform Guidelines on Employee Selection Procedures http://www.dol.gov/dol/allcfr/Title_41/Part_60-3/toc.htm

17 Create Succession Planning Team Agency executives HR professionals Agency strategic planner(s) People with institutional knowledge Agency executives HR professionals Agency strategic planner(s) People with institutional knowledge Pre-planning

18 Establish Program Objectives Things to consider… Agency’s mission Strategic goals Relevant workforce planning data (e.g. diversity issues/concerns) Impact of program on current HR practices and initiatives Things to consider… Agency’s mission Strategic goals Relevant workforce planning data (e.g. diversity issues/concerns) Impact of program on current HR practices and initiatives

19 Develop Program Design Adhere to current legal regulations Outline major steps and methods Identify process and outcome measures The Decision Guide Adhere to current legal regulations Outline major steps and methods Identify process and outcome measures The Decision Guide

20 Create Workforce Strategy Action Plan Specific actions to be taken Persons responsible Timeframes for completion Specific actions to be taken Persons responsible Timeframes for completion

21 Pre-planPre-plan Output: Workforce Strategy Action Plan For Succession Planning

22 Growing Tomorrow’s Leaders Today Communicate Plan

23 Goals of the Communication Plan Stakeholders will understand… The definition of succession planning The need for succession planning The intent of the program How the program will be implemented Stakeholders will understand… The definition of succession planning The need for succession planning The intent of the program How the program will be implemented

24 What will a Communication Plan Do? Document need for succession planning Define succession plan Declare intent of the program Document how succession planning program will be implemented Document need for succession planning Define succession plan Declare intent of the program Document how succession planning program will be implemented

25 Why is the Communication Plan Important? Combats rampant misconceptions Controls miscommunication Manages skepticism

26 Identify Target Audiences (Stakeholders) When targeting your audience… Level of awareness Key issues & concerns What’s in it for them? When targeting your audience… Level of awareness Key issues & concerns What’s in it for them? Audiences to include… Senior Leadership, HR Professionals, Managers, Supervisors, and Employees

27 Communication Channels A few examples include… Executive forums & information packets Management forums Posters A few examples include… Executive forums & information packets Management forums Posters

28 Evaluating Your Communication Plan Possible Measures of Success Possible Measures of Success # of people attending forums # of people who understand how succession planning program works Possible Measures of Success Possible Measures of Success # of people attending forums # of people who understand how succession planning program works

29 Communicate Plan Output: Effective & targeted communication Plan

30 Growing Tomorrow’s Leaders Today Identify Leadership Characteristics

31 3 Leadership Characteristics Competencies & Proficiency Levels Scope of Operation Leadership Results

32 PositionsLeading… Levels of Leadership Enterprise Governor Business Group Mega Commissioner -- COO Business Commissioner – Mega Director Function Director Managers Manager of Managers Others Supervisor Self Individual Performer

33 Leadership Characteristics the magnitude and complexity of information, problems, plans, tasks, projects or resources that must be handled within appropriate timeframes Scope of Operation

34 PositionsLeading… Levels of Leadership & Scope of Operation Front-line Mid-level Senior Magnitude & Complexity Timeframes Enterprise Governor Business Group Mega Commissioner -- COO Business Commissioner – Mega Director Function Director Managers Manager of Managers Others Supervisor Self Individual Performer

35 Leadership Characteristics Scope of Operation Review the duties and responsibilities of each position and compare information to the scope of operation scale Assigning Positions to Leadership Levels

36 Identify Leadership Characteristics Scope of Operations Identify Leadership Characteristics Scope of Operations Output: A list of positions, scope of operation, & leadership levels

37 Competencies are… the underlying characteristics that allow people to effectively perform in a job Core competency models allow agencies to… identify competencies common to the success of a specific leadership level Competencies are… the underlying characteristics that allow people to effectively perform in a job Core competency models allow agencies to… identify competencies common to the success of a specific leadership level Competencies & Proficiency Levels

38 Technical competencies: Job or career specific knowledge (accounting or human resources practices) Job or career specific knowledge (accounting or human resources practices) Generic competencies: Common areas across jobs or careers (oral & written communication competencies ) Common areas across jobs or careers (oral & written communication competencies ) Competencies & Proficiency Levels

39 Generally speaking… Higher levels in the organization - less emphasis on technical competencies. Leadership competency profiles focus on generic competencies. Include a technical/professional expertise competency. Competencies & Proficiency Levels

40 Identify Subject Matter Experts (SMEs) Define common responsibilities Identify generic competencies associated with common responsibilities Determine the most important competencies Identify proficiency level for each competency Identify Subject Matter Experts (SMEs) Define common responsibilities Identify generic competencies associated with common responsibilities Determine the most important competencies Identify proficiency level for each competency For Each Level of Leadership: Competencies & Proficiency Levels

41 Identify Leadership Characteristics Competencies Competencies Output: Competency Profile for each leadership level

42 Four Specific Areas  Employees  Process  Customer  Business Leadership Results

43 Employee measures: Improve performance levels Enhance employee capabilities and employee trust Process measures: Improve current policies/procedures Achieve strategic goals/objectives more efficiently Leadership Results

44 Customer measures: Improve internal and external perceptions of organization Enhance levels of service Business measures: Meet strategic goals and objectives. Leadership Results

45 Leadership Results should have the following characteristics: Objective Objective Controllable Controllable Simple Simple Timely Timely Accurate Accurate Cost-effective Cost-effective Leadership Results

46 Identify Leadership Characteristics Scope of Operations Identify Leadership Characteristics Scope of Operations Output: A list of positions, scope of operation, & leadership levels

47 Target Leadership Levels: Top Down Approach It’s proven to work Maximizes bang for your buck Focuses on decision makers whose decisions impact the entire organization Retains organizational leadership knowledge Reduces recruitment costs

48 Growing Tomorrow’s Leaders Today Assess Bench Strength

49 What Bench Strength Organization’s ability to fill critical vacancies from within

50 Why Is Bench Strength Assessment Important? Locates organizational strengths and talent gaps Assists in prioritizing resources to fill talent gaps Provides a baseline for evaluations Locates organizational strengths and talent gaps Assists in prioritizing resources to fill talent gaps Provides a baseline for evaluations

51 How to Conduct a Bench Strength Assessment ? Candidates assessed by reviewing manager Simply a “thumbs up” or “thumbs down” decision Yes they meet criteria or no they do not Candidates assessed by reviewing manager Simply a “thumbs up” or “thumbs down” decision Yes they meet criteria or no they do not

52 Bench Strength Assessment Sample Targeted Positions Position #Leadership Level # of People Ready Now # of Positions with at least 1 person Ready Now # of People Ready in 1-2 years (Optional) # of Positions with at least 1 person ready in 1-2 years (Optional) HR Director00000001Mid-Level01 Director of Construction00000002Senior3 X4X Cust. Srvce Manager00000003Front-Line2 X3X HR Manager00000004Mid-Level0 0 282

53 Do Not “Stack” An individual should be deemed ready for only one position “Stacking” individuals against multiple positions inflates bench strength An individual should be deemed ready for only one position “Stacking” individuals against multiple positions inflates bench strength

54 Assess Bench Strength Output: A list of critical positions and the # that have at least the # that have at least one person ready

55 Growing Tomorrow’s Leaders Today Identify Talent

56 Best Practices in Succession Planning OpenOpen Talent pools Based on potential Formal assessments Top down approach AutomationAutomation

57 Why Identify Talent? Focus resources on employees that are capable of advancing beyond their present position High Potentials

58 Who Are Your High Potentials? Capable of undertaking greater responsibilities Currently exemplary performers Interested in becoming future leaders

59 Create Leadership Talent Pools Formally assess the candidates  Use multi-dimensional approach  Create talent pools for each leadership level

60 Leadership Talent Assessments Provide Information Regarding: Potential for greater leadership Strengths Areas for development Potential for greater leadership Strengths Areas for development

61 Legal Implications of Talent Assessments Assessors should be provided instruction on how to assess candidates Process should adhere to the Uniform Guidelines on Employee Selection Procedures Uniform Guidelines on Employee Selection Procedures http://www.dol.gov/dol/allcfr/Title_41/Part_60-3/toc.htm Uniform Guidelines on Employee Selection Procedures http://www.dol.gov/dol/allcfr/Title_41/Part_60-3/toc.htm All components are considered a test Document ! Document ! Document ! Assessments are selection eventsAssessments are selection events

62 PRE-SCREEN FORMAL ASSESSMENT FORMAL ASSESSMENT TALENT ASSESSMENT PROCESS Identify Candidates For Formal Assessment Identify Candidates For Formal Assessment Identify Participants For Talent Pools Identify Participants For Talent Pools Minimum Entry Requirements Requirements Minimum Entry Requirements Requirements

63 Talent Assessments Pre-screening Talent Assessments Pre-screening Identify Minimum Entry Requirements Is it job-related? Is there adverse impact? Does it consider de-railers? Is it job-related? Is there adverse impact? Does it consider de-railers? Note: Consult your legal counsel

64 Self-Nomination Management Nomination Management Nomination Letter of interest, resume, application Recommendations Letter of interest, resume, application Recommendations Review & selection of candidates by managers or committee PRE-SCREEN Talent Assessment Process

65 Self Nomination Self Nomination Advantages:Advantages: Disadvantages:Disadvantages: Interested employees have opportunity to be assessed Interested employees have opportunity to be assessed Establishes air of inclusiveness Establishes air of inclusiveness Typically yields less challenges to the program Typically yields less challenges to the program Encourages diversity of applicant pool Encourages diversity of applicant pool May receive extremely large amount of applications May receive extremely large amount of applications May receive unqualified applications May receive unqualified applications Time consuming Time consuming

66 Management Nomination More streamlined and efficient More streamlined and efficient Regulate the quantity & quality of applications Regulate the quantity & quality of applications Conserves resources Conserves resources More streamlined and efficient More streamlined and efficient Regulate the quantity & quality of applications Regulate the quantity & quality of applications Conserves resources Conserves resources May be perceived as management sanctioned favoritism May be perceived as management sanctioned favoritism Could lead to legal challenges from excluded employees Could lead to legal challenges from excluded employees Some qualified candidates may be overlooked Some qualified candidates may be overlooked May be perceived as management sanctioned favoritism May be perceived as management sanctioned favoritism Could lead to legal challenges from excluded employees Could lead to legal challenges from excluded employees Some qualified candidates may be overlooked Some qualified candidates may be overlooked Advantages:Advantages: Disadvantages:Disadvantages:

67 PRE-SCREEN TALENT ASSESSMENT PROCESS Assess against minimum entry requirements Assess against minimum entry requirements Keep application information separate from Personnel files.

68 # of ParticipantsFor Development ? # of ParticipantsFor Development ? FORMAL ASSESSMENT FORMAL ASSESSMENT Talent Assessment Process PRE-SCREEN Assess against pre-established leadership characteristics Assess against pre-established leadership characteristics Assess against minimum entry requirements Assess against minimum entry requirements

69 Global Assessments … Qualified Perceptions Assessment Centers … Standardized job simulations Achievement tests … Measures current knowledge or skills related to leadership Interviews… Structured or unstructured discussion Personality Inventories … Evaluate underlying characteristics Multi-rater Surveys … Collect data from multiple sources Approaches to Formal Assessment

70 FORMAL ASSESSMENT FORMAL ASSESSMENT Talent Assessment Process Multi rater Surveys….  Feedback from different raters  Provides different opinions or consensus  Cost effective  Easy to administer Competency Scope of Operation Leadership Results

71 Multiple users can can view and/or print scoring results from multi- rater assessments. Click here to view assessment results

72 Generic Scope Rating

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74

75

76 High Potentials 1 2 3 CANDIDATE ASSESSMENT REPORT

77

78 IDENTIFY TALENT Formal Discussion Placement in talent matrix Placement in talent matrix Relevant criteria (i.e., minimum entry requirements) Relevant criteria (i.e., minimum entry requirements) Derailers Derailers

79 FORMAL ASSESSMENT Talent Assessment Process Competency Proficiency Leadership Results Scope of Operation PRE-SCREEN Self-Nomination Management Nomination Assess against pre-established leadership characteristics Assess against pre-established minimum entry requirements

80 Identify Talent Output: Talent Pool for each leadership level

81 Growing Tomorrow’s Leaders Today Develop Talent

82 Best Practices in Succession Planning Open Open Talent pools Talent pools Multiple development strategies Multiple development strategies Targeted interventions Targeted interventions Top down approach Top down approach Automation Automation

83 Basic Elements Basic Elements Develop Goals For The Pool Identify Development Activities Process For Developing Talent Create an Individual Development Plan

84 To direct activities To direct activities towards closing critical gaps & leveraging important strengths To focus activities To focus activities on preparing for the next level of leadership To focus activities To focus activities on preparing for the next level of leadership To structure activities To structure activities to create a logical sequence of learning Why a Systematic Process?

85 Question: What must be addressed to create a readied supply of capable leaders? Question: What must be addressed to create a readied supply of capable leaders? Develop Goals For The Pool

86 Key Assignments Professional Relationships Professional Relationships Formal Training Formal Training Off the job Activities Off the job Activities 13% 61%61% Mentoring & Coaching E-learning, Lectures Professional Associations, etc. Job rotations, job assignments Identify Development Activities

87 Learn by real life application Learn with discussion Need support for risk taking, creativity & other activities Perform better with corrective & positive feedback Learn by real life application Learn with discussion Need support for risk taking, creativity & other activities Perform better with corrective & positive feedback Like challenges Are motivated Enjoy learning Are capable Like challenges Are motivated Enjoy learning Are capable Adult Learners High Potentials Things to consider

88 Select development goal current relevant Interview current high performers (from leadership levels) & capture relevant experiences challenges List challenges and benefits Document critical &/or optional activities Select development goal current relevant Interview current high performers (from leadership levels) & capture relevant experiences challenges List challenges and benefits Document critical &/or optional activities Identify Critical Development Activities

89 Develop Talent Output: Critical Development Activities Critical Development Activities IDP IDP

90 Growing Tomorrow’s Leaders Today Evaluate Succession Planning

91 Why Is Evaluation Important? Clarifies worth & justifies funding Demonstrates program’s effectiveness To the candidates To the stakeholders Identify flaws Improve the components of the program Which helps to better manage resources Documents program accomplishments Clarifies worth & justifies funding Demonstrates program’s effectiveness To the candidates To the stakeholders Identify flaws Improve the components of the program Which helps to better manage resources Documents program accomplishments

92 Assemble Evaluation Team HR Staff Key Line Managers Executive Staff

93 Types of Measurements HOW ARE THINGS GOING? Adherence to Decision guide What is working? What is not working? HOW THINGS WENT? Any improvements? Failures?Successes? Outcome Measures Process Measures

94 QuestionnairesSurveysInterviews Focus Groups Tests Existing data or statistics QuestionnairesSurveysInterviews Focus Groups Tests Existing data or statistics Gather Information

95 Make Sense Of The Information Categorize information  Patterns, Relationships  Types of responses Refer back to evaluation goals Automate the analysis process  Use charts, graphs, tables for comparisons Summarize findings

96 Stakeholders have an investment in the program and need to know what is going on Communicate Findings & Recommendations Note any shortfalls Note achievements Make recommendations Be direct – attack problems Note any shortfalls Note achievements Make recommendations Be direct – attack problems

97 Use The Recommendations Identify an Action Plan Identify an Action Plan Make Program Improvements Make Program Improvements Implement Practical and Cost Effective Processes Implement Practical and Cost Effective Processes Identify and Implement Improvements Identify and Implement Improvements Incorporate Industry Standards & Best Practices Incorporate Industry Standards & Best Practices

98 Keys to Successful Evaluation stakeholders Identify and engage stakeholders (up front) Make sure you ask the right questions Begin the evaluation process early Implement practical and cost effective processes

99 Evaluate Succession Planning Output: Summary of plan’s effectiveness & Recommendations for improvement

100 Pre-plan Communicate Plan Plan Assess Bench Strength Identify Talent Develop Talent Evaluate Succession Planning Communicate Plan Identify Leadership Characteristics Georgia’s Flexible Succession Planning Model

101 Workforce Planning Consultants Al Brown 404-657- 2848 Fatima Goines 404-651- 9460 Renata Mazukniene 404-463 –1484 Sherille May 404-657- 0362 Michelle Raines 404-657- 2933 Steve Sutton 404-657- 2843


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