1. Leadership Development and Succession Planning
Developing your Strategy
NCURA Region VI & VII Spring Meeting
Denver, Colorado
April 2011
Presented By:
Rosemary Madnick
Assistant Vice President, Research Administration
Los Angeles Biomedical Research Institute
Christine Pacheco
Sr. Contract & Grant Administrator, Department of Internal Medicine
University of New Mexico
Title: Leadership Succession Planning: Developing a Strategy
Description: The session will focus on developing a leadership succession strategy. Having a strategy is a valuable tool to grow future leaders and to ensure continuous development within a shifting market. Success by succession planning is an investment that leaders are recognizing as an important strategy with long term benefits. The following topics will be covered:
1)    Assessment of Key Positions
2)    Identification of Key Talent
3)    Assessment of Key Talent
4)    Generation of Development Plans
5)    Development of Monitoring & Review
Presenters:
Christine Pacheco, Sr. Contract & Grant Administrator, University of New Mexico
Rosemary Madnick, Assistant Vice President, Research Administration, Los Angeles Biomedical Research Institute

2. “We put good people in big jobs before they are ready”.
Pepsi Co

3. What is succession planning?
Systematic process for identifying, assessing and developing staff
Vital to future success of an organization
Strategic Planning for Human Capital
Investment in your future leaders
Succession Planning is proactive and not reactive
Sustainability that creates motivated and capable employees
Succession planning is nothing more than having a systematic process where managers identify, assess and develop their staff to make sure they are ready to assume key roles within the organization. 3

4. Key Issues: Support and backing of Senior Management
Part of integrated HR process
Identify skills needed by the organization
Critical positions must be identified and included in the planning
Identify high performers
Identify soon to be retirees
Identify skills, responsibilities and competencies
Establish a system of communication
• The succession planning program must have the support and backing of the company's senior level management • Succession planning must be part of an integrated HR process that includes training, development and performance appraisal • 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 • Identify high-performers that are almost ready to step into those critical positions • Analyze the workforce and identify who will be eligible for retirement within the next five years • Managers need to identify the responsibilities, skills and competencies that will be needed by their replacements • A system for communicating succession planning information to managers must be established • A systematic approach for identifying, nominating and selecting potential successors must be established • Background information on potential successors, such as education, experience, skills, appraisals and potential should be reviewed • The training and development requirements of potential successors needs to be determined • The skills of potential successors must be developed through work experiences, job rotation, projects and other challenging assignments • A system for monitoring candidate's development plan progress by senior management should be established • Succession planning must include a system for providing feedback and encouragement to potential successors • Succession planning is basically a "numbers game" that requires good organizational skills and the ability to pay attention to details • Finally, the succession plan must belong "to the organization" and not to the HR department in order to make sure it has the attention it deserves 4

5. Leadership Development = V+C+L
Variety of Experiences +
Challenging Assignments
Ability & Willingness to Learn
Center for Creative Leadership

6. Succession Planning: Key Elements
Assessment of
Key Positions
Identification of
Key Talent
Key
Elements
Development
Monitoring & Review
Assessment of
Key Talent
Generation of
Development Plans

7. Succession Planning: Key Elements
Assessment of Key Positions
Identification of Key Talent
Assessment of Key Talent
Generation of Development Plans
Development of Monitoring & Review
Assessment of Key Positions:
What are the competencies and experiences needed to qualify for each key position?
Identification of Key Talent:
Typically people at the top two levels of the organization and high potential employees one level below.
Identified by their management’s assessment of their performance and potential for advancement
Assessment of Key Talent:
For each person on the radar screen, primary development needs are identified focusing on what they need in order to be ready for the next level.
Generation of Development Plans:
A development plan is prepared for how we will help the person develop over the next year.
Development Monitoring & Review:
Annual or semi-annual succession planning review is held to review progress of key talent and to refresh or revise their development plan. 7

8. SUCCESSION CANDIDATES
KEY POSITION TITLE ________________________
Backup Candidate Name: ______________________
Current Title: ________________________________
Div: ______________ Level of Readiness (Circle One):
Within 1 Yr –3 Yrs –5 Yrs.
__________________________________________________
Strengths for this position:
Developmental needs for this position:
Comments:
Date: FY:
Completed by: Division:
Sample assessment form

9. SUCCESSION PLAN SUMMARY ORGANIZATION:_____________________
Key Position Title
Incumbent Name
Position
Vulnerability
Succession Candidate
Names
Open in
< 1 Yr
1–3 Yrs
3 + Yrs
Ready in
Succession Plan Summary

10. EXECUTIVE DEVELOPMENT PLAN
Overall Performance Summary:
(Indicate recent performance including major accomplishments
or performance issues.)
        
       
Key Strengths:
(List Indicate key technical or professional competencies,
skills, or knowledge the person has.)
               
Development Needs:
(List 2 or 3. Indicate key experiences, skills, or knowledge the
person lacks in order to move to the next level.)
Development Actions:
1. On The Job: (What new responsibilities do you plan to assign
to help this person develop this year?)
EXECUTIVE DEVELOPMENT PLAN
NAME: ________________ TITLE: ________________
2. Special Assignment: (What task force, projects, or special
assignments will be given this year to aid development?)
               
3. Training: (What specific training or seminars are
recommended this year for his/her development?)
             
Potential For Promotion:
(Indicate this persons readiness to be promoted to the next
organizational level.)
Ready now for the next level.
Ready in the next 24 months.
Ready in 2 to 3 years.
Recommended Next Position: (List the next assignment that
would most benefit the individual in his/her development.)
Executive Development Plan

11. Development Toolbox Highest Return…
 Full Job Change Focused On Development Needs
 Job Restructuring Based On Development Needs
 Mini Assignments
 Cross Divisional Project Leadership Or Assignment
 Focused Coaching & Counseling
 Industry Representation
 Visits Accompanying Senior Executives
 Formalized Education Programs
 Full 360 Degree Feedback and Evaluation
 Motivated Self Development
 Seminars and Conferences
… Lowest Return

12. Toolbox for Succession Development
On the Job:
Job Enrichment
Special Projects
Committee Assignments
Task Force Participation
Giving Presentations
Leading a New Project
Temporary Job Assignments
Full Job Change 12

13. Toolbox for Succession Development
Learning From Others:
Working with a Mentor
Teaming with an Expert
360 Feedback
Focused Interviews
Training & Education
Seminars and Conferences
Continuing Education
Cross Training 13

14. Semi-Annual Succession Planning Review
Review of succession candidates and development plans in each organizational unit/area
Report development progress and make necessary adjustments to the plan
Orchestrate moves for the next 6 months 14

15. Pitfalls of Succession Planning
Underestimating or overlooking employees
Not considering lateral moves
Not offering training and development opportunities
Not tailoring a developmental plan specifically to the position
Not holding managers and leaders accountable
Not sharing the data with employees
Focusing only on the "technical competencies" and failing to consider the team-building and leadership development requirements • Underestimating people within the organization or overlooking employees that don't appear to fit your standard "company template" • Implementing a program that is designed for upward mobility only - lateral succession moves should also be included in the plan • Failing to offer the appropriate training and developmental opportunities • Creating a development program that only offers generic "leadership" training programs And the two biggest errors made regarding succession planning efforts: • Not holding managers & leaders accountable for succession planning • Not sharing the data with employees - you run the risk of losing promising employees if they don't feel the company has a plan for their development 15

16. "The domain of leaders is the future
"The domain of leaders is the future. The leader's unique legacy is the creation of valued institutions that survive over time. The most significant contribution leaders make is not simply to today's bottom line; it is to the long- term development of people and institutions so they can adapt, change, prosper, and grow." 
Source: The Leadership Challenge, Kouzes & Posner (4th ed. 2007) 16

17. Contact Information
Rosemary Madnick
Assistant Vice President, Research Administration
Los Angeles Biomedical Research Institute
1124 West Carson Street
Torrance, CA 90502
Christine Pacheco
Department of Internal Medicine
MSC
1 University of New Mexico
Albuquerque, NM

18. Questions

19. Thank you