Continuous Learning and the Succession Planning Process - Webinar 10.09.13
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This document discusses best practices for succession planning. It emphasizes the importance of aligning succession planning with organizational strategy and goals. It also stresses analyzing current and future capabilities, identifying competency gaps, and developing plans to close those gaps through continuous learning. The document recommends succession planning be a relevant process that is perceived as such by participants, and that it drives a culture of lifelong learning.
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Continuous Learning and the Succession Planning Process - Webinar 10.09.13
- 2. Chris Osborn Vice President of Marketing cosborn@bizlibrary.com @chrisosbornstl Jessica Batz Marketing Specialist jbatz@bizlibrary.com @jessbatz @BizLibrary BIZLIBRARY.COM
- 3. 4,000+ Courses. 25 Topic Areas. Unlimited Access.
- 4. POLL QUESTION What is your most pressing concern about your next generation of leaders? A. We havenât identified high potentials B. Skill gaps C. No development plan in place D. No resources to develop leaders E. Something else
- 5. Itâs not just succession to the top â itâs getting the right person in place for every job. Some of tomorrowâs key jobs may not even exist now. If a firm plans to double in size in five years, they will need more talented managers. Robert M. Fulmer
- 6. What youâll learn: Business case for a succession planning process in your organization Overcoming some common obstacles to successful implementation and delivery Best practices for succession planning in todayâs economic market
- 7. Critical Trends ⢠Demographics ⢠Economics & organizational ⢠Emerging competencies ⢠Reduced employee loyalty
- 8. Overcoming Resistance ⢠Replacement and job at risk ⢠Open dialogue about weaknesses and skill gaps
- 9. Overcoming Resistance Self- interest Whatâs in it for me? CEO BUY-IN WIIFM Keep the process transparent
- 10. Aligned with organizationâs strategic objectives. Best Practices: Succession Planning and the Bottom Line Analysis of current and future capabilities required. Focused on competencies, skills and values. Perceived as relevant and real by participants. Drives a culture of continuous learning and development.
- 11. Strategic Goal Alignment Requires executive INVOLVEMENT! ⢠Current Goals ⢠Future Goals ⢠Understanding of current and future trends for organization and industry â˘
- 12. Understanding Capabilities ⢠CURRENT and FUTURE needs to support the organization ⢠Strategic goals and growth Two perspectives: â Organizational â Key Individuals â˘
- 13. Understanding Capabilities ⢠Where are we now? ⢠Where do we want to be? ⢠Difference = Development Plan
- 14. Deciding Whom to Groom
- 15. Readiness SELF- SELECTION ASSESSMENTS ⢠Values-driven behavior ⢠Competencies ⢠Career readiness OBSERVATION
- 16. Competencies and Skills ⢠Targeted ⢠Specific skill or performance gaps ⢠Based on future needs ⢠MUST be dynamic ⢠Simple
- 17. Closing the Gaps ⢠3-4 Key competencies ⢠Identify APPLIED competencies ⢠Benchmark top performers ⢠What does success look like? ⢠What do they do?
- 18. Leadership Competencies ⢠⢠⢠⢠⢠Vision Interpersonal skills Ability to develop others Intelligence Character Organizational governance ETHICS ⢠⢠⢠⢠⢠Collaboration skills People development Digital literacy Global citizenship Anticipate the future
- 19. Relevancy and Support Clearly define standards, requirements and competencies. Link them to organizationâs mission, vision and strategy. Communicate the link clearly to participants. Link the program to business results.
- 20. Continuous Learning 1. Holistic thinking 2. Integrated learning 3. Capacity for change and improvement 4. Focus on collaboration 5. Personal commitment
- 21. Leaders at All Levels Executive Development SENIOR DIRECTORS AND VICE PRESIDENTS Advanced Leadership MID AND SENIOR LEVEL MANAGERS Managing NEW MANAGERS AND NEWLY PROMOTED Supervisory and Team Lead HIGH POTENTIAL EMPLOYEES
- 23. Succession Planning Phases Pre-Promotion Post-Promotion Consideration Exploration Transition Adoption Focus Selection Roles and Responsibilities Processes and Procedures Professional Identity Information Time Frame 1+ Year 1 Year or Less 1st 100 Days 6-18 months Activities ⢠⢠⢠⢠Seminars Informational interviews Job shadowing Focus groups ⢠⢠⢠⢠Training (Formal & Informal) Acting Manager Job Rotation Project Manager ⢠⢠⢠Training (Formal & Informal) Mentoring Networking ⢠⢠⢠⢠Training (Formal & Informal) Mentoring Feedback Peer Evaluation A Succession Plan for First Time Managers, Maria Plakhotnik and Tonette S. Rocco, T&D Magazine, December 2011
- 25. Try us out free for 30-days Check out BizMobile Now Available for Android and iOS! 4,000+ Courses. 25 Topic Areas. Unlimited Access. Cloud-based Learning and Performance Technology.
- 26. Chris Osborn Vice President of Marketing cosborn@bizlibrary.com @chrisosbornstl Jessica Batz Marketing Specialist jbatz@bizlibrary.com @jessbatz @BizLibrary BIZLIBRARY.COM