Succession Management
Positioning Yourself as a
Destination Employer Organization
Michael K. Koenecke – PHR/SHRM-CP
Our Journey
MEASURE Organizational Talent FORECAST CompetenciesTraits & Skills
ANALYZE Today’s Talent Market MAP Succession
& Bench Developme nt Strategy IMPLEMENT Development & Skill Attainment MONITOR Succession Pipelines
Systematic process for defining and filling future management needs Developing talent to meet the needs of the business for the future Flexible, long term development of key positions within your
organization
◦ Identify and pipeline highly talented individuals
◦ Alignment- Business goals - Future talent needs
◦ Continuous development
◦ Minimizing intellectual capital loss
◦ Narrows competency gaps
◦ Object measurement of promotability
◦ Avoid “Hit by a bus” tragedies
Make-up of your current employee group
Eligible/future retirees Entry Level Bench
Mid Level Bench Key positions
Upper Mgmt./Executive Current Competencies KSA’s
Average Retirement Rate Demographic Make-Up Entry Level Bench
Mid Level Bench Key Positions
Upper Mgmt Executive Near Retirement
What is a key position within your organization
your developing future leaders for?
Competencies - Skills, behaviors, and attitudes that lead to
high performance
Prepare and grow leaders to match the requirements for position.
KEY-Align competencies to the organization’s mission, vision, values,
and business strategy.
Are successors qualified for the right
reasons?
Mid Level Facility Manager Group (2011)
Benchmarking/Forecasting
67 research-based competency library Scientifically validated
19 career stallers/stoppers
21 leadership characteristics for success
5 career derailment characteristics
Customized for specific competencies
1.
Leadership Ownership
1.
Senior Leaders defined desired competencies
2.
Customized 360- Target – Facility Managers (16)
1.
Outcomes Identified: Positives + Drive for results,
Customer Focus, Integrity & Trust, Organizing,
Decision Making, Work/Life Balance
Competency Gaps – Managing/Measuring Work, Building
Effective Teams, Motivating Others, Confronting Direct
Reports, Delegation, Process Management
What’s our goal:
Leadership competencies and
technical/functional skills - Link through job descriptions,
assessments, learning and development, succession planning,
and career-pathways.
IDP’s
Mentoring – Align with key stakeholders
External technical training/skills/competency training
Competency Benchmark
What are the competency traits desired for your
key positions being developed for future
leaders?
Personality Trait Indicator
Mid Level Facility Manager Group
Provides insights to drive performance
Measures natural personality compared to personality traits needed to be successful for a given job
Accurate data quantifying the motivating needs and behavioral drives
Compliant for hiring practices
Basic Traits
DOMINANCE , EXTROVERSION, PATIENCE, FORMALITY
Benchmarked Personality Criteria–Managers assessment– Assertive, Persuasive, Fast-Paced, Driving, & Careful
3 LO 2 LO 1 LO LO A Submissive Docile Self-effacing Meek Easily- Humble Timid Unobtrusive Mild Unassuming Unselfish Agreeable Peaceful Withdrawn Shy Secretive Remote Deeply Reserved Retiring Reflective Self-conscious Imaginative Reserved Quiet Serious Sincere Introspective B Volatile Extremely Impatient Extremely Tense High-Strung Very Impatient Intense Fast-paced Driving Tense Impatient Quick Restless C D Sloppy Free-wheeling Undisciplined Disrespectful Rebellious Undependable Careless Frank Non- conforming Obstinate Casual Independent Informal Uninhibited Accurate Careful Thorough Self-disciplined Dutiful Confident Independent Competitive Self-Starter Assertive Individualistic Resourceful Venturesome Innovative Arrogant Entrepreneuria l Domineering Belligerent Friendly Persuasive Sociable Talkative Optimistic Outgoing Stimulating Fluent Enthusiastic Socially Extroverted Gregarious Highly Persuasive Loquacious Good Mixer Superficial Relaxed Patient Stable Methodical Calm Passive Slow Deliberate Unhurried Lethargic Very Slow Unresponsive Placid Precise Cautious Expert Fussy Worrier Formal Perfectionist Anxious Respectful Conforming Inflexible A B C D HI
(Extremely Low) (Very Low) (Moderately Low) (Moderately High)
1 HI
(Very High)
2 HI
(Extremely High)
3 HI
Lower Than Average NORM Higher Than Average AVERAGE
THE
CO
NTI
NU
UM
S
Case Study – Personality Trait Cont…
Baseline Criteria
What are the needed personality traits desired
for Operations Management for your
organization?
Skilled Labor Pool – Shrinking
Best Candidates – Already Employed
Mobility Barrier – Are our locations of business inviting to match
their desired needs?
National Unemployment – (May) 5.4%
Local ?
Labor Force Shifting
Boomers by 2020, result in significantly lower labor participation rates
Ag Sector Projections – USDA
54,400 annual openings through 2015 needed, post graduate
Today's Talent Market - U.S. Unemployment
Internal Talent
Interns
Trainees
High Potentials
Key Positions
Supervisors/Mgmt.
Performance Mgmt. System
Performance Appraisals 360 Feedback
Peer reviews – Nine Block Ratings
External Talent
Local Workforce
High or Low in skill or competency needed?
Passive Candidates
Best in class – Already hired
If a potential successor, do they know?
College/University
New ideas/New talent
Tradeshow/Conferences
Resume Database
Time/Energy?
Executive Search Firms
Points To Consider
Recruitment Reach
Local, Regional, National Cost/Benefit Impact
Internal/External Recruitment/Selection Program
Maximizing your performance management system Use of multiple, objective measurement tools
Referral Programs
#1 at 46% retention after 1one year #1 source for new hire quality
Source — Staffing.org 2011
Consider the following
:
Predictability of job performance
Increased to 92% when talent selection included three or
more scientifically validate objective instruments
Competency 360 Survey Personality Trait Predictor Ability/Aptitude Testing
Can we afford to hire and promote EE’s based just on
a “Gut Feeling”
IMPLEMENT
- Development & Skill
Attainment
A company with a competency-based model trains
employees who lack competencies in certain skills and builds upon them based on career development needs and needs of the business to survive.
• incorporating competencies into your training
• clearly distinguish company and job competency
benchmarks within your organization
• Employees have a clear roadmap
• Behaviors
• Attitudes encouraged
Coaching/Mentoring
◦ Bi-weekly follow meetings
◦ Shadowing
◦ Teaching opportunities
◦ Include individual follow ups between the employer/successor and
individual being succeeded
IMPLEMENT -
Development & Skill
Attainment
Learning Transfer
◦ Set measurable and tangible targets for improvement
◦ Allow opportunities for successor to execute new skills in work environment
◦ Project assignments
◦ Follow ups with CEO or Key Stakeholders in talent development program
Drive accountability
Improve unity in senior levels commitment to succession planning
IMPLEMENT -
Development & Skill
Attainment
How are you measuring what to develop in
your future successors today?
Performance Appraisals
Peer Reviews
IDP’s
Follow through w. mgmt/candidate discussions
Career Discussions
Evaluate/Re-Evaluate
Competency, Skills, Trait factors
Top Grading
Destination Employer Succession Model
MEASURE Organizational Talent FORECAST CompetenciesTraits & Skills
ANALYZE Today’s Talent Market MAP Succession
& Bench Development
Strategy
IMPLEMENT Developmen
t & Skill Attainment
MONITOR Succession Pipelines
