ideas@work vol. 1

VOLUME 1

BUSINESS INSIGHTS FROM UNC EXECUTIVE DEVELOPMENT

WHITE PAPERS
FEATURED:

Making the Business Case for
Learning and Development:
5 Steps for Success

Ready, Aim, Coach:
How HR Can (and Should)
Coach Managers on Problem
Employee Behaviors

Putting Success Back in
Succession Planning: The Role
of Learning and Development

Passing the Torch: 5 Steps
for Turning the Baby Boomer
Brain Drain into a Brain Trust

Unlocking the
Potential of
On-Demand Learning
in the Workplace

A message from the
President and Associate Dean of
Executive Development at
UNC Kenan-Flagler Business School

About ideas@work
Greetings from the University of North Carolina at Chapel measure and demonstrate the value of learning and
Hill and welcome to the first edition of ideas@work, a new development. Another addresses the importance of
journal designed specifically for business leaders who are succession planning and includes suggestions to identify
involved and interested in talent development issues. and develop talent to fill key leadership positions. A third
paper tackles the challenges caused by a rapidly aging
Here at UNC Executive Development, we partner with workforce with tips to leverage valuable knowledge and
organizations to help them solve real business challenges experience before the baby boomer generation starts to
while developing their top talent. Our approach to retire.
program design and delivery draws upon the power of real-
world, applicable experiences from our faculty and staff, I sincerely hope that you’ll find some useful, actionable
integrated with the knowledge our client partners share ideas that you can apply in your own organization, and I
about the challenges they face. ideas@work was created encourage you to share ideas@work with your peers and
to share some of the ideas and experiences we’ve gained colleagues as you see fit. Our goal is to feature topics that
from working with our partners, and to highlight best are relevant to you, so please feel free to email me any
practices from other organizations. ideas that you have for future topics at unc_exec@unc.edu.

This issue includes five papers covering a variety of topics Thank you for your interest in UNC Executive Development.
which I hope you’ll find to be interesting and thought-
provoking. One paper offers suggestions to help you Warm regards,

Consistently ranked one of Our commitment to At UNC Executive
the world’s best business developing socially Development, we believe
schools, UNC’s Kenan- responsible, results-driven that managing employee
Flagler Business School leaders distinguishes our talent is vital to the success
is known for experiential programs. We educate of any organization, and we
learning and teamwork, people at every stage provide unique learning and
superior teaching, of their careers and development experiences
innovative research and a prepare them to manage for our partners.
collaborative culture. successfully in the global
business environment.

2 ALL CONTENT © UNC EXECUTIVE DEVELOPMENT 2011 www.uncexec.com

Inside this issue

Making the Business Case for Learning and Development:
5 Steps for Success
page 4

Ready, Aim, Coach: How HR Can (and Should) Coach Managers on
Problem Employee Behaviors
page 16

Putting Success Back in Succession Planning: The Role of Learning
and Development
page 26

Passing the Torch: 5 Steps for Turning the Baby Boomer Brain Drain
into a Brain Trust
page 38

Unlocking the Potential of On-Demand Learning in the Workplace
page 50

(Note: The information or conclusions expressed in the following white papers are the authors’ review of findings expressed by the
organizations. All brand representations are registered trademarks owned by the respective companies or organizations.)

3

Making the Business Case for
Learning and Development:
5 Steps for Success
Susan N. Palmer, Ph.D
Program Director
UNC Executive Development

Introduction Our Promise
Human resource and talent management professionals This white paper draws lessons from our work with a
can turn today’s economic challenges into opportunity range of organizations. It outlines steps you and other
and become true strategic partners by creating strong learning and development leaders can take to show your
business cases for their learning and development CEO and CFO the top and bottom-line value and the ROI
initiatives. To do so, HR can no longer measure the of learning and development initiatives.
return on investment (ROI) of learning and development
after the programs have been implemented. Instead, These steps can change your own and your senior
they should calculate and anticipate the returns these management’s perception of learning and development
initiatives will have on their organization’s bottom line. programs and of the value these programs provide to
the organization:
This white paper explores how organizations can retool
their learning and development programs to reflect 1. Know your organization’s strategic priorities.
how they should be doing business and provides
2.
Understand how the learning and development
steps you can make to show your CEO and CFO the
function can contribute to those priorities.
top and bottom-line value and the ROI of learning
and development initiatives. With the proper focus 3.
Determine what learning and development programs
and understanding of how learning and development will support the organization’s strategic direction.
programs contribute to corporate profits, spending
on training and development will be viewed as an 4. Build it with metrics.
investment with the potential for strong returns rather
5. Pitch it like you’re the CFO.
than as a disposable business cost.
With the proper focus and understanding, you can have
leaders view training and development as a worthy
investment instead of as a cost.


MAKING THE CASE FOR LEARNING DEVELOPMENT

Step 1: Know Your Organization’s Strategic Priorities
The turbulent economy of the past few years has put Gathering this knowledge will help you to communicate
even seemingly recession-proof industries like health better with your top management and improve your
care and utilities on edge. Such volatility often makes ability to ask the right questions. These enhanced
it easier to think in terms of short-term survival, rather communication skills will also put you in a better
than long-range strategy. Yet it is crucial to focus on position to offer human capital recommendations that
what is important (long-term strategic priorities), align with your organization’s strategic priorities.
rather than on what is urgent (today’s employee
relations problem).

Make it your business—even a job duty—to know and
understand your organization’s strategic priorities and
Learning and development
keep these priorities in mind when developing your professionals who can
learning and development programs:
show how their
1. ead about your industry and organization on
R
the Internet. organizations’ top and
2. Learn about your competition. bottom lines ultimately
3. nderstand how your organization is rewarding
U improve from investing in
its executives and how this compares to others in
your industry.
training and development
4. earn how your company is viewed externally
L
will grab the attention of
and what your customers are saying about you— senior management and
both positive and negative.
quickly become a valued
This environmental scan will help you understand
and anticipate where your organization needs to strategic business partner.
be in three to five years, and how effective talent
management can push your organization
in this direction.

5

Example:
Top management at Duke Energy understands the value of long-term planning.
At a time when most organizations slashed their training budgets, Duke Energy
actually increased its spending on leadership development.

2008, the company launched the Strategic Leadership Program, intended to develop
In
the next generation of leaders to be more strategic and less tactical in their thinking
and actions.

The two-week program focused on developing the leadership skills of mid-level managers.
Participants learned how to evaluate business decisions, how to execute business
strategies, and then how to put the theory to practice:

• t started with in-depth sessions on understanding the industry and the business.
I

• uring the first week, participants identified actual business challenges in their own
D
business units and then developed solutions to address these challenges.

• uring the second week, they worked on emerging company challenges identified by
D
the senior executives.

The challenges had measurable bottom-line impact for the organization, and they
piqued the interest and generated ongoing support of senior management.

According to a recent Bersin Associates
survey, corporate learning and development
budgets were cut by 11 percent in 2009, and
by a total of 22 percent since 2008.
ource: O’Leonard, K. (2010). The Corporate Learning Factbook: Benchmarks, Trends
S
and Analysis of the U.S. Training. Oakland, CA: Bersin Associates



Step 2: Know How Your Department
Contributes to Those Priorities
Understanding your organization’s strategic initiatives will help you better focus on how
the learning and development function can contribute to achieving these priorities.
Two key questions to ask are:

1. ow can your existing learning and development programs help support the
H
business strategy?

2. hat new learning and development programs may be needed to assist in
W
achieving those goals?

Two Examples
For example, if your organization plans to expand its
business internationally within the next several years, “ nce senior leadership
O
determine how the training and development function
can support this goal. Will current employees need to
understands that your
do work overseas? If so, then evaluate the training focus is the same as
that employees will need to succeed in these new
business environments. theirs, it leads to better
Will the organization need to hire new employees in support to obtain your
other countries? If so, then careful thought should
be given to the training needs of these employees,
goals.”
as well as to how to deliver the training efficiently
and effectively overseas. Also, understand how those
employees who do not work overseas will support
Lori Antieau
the strategic objectives and develop training
Vice President, Human Resources
programs that align with those global priorities.
Talecris Biotherapeutics

The impact of training and development on a
strategic priority, such as expanding globally, can
be multilayered, so it pays to think outside of
the box.

Providing a clear picture of how work will change
and preparing employees for these changes can
be an invaluable contribution. Knowing what
learning and development opportunities are needed
to help employees adjust to new or changed roles
can offer great results and pay back.

7

Step 3: Determine What Programs Will Support
the Strategic Direction
Now that you understand your organization’s strategic priorities and how the learning
and development function can help make them a reality:
• hat specific learning and development opportunities are needed?
W
• hat existing training programs should be included or excluded moving forward?
W
• hat new training programs may be needed?
W

Except for those required by law, evaluate how your existing learning and development
programs support your organization’s strategic direction. Keep those that support the
strategic direction and discontinue the rest. And even with programs that are required by
law, evaluate them to make sure they are working and getting the results your organization
expects and needs.

For example:
• s your organization developing a new product, service, or solution?
I
• f so, do you have the knowledge and skills in-house to design and deliver it?
I
• f not, can you help develop the knowledge and skills that will be critical to bring this
I
new offering into a highly-competitive marketplace?

Examples for training and development may be preparing the sales force to sell the new
product or building a customer-focused organization that can deliver it, particularly if it is
outside your organization’s normal offerings.

Example:
Caterpillar, the world’s leading manufacturer of construction and mining equipment,
diesel and natural gas engines, and industrial gas turbines, has done exactly this.
Caterpillar has hundreds of locations worldwide to serve and support their customer base and to
respond quickly to their needs.

Jose (Pepe) Brousset, regional director for Americas South at Caterpillar, focuses on how Caterpillar
can maintain its leadership in the industry.

According to Brousset, “While we continue to invest in the differentiation of our products, we
recognize that we need to change the (85 year-old) organization to become much more customer-
centric. We need to understand, really, the solutions that our customers are seeking.

“Our talent development efforts are designed to drive this organizational change; to become more
customer-centric, starting with top leadership and continuing down through the operating managers.
In this way, we’re able to transform the organization and impact the bottom line.



“To be successful, talent development needs to start with the leadership; they need to
be committed to driving the culture change down through the organization. They also
need to empower their managers and provide support. From there, it will cascade
through the organization.

“At the operating manager level, our talent development efforts are designed to
provide the training and tools to enable organizational change. We help our executives
throughout the organization see their roles in supporting this strategy so they will
better understand how their contribution drives results.

“As a result, we have a direct impact on market performance by imparting knowledge
that drives the behaviors which will change attitudes.”

79
of CEOs who
%
79 %
of CEOs in that same
68 %
said they intend to
responded in a survey said they want increase investment
recent Pricewaterhouse- to change their strategy in leadership and talent
Coopers survey said for managing talent. development as a result
they intend to increase of the global recession,
focus and investment suggesting that existing
on how to manage people practices did not
people through change. support businesses when
This includes redefining the global recession hit.
employee roles within
their organizations.

Source: PwC Saratoga (2010). Managing People in a Changing World: Key Trends in Human Capital. PricewaterhouseCoopers

9

Step 4: Build It with Metrics
Too often, CEOs and CFOs view employees as Measuring outcomes that have a real and demonstrable
depreciating assets, and frankly, learning and effect on the organization’s top and/or bottom line is
development professionals have given them little reason not as hard as it sounds. Learning programs can have
to change their minds. A recent McKinsey Quarterly measurable results such as increased sales or improved
report found that only 8 percent of respondents said productivity. Reductions in recruiting costs from lower
they track the return on investment of training and employee turnover and improved customer service
development programs. Learning and development also can have positive and very measurable impacts on
professionals must be prepared to show at the planning corporate results.
stage the top and bottom-line impact learning programs
will have on the organization. However, no single set of metrics will apply to every
program, so talent management professionals must be
prepared to develop specific measurements for each
program.

Example:
According to a recent McKinsey Quarterly report (July 2010), officials with the Boys and
Girls Clubs of America (BGCA) analyzed and created a set of metrics when developing a
leadership training program for more than 650 volunteers.

2007, BGCA management realized that an anticipated wave of retirements among local club leaders
In
would leave them with a severe leadership shortage. With the changing demographics, this leadership
gap is a consistent theme seen today in many for-profit and non-profit organizations.

BGCA management also found themselves in a situation not uncommon among non-profit
organizations; donors preferred that their money go directly to those in need and not to overhead
costs like training and development. BGCA quickly understood they would have to make the business
case for the leadership training at the outset and ensure that they could demonstrate how the training
would pay for itself.

First, BGCA officials narrowed the focus of its leadership training down from 50 to 4 key aspects. They
accomplished this goal by analyzing which leadership traits contributed the most to job performance.
By designing a program based on leadership aspects tied directly to performance, BGCA officials found
that developing metrics and assessing the success of the program was straightforward and tied directly
to the association’s strategic priorities.

BGCA compared the pre- and post-training results of leaders who completed the training program.
The BGCA officials also gathered benchmarking data from a control set of member organizations that
had similar characteristics, such as budget size and operating revenue; however, the leaders in the
control group did not receive the training. The results for leaders who participated in the training
programs were markedly better than leaders in the control group on every outcome measured.



Boys Girls Clubs of America (BGCA) training attendees’
performance before and after training
Difference between performance gains of highest-quartile
training participants1 and average ones, 2009 vs 2007
Values in percentage points.

Mission metric:
+10-12
Increase in club membership

Financial metric:
+8-10
Increase in total revenue raised

Mission metric:
Increase in % of members with +3-4
club tenure of 2 years or more
1
D
efined as 75th percentile.
Source: BGCA; McKinsey analysis

Officials estimated that if all 1,100 member organizations matched the success level of the groups whose
leaders participated in the training programs, then the BGCA would have added 350,000 new members and
increased revenue across all its organizations by $100 million—or approximately a 3 percent increase in the
average local organization’s budget.

Estimated impact of Boys Girls Clubs of America (BGCA) training program
Impact of advanced- Cost of advanced- Return on investment
leadership program on ÷ leadership program, = (ROI)
revenues, $ million $ million

Increase, 2008–2009 All-in cost, 2007–2009
30-35 7.3 4-5X

Future annual increase Future annual cost
15-20 2.5 6-8X

Source: BGCA; McKinsey analysis

The BGCA officials also calculated that the training programs generated more than four times the return on the
program’s cost—including the cost of time and travel for all the participants.

11

Example:
Duke Energy also measures the success of its leadership program, but takes a venture
capitalist view; if just one of the business plans generated from the program comes to
fruition, the cost savings to the organization or the increase in revenue will pay for the
program and more.

This is a lesson we can all be reminded of: Don’t be afraid to think unconventionally. According to
Atul Nerkar, associate professor of strategy and entrepreneurship at the University of North Carolina’s
Kenan-Flagler Business School, who was involved in the development of the Duke Energy program,
“We wanted activities that lead to either cost savings or an increase in revenues. We wanted to show
where [the program] impacts the top and bottom lines. This is a unique approach which we believe
helps make the program pay for itself.”

According to Mark Short, managing director of organizational development at Duke Energy, this
venture capitalist approach to its leadership program has paid off. “We wanted to create an
environment of innovation and empowerment; an environment where our leadership talent is
encouraged to think outside of the box when seeking solutions, and they feel safe in pushing
those solutions forward.

“ he impact from the program has been tremendous, both culturally and on the bottom line. You
T
know the program has made an impact when every new participant in the program knows the
successes of the preceding class, and they all strive to top.”

“ etting a seat at the table is imperative; however, you have
G
to be a respected voice at the table or you are doing nothing
more than keeping the chair warm. Business is the key word,
not the kumbaya-hold-hands-and-sing-the-praises-of-people
approach.

“
Business means putting your numbers up and presenting
your viewpoint or proposal from a quantitative instead of a
qualitative approach.”
Carrie Alden, SPHR-CA
Human Resources Manager
Sierra Nevada Brewing Co.



Step 5: Pitch It Like You’re the CFO
It’s time to change your mindset and think like a
finance person. As you identify how future learning
and development programs can affect your Talent management
organization’s strategic priorities, you need to be professionals must be
able to make the business case to obtain and retain
program funding. prepared to develop specific
This principle applies to both for-profit and not-
measurements for each
for-profit organizations. The key to success for any program.
organization is how to get the best returns from its
available resources.

Your Assignment
This will require you to shelve your HR or training
and development role for a while and start thinking
about how your job and your department create
“ e have aligned our HR
W organizational value. While HR professionals stress the
efforts more closely with need to get senior management support for training
and development programs, it is unlikely that they
the business strategy. will get or maintain this support without being able
Although there was some to demonstrate the effect on the organization’s key
performance metrics.
resistance from managers
at the beginning, early and At the end of the day, training and development
programs should not be seen by the CEO or CFO as a
frequent communication cost, but rather as an investment in the organization’s
and involvement of staff and human assets. An investment that you can demonstrate
has a real, positive top and/or bottom-line impact.
managers in the development
of new, more effective talent In most cases, other departments or divisions within
organizations have been doing this for years. Marketing
management processes has and operations directors normally can make strong
substantially reduced the business cases and have measures in place to show
how their functions and programs directly affect the
resistance to change.” organization’s bottom line.

CFOs are not likely to support what appear to be
Milton E. Barrios disposable costs which offer no measurable positive
Assistant Senior Personnel Manager impact to corporate profits—especially in tough
International Monetary Fund economic times when resources are limited. However, a
positive return on a cash outlay will elicit a completely
different response from most finance officers.

13

The challenge that many learning and development planning to enter the international market? Many times
professionals face is calculating the return from what organizations tend to chalk up such a training exercise
some call a “soft set” of measures. as a direct but necessary cost.

“A basic rule of capital budgeting is to only fund However, even a training program which appears
investments where the net present value is positive; to support a “soft set” of skills can have a hard and
the challenge to HR and learning and development measurable impact on corporate profits by improving
managers is how to calculate the real value that training external and internal customer satisfaction. This
and development programs add to the bottom line,” satisfaction can be measured through customer or client
said Robert A. Connolly, associate professor of finance at retention, which in turn can directly affect corporate
the University of North Carolina’s Kenan-Flagler Business profits and costs savings.
School.

“Since HR and learning and development projects
generate human capital, change management processes,
affect job satisfaction and have a direct impact on other The challenge that many learning and
hard-to-measure outcomes, these types of investments development professionals face is
tend to be much more difficult but not impossible to calculating the return from what some
quantify,” Connolly says.
call a “soft set” of measures.
For example, how might one measure the impact
of a cross-cultural training program for a business

Conclusion
An organization’s financial officer will be much more No one can predict the future with 100 percent
likely to fund learning and development proposals that accuracy, so cost and return projections which provide
project a return on the initial investment. Metrics such best and worst-case scenarios and the probabilities of
as customer retention and the positive impact repeat success are what CFOs think about and want to see.
customers have on the bottom line can be ways to
illustrate the efficacy of a learning and development Simply put, do your homework. And if that homework
program. clearly shows how learning and development programs
offer a strong return on investment on the organization’s
The trick is learning to use a financial perspective to view performance metrics that matter, then a business will be
the possible outcomes of learning and development much more likely to provide the resources. It’s a formula
programs and then apply the appropriate metrics to for success that many top organizations (both profit and
project the possible returns. As most any financial not-for-profit) are now using.
professional will tell you, it’s not an exact science.

O’Leonard, K. (2010). The Corporate Learning Factbook: Benchmarks, Trends and Analysis of the PwC Saratoga (2010). Managing People in a Changing World: Key Trends in Human Capital.
U.S. Training . Oakland, CA: Bersin Associates. PriceWaterhouseCoopers.


If you’re ready totake the
next step in your career,
make a quick trip back to
the classroom first.

E X E C U T I V E D E V E L O P M E N T I N S T I T U T E

At UNC’s Executive Development Institute,
you’ll gain the core knowledge of an MBA program
without the long-term time commitment. You’ll
also learn how to view the business world from a
senior executive’s perspective. And you’ll develop the
UNC EXECUTIVE DEVELOPMENT
key leadership characteristics that lead to effective
The Power of Experience.
strategic performance. The result? In two weeks,
you’ll be fully prepared for that next step.

To learn more, visit www.edi.uncexec.com.

15

Ready, Aim, Coach:
How HR Can (and Should)
Coach Managers on Problem
Employee Behaviors
Melodie Howard
Program Director

A Common Problem
We’ve all been there. It’s
Monday morning. You’ve
had a good weekend and
arrive in the office ready
for a new week. Carol had
a good weekend too. She
had plenty of time to mull
over the situation with
her direct report, Joe.
He’s good at what
he does—really good.
But Joe has to go.
He’s a thorn in her side
and is lowering morale
in the IT department.
She can’t wait to share
her news with you and
walks into your office
shortly after you arrive.
It’s time, she announces,
that you fire Joe.


COACHING MANAGERS ON PROBLEM EMPLOYEES

Introduction
Problem employees are the bane of everyone’s existence
in an organization. They cause productivity to plummet
and damage morale. Because few people enjoy conflict,
According to one 2004 study,
managers often go to extremes to avoid addressing the executive coaching at Booz
problem behavior. It seems inevitable that it winds up in
the HR department. Unfortunately, by the time it does,
Allen Hamilton returned $7.90
the damage has already been done and the clean-up for every dollar the business
can take months.
consulting firm spent on
This white paper will show HR and talent managers how coaching.
to use coaching skills to help managers handle problem
employee behavior and reduce the workplace costs
associated with problem employees.

The High Cost of Problem Employees
Problem employees and “toxic” workplaces are, bullied at work said they lost work time worrying about
unfortunately, more prevalent than ever. A 2008 SHRM/ the incident and 78 percent said their commitment to
Ethics Resource Center survey found that 57 percent their employer decreased (Porath and Pearson, 2009).
of respondents said they had witnessed abusive or
Lower productivity and morale are not the only costs
intimidating behavior (excluding sexual harassment)
associated with problem employees. Employees who
toward co-workers.
experience or witness uncivil behavior are more likely
Nearly half of all respondents to a survey conducted by to quit, taking their talent with them and costing
the Employment Law Alliance reported that they had employers an estimated 150 percent of a mid-level
worked for abusive bosses. The Workplace Bullying manager’s salary to replace (Porath and Pearson, 2009,
Institute estimates that approximately 54 million U.S. SHRM).
workers have been bullied at work. When bystanders
To make matters worse, bad behavior and attitudes
are included, workplace bullying affects nearly half of
are like the common cold; they are easily spread to
all full and part-time employees in the United States
co-workers. If problem behavior is not checked, other
(SHRM, 2010).
employees (consciously or unconsciously) perceive that
Problem employees add stress to the workplace which the employer accepts the behavior and will tend to
costs U.S. employers an estimated $300 billion annually adopt it as well. Problem behavior can undermine an
in lost productivity and turnover. In terms of productivity, organization’s culture.
80 percent of employees who reported being insulted or

17

Types of Manageable Problem Behavior in Employees
Let’s take the example of Carol, the IT professional who believes her direct report, Joe, must go.
Carol’s background is probably not in human resources, social services or psychology. She is probably
a technical professional who was promoted into a position where managing others is required. Carol
may know that Joe irks her and others around her, but she simply may not be able to articulate why—
making the opportunity to coach her with her problem employee all the more challenging.

my experience as an organizational development professional, manageable problem employee
In
behavior generally falls into one of eight categories:

1. Technician-Turned-Managers:
Their high proficiency in their technical areas of expertise (e.g., IT, Finance, RD) probably led them to
be promoted into a management position. Unfortunately, what made them great technicians may not
match the skills they need as a manager.

They are used to doing their work as individual contributors and are unclear on how to get work done
through others. They earn a reputation of being a micromanager because they cannot delegate and
are often heard saying that they can’t get anything done because of “all these people showing up
at my door and asking questions.” Because their previous roles were so insular and their expertise so
specialized, they are ill-equipped for managing others and being more extroverted.

2. The Oblivious:
This category includes any and all permutations of a “lack of self-awareness.” These employees
are generally unaware of their surroundings or themselves and as a result, clash with others in the
workplace. These are the employees who think they are better, smarter, more productive than everyone
else. They simply don’t understand that their behavior is disruptive to co-workers or why others react to
them in such an exaggerated manner (“I’m just a straightforward type guy. It’s not my problem that
they can’t handle the truth.”).

This category includes employees who don’t “show up” in appropriate ways; the senior leader who has
no executive presence or the customer service supervisor who uses inappropriate speech.

3. Naysayers:
These employees generally have bad attitudes or an underdeveloped ability to solve problems. If there is
a challenge at hand, they tend to add to it. They can give you all the reasons it won’t work, but seldom
offer a solution. They are constant “kvetchers” who tend to bring the entire unit’s morale down a few
notches. Beware of the cheerful naysayers—the ones whose discouraging comments are delivered with
a cheerful smile or sotto voce. They are likely to express their disapproval outside the meeting versus
directly in the meeting.



It is important to note that these categories are not mutually exclusive. It is entirely possible to have
an employee or manager who is an oblivious naysayer with a bad attitude. However, all of these
categories can offer coachable moments that can lead to real behavioral improvement.

4. People Pleasers:
Believe it or not, people pleasers can get in the way of employee morale and productivity. These people
are incapable of saying no and because of that, they tend to feel and act overwhelmed and victimized.
Their inclination to “over-promise and under-deliver” earns them a reputation of being untrustworthy.

People pleasers are frequently fence sitters. They are the leaders who can’t or won’t make a decision
for fear of upsetting people. Their inability to make decisions can leave subordinates feeling frustrated,
confused and stressed out.

5. The Passive-Aggressive:
Passive-aggressive employees avoid addressing problems at all costs but can inflame them by stirring
the pot with negativity or innuendo. Like naysayers, they prefer to stir the pot outside of meetings.

6. Poor Communicators:
all know how critical good communication is to organizational success, but few employees are
We
actually trained in what good communication is. Bad communicators either fail to pass on critical
information, fail to do so effectively, or do so in a manner that is perceived as ineffectual or abrasive.

7. Credit Hogs:
Credit hogs may be the antithesis of the oblivious employee. They are absolutely aware of themselves
and others and are quick to use others to raise themselves up. They tend to claim credit for everything
and share credit for nothing. They are corporate climbers in the worst sense of the term.

8. Volatiles:
These are the tightly wound, overly emotional and unpredictable employees. They can be bullies or
simply highly unpleasant to work with.

19

The Un-Manageables
Unfortunately, there are some problem behaviors that are simply un-manageable. In most cases, these behaviors lead
to termination of employment.

Incompetents: One-trick ponies: Liars/cheaters:
These employees are simply One-trick ponies have been Liars and cheaters are
bad hires who cannot meet the extremely successful at fundamentally flawed
requirements of the job. something but can’t or won’t individuals who will break
learn something new as job an organization’s code of
requirements and company ethics and perhaps even
demands shift and change. the law to get ahead.

Coaching the Manager
Y
ou would never hire someone to be an engineer Traditional HR methods to handle (or head off) problem
who lacks an engineering degree—yet organizations employees, like performance improvement plans, should
constantly hire or promote managers who don’t have be the last step in any disciplinary process. Before it
the needed people skills. reaches that point, managers should be taught the
tools needed to address problem employee behavior.
Employers will promote an introverted number cruncher They must be coached, and this is where HR and talent
to head the finance department because he raised his management professionals can truly contribute.
hand for the job, thinking that was the only way to get
ahead in the organization. Coaching is simply moving valuable people from where
they are to where they want or need to be.
It should come as no surprise, then, that he is completely
unprepared for the human interaction the new job Some of the most effective coaches are also exemplary
requires. He lacks the skills needed to manage people, models—they “walk the talk.” As it applies to
so when his former (and now disgruntled) co-worker addressing problem employees, HR and talent
starts acting up because she was passed over for management professionals can help managers identify
the promotion, he ignores it. Suddenly, the requests the problem behavior, analyze it, develop approaches
for internal transfers and departmental turnover spike. to discuss it with the employee, create an employee
Unfortunately, HR often becomes aware of the problem “contract” to address the behavior, and in general,
far too late. develop a culture that is supportive of open dialogue.



The Benefits of Coaching Managers
for Organizations
• ostly and time-consuming problems overcome.
C • Better retention; employee loyalty and

motivation are improved when their supervisors
• ncreased employee skills so managers can
I take time with them to help them improve
delegate more tasks, allowing managers to their skills.
focus more on managerial responsibilities like
planning. • More effective use of company resources;

coaching costs less than formal training.
• mproved productivity by helping people work
I
smarter. Source: HBS Press Book, 2006

Step 1: Help the Manager Identify the Problem
Behavior
G
ood coaches ask good questions. Ask some variation T
hese questions will help managers identify the problem
of the following questions to help the manager behavior. By asking if the behavior has happened before,
articulate the problem behavior (consider using some of you are establishing a baseline for the behavior.
the types of problem behaviors as a framework): Managers also tend to focus on recent events, so asking
if the behavior has happened before will allow them to
• “ et’s focus on the employee’s behavior. What types
L focus on broader themes rather than one-time events.
of behavior is she exhibiting?”
Finally, the last two questions will establish if there has
• “
Has this happened before? Was it a one-time been any communication with the employee regarding
incident or is it ongoing? When does it happen?” the behavior. There is a good chance the answer to both
of these questions will be “no”, and for now, that’s fine.
• “ hat do you want her to stop doing? What do you
W Your job is to coach the manager to acquire the skills
want her to do differently?” and confidence to have a constructive conversation with
the employee focused on behavior.
• “ ave you discussed this behavior directly with the
H
employee before?”

• “ ave you or previous managers documented this
H
behavior in any previous performance reviews?”

21

Step 2: Help the Manager Analyze the Behavior
O
nce you’ve helped the manager identify the problem behavior, analyze it. Ask the manager what he or she thinks the
implications would be if nothing was done to address the problem behavior. Help them establish a decision tree.

I
s the problem behavior important enough to address? These questions should be considered at this stage:

Encourage the manager to analyze the costs and
benefits of addressing the behavior. If it is not affecting • Is the employee aware that his or her job performance

the productivity or morale, addressing it may do more is not meeting expectations?
harm than good. Assess with the manager his or her
• If the employee is meeting job expectations, is it how

patience with the employee in terms of giving the
he or she accomplishes it that’s the problem?
employee the time to change the behavior.
• Does the employee clearly understand his or her roles

A
sk the manager to consider how doing nothing about and responsibilities?
the problem may affect the rest of the departmental
team, customers, clients and organizational profitability. • Has the employee’s roles and responsibilities shifted

Is it really an ingrained problem behavior that is affecting in the recent past (e.g., promotion, new boss,
productivity and morale? Is it affecting organizational different projects)? Is he or she having personal
profitability? Is it endangering others? If the answer is issues outside of work (e.g., death, divorce, illness)?
yes to any of these questions, intervention is needed. Could these changes be affecting work performance
and/or attitude?

Step 3: Develop Approaches on How to Discuss it with
the Employee
Unless the behavior is clearly against the organization’s Now that the manager can articulate the problem
policies or code of conduct or is illegal, then it is most behavior, coach him or her in the ways to deliver
likely an opportunity to manage the employee towards behavioral feedback. Try role playing with the manager
better behavior. It is important to let the manager know to analyze different approaches to take. Encourage
that the objective of the discussion with the employee is the manager to provide concrete examples to help the
not to terminate employment but to work together to employee identify the issue. Coach the manager to
address the problem behavior. include how the employee’s behavior is affecting others
(“Joe, you’ve been late to work four times last week.
The reason for this is twofold. First, it is highly likely Other employees had to cover for you, causing them
that the manager entered your office with his or her to get behind in their own work.”) and what the
mind already made up; it’s time to fire the employee. manager can do to help the situation. Be sure to
Reframing the context of the meeting from termination discuss possible reactions the employee may have
to an employee development opportunity is vital at this (denial, embarrassment, defensiveness) and how
stage—the manager has to support the new approach. to handle them.
Secondly, it reframes the meeting with the employee
from “confrontation” to “conversation.” A conversation
isn’t nearly as daunting to all parties involved.



Ask the manager to identify desired outcomes of
the meeting.
• hat goals will the manager and employee mutually agree to that will address the problem behavior?
W

• hat will success look like?
W

• hat timeframe will be established for successful resolution?
W

• t the end of the meeting, will the employee clearly understand the implications of
A
not correcting the problem behavior?

• ill the employee understand that the outcomes of the meeting will be documented and why?
W

Step 4: Show the Manager How to Create a Contract
with the Employee
The meeting with the employee to address the problem Coach him in how good behavioral descriptors provide
behavior will no doubt be emotional for both parties, detail on the problem behavior, including instances
and it may be easy to forget some of the desired when it occurred, and a recommendation on how to
outcomes and timeframes agreed to during the meeting. effectively address it.
The manager should put this all in writing to help the
employee and to establish a good legacy for future Bad behavioral descriptors (“You are just not a team
managers regarding the employee’s development. player.” “You are rude in meetings.” “You are too
negative.”) fail to provide the employee context and a
Unfortunately, for many managers, writing is a solution. Good behavioral descriptors (“When bringing
stumbling block. Remember the introverted number concerns forward about project implementation, you
cruncher? He hates to write and has never heard of the focus on what will not work. In the future, I’d like
term “behavioral descriptors.” It’s all HR speak to him. for you to focus on bringing some positive aspects
He’s going to need some more coaching to learn how to or potential solutions to these issues as well as your
effectively document the discussion. concerns.”) will help the employee identify when the
behavior likely occurs and how to effectively address it.

23

The Benefits of Coaching Managers
for Managers
• nhanced skills and knowledge to advance their careers.
E

• Feeling of organization’s support and encouragement.

• More pride and satisfaction that comes with surmounting new challenges.

Source: HBS Press Book, 2006

Follow Up with the Manager: You’ve Been Coached
Follow-up with the manager to see if the employee’s problems. In fact, let them know you may call on
behavior has improved and review the steps you and them some day to help another manager through a
the manager took together to address the problem. similar situation—each one, teach one. This will not
Let them know that they were coached and learned only help them become effective coaches, it will
valuable skills (you may want to recap them) that you help move your entire organization toward a more
hope they will apply to future employee behavioral developmental culture.

Bergman, A. (2009, July 30). It Pays to Be HBS Press Book (2006, November 23). Porath, C. Pearson, C. (2009). The Cost of SHRM (2010, December 23). Managing
Nice: Rudeness in the Workplace Comes Coaching People: Pocket Mentor Series. Bad Behavior: How Incivility Is Damaging Your Difficult Employees and Disruptive Behaviors.
with a Hefty Price Tag. Newswise. Retrieved Cambridge, MA: Harvard University Press. Business and What to Do About It. London: SHRM Online. Retrieved February 15, 2011
February 17, 2011 from Portfolio Hardcover. from www.shrm.org.
www.newswise.com/articles/view/554773.


Lead your
HR organization
into the future.
B U S I N E S S A N D H U M A N R E S O U R C E S

Now more than ever, senior HR leaders need the
knowledge, skills and experience to respond to
emerging trends that are shaping the future of global
business. Offered in partnership with the Society for
Human Resource Management (SHRM), UNC’s
UNC EXECUTIVE DEVELOPMENT
Business and Human Resources program is designed
The Power of Experience.
to equip senior HR leaders with the most up-to-date
business knowledge and skills needed to succeed in
the rapidly changing business environment today -
and tomorrow.

To learn more, visit www.bhr.uncexec.com.

25

Putting Success Back
in Succession Planning:
The Role of Learning and
Development
David Leonard, Ph.D
Program Director

Promise
Do you believe that your organization is developing A recent Towers Watson survey found that similar to
the talent it needs to reach business objectives and the 2001 recession and recovery, high performers plan
meet future challenges? If not, you are not alone. to jump ship as soon as the economy and job market
This white paper will show you how successful revives.
succession plans are more than filling out forms.
They are real, living programs that combine learning The same survey found that employee engagement has
and development opportunities and experiential dropped nearly 10 percent since 2008 and approximately
learning to prepare leaders at all levels for tomorrow’s 25 percent for high performers.
business challenges.

If you, as a learning and development professional,
don’t have succession planning on your radar, • Less than half of all organizations have

you should. succession plans at any level. Among those
that do have them, the plans are likely to be

Introduction at the department director level and above,
ignoring leaders at lower levels.
After nearly two years of economic gloom, there is
• 37% of succession candidates fail.

some good news these days. According to the
National Bureau of Economic Research, the world’s • About half of all organizations have a

worst recession in 70 years ended in June 2009. process in place to identify high potential
leaders, but less than two in five have a
Most experts agree that the recovery will be slow program to accelerate their development.
and arduous, but if history is any indication, talent
management and learning and development Source: Howard Wellins, 2008

professionals must start planning now to staunch
the anticipated loss of their organizations’ top talent.


PUTTING SUCCESS BACK IN SUCCESSION PLANNING

Today, most employers are more concerned about Employee engagement and leadership development
retaining their top performers and skilled employees work hand-in-hand. Research has shown that employers
than before the economic crisis of 2007 and 2008 with the most engaged and satisfied workers are
began (Towers Watson, 2009). those who provide their employees with meaningful
learning and development opportunities. Learning and
Another issue organizations must factor into their development specialists who understand how leader
succession-planning equation is the imminent retirement development programs can merge with and support
of baby boomers. In a 2009/2010 report on trends succession planning will be in the position to shape and
in executive development by Executive Development direct the future success of their organizations.
Associates (EDA), respondents named the lack of
“bench strength” as the second most influential factor Adequate succession plans identify high potential
in executive development for the next two to three employees who will assume key leadership roles left
years, primarily because of the expected number of vacant by departures or retirement. Successful plans not
baby boomers who are set to retire as the economy only prepare employees for those roles but also prepare
recovers (Hagemann Chartrand, 2009). them to meet the challenges of tomorrow’s workplace.
Learning and development professionals have a crucial
If you combine all these factors, this can add up to role in these processes and in putting success back in an
a huge opportunity for learning and development organization’s succession planning process.
professionals who are in a unique position to shape
learning programs that develop leadership skills and
identify employees’ potential leadership abilities.

The Impact of an Integrated Approach to Talent Management

Companies that Take an Integrated Approach to Reward and Talent
Management Are…

25% 20% 18% 33% 18%
Less Likely Less Likely Less Likely Less Likely More Likely
to experience to experience to report to report to be high-
problems problems having trouble having trouble performing
attracting attracting retaining retaining organizations
top-performing critical-skill top-performing critical-skill
employees employees employees employees

Source: Towers Watson 2008/2009 Global Strategic Reward Report

27

Look Forward When Developing a Talent
Management Program
Succession planning is not just about recognizing the Organizations are now concerned with developing a new
talent gaps that exist in your organization today but set of competencies and skills in tomorrow’s leaders.
identifying future talent needs and creating solutions to These include strategic thinking and planning, crisis
address those needs. The challenge most learning and management, judgment and decision-making, tolerance
development professionals face is how to craft programs of ambiguity and the ability to implement rapid change
that adequately address the leadership skills needed in (Towers Watson, 2010).
tomorrow’s rapidly changing workplace.
The EDA survey showed similar results. EDA researchers
Although future talent needs will vary according to found that employers were looking for strategic
an organization’s industry, some common leadership thinkers and those who could inspire others. The
skills and talents necessary for success have emerged. survey respondents identified weaknesses of the next
Employers realized during the recession that most generation of leaders, including the ability to think
managers could communicate—a skill that has been a strategically, lead change, create a vision and rally others
focus of executive development for years—but few around that vision (Hagemann Chartrand, 2009).
could handle ambiguity well or were able to deal with By focusing on these competencies, leader development
rapid change. professionals can have profound and lasting effect
on their organizations’ succession plans and their
companies’ leadership bench strength.

Example: Thinking Ahead
Operating in 60 countries with 35 distinct business units and 76,000 employees, 3M, the maker
of Scotch-Brite™ cleaning products and Post-it Notes®, is a prime example of how effective good
succession planning can be. Early in the design of their succession planning program, 3M identified
a common set of leadership attributes they will need in tomorrow’s workplace.

For 3M, high-potential employees in their organization must:
• Think from the outside in.
• Drive innovation and growth.
• Develop, teach and engage others.
• Make courageous decisions while holding themselves and others responsible.
• Lead with energy, passion and urgency so that teams can respond quickly to innovation.
• Live 3M values of integrity, honesty and professional ethics.

These leadership attributes underlie 3M’s succession planning process and inform leaders about
what they need to know and do and what kind of employees the organization needs to succeed
(SHRM Foundation, 2008).



Example: Evaluating Leadership Potential
For aerospace manufacturer Lockheed Martin, succession planning begins
with a leadership assessment program that not only evaluates business
achievements, but also examines personality traits such as ethical behavior, integrity and the ability to
foster teamwork. The assessment also evaluates potential, including the ability to assume roles with
increased complexity and accountability, the capacity to make future contributions and aptitude for
continuous learning.

Based on the outcome of the assessment, employees are identified as high potential, moderate potential
or “well-placed.” These more broadly defined (yet measurable) talent needs were identified because an
analysis found that Lockheed’s leadership was stove-piped, and its leadership bench resembled Swiss
cheese (SHRM Online, 2007).

Succession Planning Is Not Just for the
C-Suite Anymore
Although most employers have traditionally focused Learning and development professionals have an
succession planning on the top levels of management, opportunity to add value to succession planning by
there is evidence that they are expanding their plans designing and delivering leadership development
to a broader employee base. According to a December programs to mid- and low-level employees. As with
2007 Novations Group survey, nearly half of large Lockheed, when designed and implemented correctly,
organizations have expanded their planning to include succession programs can help identify high-potential
mid-level managers. employees, which can further strengthen organizational
succession plans.

Developing Future Skills at Multiple Leader Levels
When looking at their succession planning results, a

75 69
global energy company realized they had significant
gaps in their leadership pipeline at multiple levels across
their organization. Based on a talent analysis, they
% %
realized that senior leaders, mid-level directors and
front-line managers lacked key capabilities that would Of Employers Of Employers
be required to execute their business strategy. To address said that increasing said that accelerating
those skill gaps, the company created three unique leadership “bench the development
leader development programs. strength” was a of high potential
priority. employees was a
Their ongoing senior-level development intervention high priority for
spans eight months and includes face-to-face learning, their organizations.
immersive experiential learning and robust action
learning team projects. The leadership capabilities
addressed include strategic thinking, strategy execution,
innovation, team effectiveness, polarity management Source: Hagemann Chartrand, 2009
and constructive conflict.

29

The mid-level leader group participates in a shortened version of the senior-leader program,
with the content and learning methods tailored to the challenges mid-level leaders encounter
on a daily basis. The front-line managers participate in a four-day program that focuses on
implementing change, team effectiveness and constructive conflict.

Where and How Is Talent Identified In Your Organization?

Employee Segments Considered Talent
Senior leadership 66%

Those with leadership potential at mid-level 62%

High performers 58%

Key contributors / technical experts 49%

Those in roles critical to delivering the business strategy 46%

Those with skills in short supply and high demand 42%

The entire workforce 36%

Those with leadership potential at an entry level 33%

Source: Towers Watson, Managing Talent in Tough Times: A Tipping Point for Talent Management? (2009 October)

Build Leadership Development Programs to
Meet Organizational Needs
Organizational capabilities may include innovation, the ability to effect rapid change or
providing excellent customer service. While many organizations may share the same goals
in terms of developing talent for the future workplace, many will identify talent gaps that
are unique or more pressing in their industry or organization.

3M’s award winning leadership development program includes the following characteristics:
• eadership participation (more than 300 3M leaders teach in the succession planning
L
program annually).
• usiness-needs focus.
B
• elationship building with executives.
R
• ncorporation of business-critical content.
I
• ction learning.
A
• evelopment of customized training.
D



3M keeps their business strategy in mind when planning their leadership development
activities. “Business strategy plays the central role,” according to Sandra Tokach, Ph.D.,
Vice President of HR at 3M. “Without the strategic direction or without understanding
the strategic direction, it’s hard to discuss succession planning.” (SHRM Foundation, 2008).

What Are Your Talent Development Priorities?

Talent Management Priorities Over the Next 18 Months
High Priority Medium Priority Low/No Priority

Assessing/developing high potentials and top talent
66% 27% 7%

Recognizing exceptional performers
57% 36% 7%

Performance management
55% 37% 8%

Assessing/developing senior leaders
55% 33% 12%

Strengthening the talent pipeline and succession management
54% 35% 11%

Training managers
42% 41% 17%

Measuring/increasing employee engagement
42% 35% 23%

Deploying key talent across roles/functions/regions
41% 43% 16%

Mentoring of key talent
38% 39% 23%

Identifying and integrating competencies
30% 39% 31%

Career pathing and planning
25% 45% 30%

Onboarding
24% 44% 32%

Developing/implementing an employee value proposition
14% 45% 41%

Source: Towers Watson, Managing Talent in Tough Times: A Tipping Point for Talent Management? (2009, October)

31

The Value of Action Learning in Talent Development
“Including action learning in learning and development Mid-level leaders are often given more challenging
programs really helps employers identify high-potential issues with the same reporting structure. Requiring them
employees—those you want to groom for future to report their solutions to senior management gives
positions,” says Susan Cates, Associate Dean of them exposure to higher levels in the organization and
University of North Carolina Executive Development. allows senior leaders to identify employees they feel may
“We use this approach quite effectively with many of benefit from further leadership development activities.
our clients.”
Senior leaders may be challenged even more by
Action learning is about integrating real work being assigned “stretch” action-learning projects that
challenges into learning and development programs challenge them to really think strategically. These
and can be tailored to meet each groups’ needs. For action-learning work challenges may not have any real
example, when dealing with low-level managers, clear resolution, but the goal is to have senior leaders
micro-projects can be assigned where they are think at an enterprise level and in more strategic,
challenged to solve actual workplace issues. innovative ways.
Employees may be assigned to work through the
challenge individually or in small teams and can be
required to report their solutions to senior leaders.

Action Learning at an International Professional Services Company
Action learning is a key component of an international The executive team often provides resources to the
professional services company’s succession planning and team–including new leader role assignments–to further
leader development processes. develop and implement their recommendations.

Mid-level leaders identified as high potential are Examples of projects include identifying new markets,
assigned to small project teams and are assigned tasks developing new products and services, and redesigning
designed to test their critical thinking and leadership existing business processes and methods. Projects
skills. They are given the freedom to complete their work typically take six to twelve months to complete.
and in the end, present their findings to the executive
operating team, where they are required to defend their
findings and recommendations.

Action Learning Through Assessment Centers
Other employers use this action-learning approach UGI Corp, a Valley Forge, Pa-based distributor of
through assessment centers. Assessment centers can energy and energy services, used the assessment center
evaluate an employee’s future performance through model when the company teamed with Development
real-world scenarios either in person, over the phone or Dimensions International (DDI) to get a strategic view
even online. Interpersonal, decision-making and critical- of their talent management system. The assessment
thinking skills can be assessed using these scenarios. process included creating a leadership simulation and
developing leadership personality inventories. The
process helped UGI realize that they could be making
better decisions about who their high-potential
employees were and the existing capabilities of their
leaders. (SHRM Online, 2007).



Where is the Highest Turnover Risk in Your Organization?

“Turnover Risk” for Employee Segments
Data in percentages | Scale = 100%
High Risk Moderate Risk Low / No Risk

Those with skills in short supply and high demand
55 35 10
High performers
38 47 15
Those with leadership potential at mid-level
29 40 31
Key contributors/technical experts
28 51 21

Those with leadership potential at an entry level
25 45 30
Those in roles critical to delivering the business strategy
2323 47 30
Senior leadership
13 13 27 61
The entire workforce
5
5 41 54

Source: Towers Watson, Managing Talent in Tough Times: A Tipping Point for Talent Management? (2009, October)

33

Executive Buy-In and Participation Is Key
It can be daunting to get senior leader buy-in for the
leader development programs needed to support
succession planning, but starting that task can be as
simple as starting a conversation—and executive buy-in “ e see the
W
is absolutely critical for succession planning.
hesitancy
Ask senior leaders to not only support the succession
planning program but to be a part of it. Ask them to many talent
share their knowledge with others, and then follow
up and ask them about their impressions of particular management
employees.
professionals
“We see the hesitancy many talent management
professionals have about having a conversation with have about
their CEO or other senior leaders. It really doesn’t have
to be difficult. Start the conversation by explaining to having a
the CEO what you think about the employee and ask
them what they see. Is the person a match? The key is conversation
to know what questions to ask to keep the conversation
going,” says Keri Bennington, Account Director for with their CEO
University of North Carolina Executive Development.
or other senior
3M firmly believes that executive-level support of
the succession planning process can help motivate leaders. It really
managers and make the process a priority. More than
300 senior leaders teach in their program annually, doesn’t have
sending a message to all participants that succession
planning matters. to be difficult.”
This has carried over into the company’s corporate Keri Bennington,
culture. “I have a philosophy that our business will Account Director
grow at the rate we grow our leaders,” says H.C. UNC Executive Development
Shin, Executive Vice President of 3M’s Industrial
Transportation Business.

“First of all, I set aside my time for the customers.
Then, my second priority is people development
and leadership. Everything else can wait.” (SHRM
Foundation, 2008.)

This “leader as teacher” philosophy has become a
best practice in the talent management industry and
is growing in popularity.



Talk About It
Should employees know they’ve been identified to demonstrate that it values employees’ talent and
as key players in a succession plan? Some business leadership potential. Research has shown repeatedly that
leaders believe that it can be detrimental to do so, the most engaged and satisfied employees are those
potentially pigeonholing employees into certain roles or who feel their employers offer them opportunities to
responsibilities. Others believe it can discourage other grow and develop their work and leadership skills.
high-potential workers to apply for promotions or to
learn new job skills, or worse, it can lead employees to There is more to communication, however, than
believe that a particular promotion is guaranteed. letting employees know they have been identified in
a succession plan. A successful succession plan must
The answer and solution to this issue is not as clear- encourage communication among executives and
cut as you might hope. Much of the communication managers at all levels. Top-level executives should
of succession plans can depend on corporate culture. be clear about the type of talent and leaders the
More and more employers are choosing to let people organization wants and needs, while lower-level
know they have been identified as one of several managers should feel comfortable identifying potential
employees selected for a particular role, simultaneously leaders and discussing leadership potentials with their
communicating to workers that their leadership skills bosses.
have been identified and valued—but that the future
position is in no way ensured. Clear two-way communication and understanding
how to best use communication channels not only
The key is to let employees know that their skills and will support the success of a succession plan, it also
experience are highly valued and needed. Employees can be an excellent indicator of leadership potential.
who feel underappreciated and unvalued tend to be the Learning and development professionals should be
most dissatisfied in their jobs and more likely to move on keenly aware of this fact and use it to their advantage
to other organizations when opportunity knocks. in demonstrating the value that leadership development
programs add to succession planning.
Providing the opportunities to develop leadership and
work skills is the most effective way for a business

Measure It and Report It
Once communication channels are in place and a plan is defined leadership development programs. However,
put into motion, many learning development specialists tracking those numbers alone may not show the true
struggle with how to measure and report the success value of the programs.
of the leadership development and how it supports
organizational succession plans. Probably the easiest and By comparing costs of new hires for leadership
most common measure is to track turnover numbers. and skilled positions versus the cost of developing
Businesses can easily track the number of employee talent internally and promoting from within you can
resignations, new hires, promotions and “success in role” demonstrate the bottom-line value of an effective
placements. succession plan that is achieving its strategic objectives.

Reducing turnover and improving retention in skilled
positions and managerial level jobs will be the result of a
successful succession plan and therefore a result of well-

35

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