Talent assessment and succession planning presentation.

1. TALENT ASSESSMENT
& SUCCESSION
PLANNING

2. Goals
 Identify critical roles in the
department
 Assess current talent pool
 Identify successors and gauge their
readiness
 Create development plans that
support the succession goals
 Enhance employee retention and
engagement
 Identify gaps and plan for hiring

3. Step 1 – Identify Critical
Roles
 Using the “Critical Role” Definitions
worksheet, identify the most important
roles in your organization
Role Incumbent

4. Critical Role Definitions
Worksheet
For each role, consider the critical factors listed below. If
the role has a HIGH impact on three or more of the four
critical factors listed below then it is likely a “Critical
Role” and potential successors should be identified.
Business impact if position is left Scarcity of Skill-Set in Labor Market
vacant
 Specialized, hard to find skills
 Financial impact
 Technical skills unique to
 Impact on customer relations Qualcomm
 Influence on Shareholder/Analyst  Shortage of skill-set in the market
trust
 Impact on technological
advancement
 Impact on the development of
Intellectual Property Impact on Operational Efficiency
 Customer satisfaction, on-time
shipments etc
Link to Qualcomm’s Strategic
Initiatives  Critical supplier relationships
 Influence on expanding markets  Revenue responsibilities
 Influence on wireless standards  Result in significant loss of
worldwide productivity
 Execution of product releases
 Development of applications
 Protection of intellectual property

5. Step 2 – Employee Profiles
and Performance Grid
 For each employee to be
assessed, the supervisor should
complete the Profile Worksheet.
 Each supervisor should plot where the
employee is on the Performance
Potential Matrix.

6. Profile Worksheet
Name/Title: __________________________________
Background: Time in Position:
• Education: Last 3 Performance Ratings:
• Hire Date: Potential Next Position:
Retention Risk (High/Medium/Low): Career Interests:
Current Responsibilities & Key Accomplishments:
Strengths/Leadership Skills:
Potential Leadership Obstacles (is there anything that could prevent this person
from a leadership role?):
Development Needs (e.g., new roles, projects/assignments, mobility):

7. Performance Potential Matrix
Potential
Low Moderate High
BOX 4 BOX 7 BOX 9
High Professionals Pivotal Colleagues Key Colleagues
High performer in High performers High performers,
their specific area, capable of moving up capable of significant
unlikely to move in organization upward movement
High
higher in
organization
Performance
BOX 2 BOX 5 BOX 8
Satisfactory Solid Performers Emerging Key
Performers Solid citizen Colleagues
Good performer with Good performers, may
Moderate
limited upward be new in job, too early
potential to tell regarding
potential
BOX 1 BOX 3 BOX 6
Performance Performance New Positions
Problems Challenges High potentials, coming
Performance issues, Good performer in up to speed in new
Low
need to improve or past, recent role/developmental
manage out performance issues assignment

8. Step 3 – Review Meeting
Supervisors should be brought together
to review employee profile worksheets
and Performance Potential matrixes.
*Prior to this meeting, all profile worksheets should be gathered to
present in a slideshow or for copies to be made.
 Each person should be prepared to discuss
the assessments and to identify career goals
for the employee.
 All employees should be plotted together on
a department Performance Potential Matrix.
 Department critical roles should be
identified, along with current successors, and
contingency plans.

9. Critical Roles &
Successor Chart
Current Future
Emergency Candidate Future Candidate Potential
Critical Role Back-Up (ready now) (1-3 years) (3-5 years)
Position
Current
Incumbent
Position
Current
Incumbent
Position
Current
Incumbent
Position
Current
Incumbent
Position
Current
Incumbent
Position
Current
Incumbent
Position
Current
Incumbent
Position
Current
Incumbent

10. Step 4 – Development Plans
 Using the Profile Worksheets, Performance Potential matrix,
and the successor chart, create personalized development
plans based on:
 Individual talent
 Business need
 Career goals
 Gaps in organization
 Management should deliver the development plan and work
with employees to provide growth opportunities such as:
 Internal courses
 External classes
 Projects in areas of talent or need for development
 Mentorship (to be mentored or to be one)
 Job rotation
 Arrange exposure to senior managers or other departments
(meetings, task teams, projects, etc)
 Management should utilize the Performance Potential matrix
and successor chart when reviewing items such as
compensation, rewards programs, engagement opportunities,
and other retention and incentive programs.

11. Guidelines & Suggestions
for use with the 9 Box

12. Box 9 Employees
Highest Performance – Highest Potential
Focus Area Suggestion
Keep well ahead (25%) of market.
Total Compensation
Grant long-term incentives.
Assign a member of senior
Retention management to monitor satisfaction
and engagement.
Assign to key committees, teams,
networks; special invitations to
Engagement meetings; provide opportunities to
represent QC in community and
industry forums.
Arrange exposure to significant and
relevant senior management/board
Visibility
members, Executive Development
programs.
Provide ongoing assessment,
Assessment
evaluation, and feedback.
Make coaches available for key skill
Coach
development.
Mentor Assign a senior level mentor.
Move aggressively through a series
Assignment of targeted, challenging, diverse and
broadening jobs every 24-36 months.
Use challenging jobs to enhance
current skills and develop others.
Development Consider as candidate for QC
sponsored executive development
programs.

13. Box 8 Employees
Moderate Performance – Highest Potential
Focus Area Suggestion
Keep ahead (10%) of market. Grant
Total Compensation
long-term incentives.
Assign a member of senior
Retention management to monitor satisfaction
and engagement.
Assign to key committees, teams,
networks; special invitations to
Engagement meetings; provide opportunities to
represent QC in community and
industry forums.
Arrange exposure to significant and
Visibility
relevant senior management.
Provide ongoing assessment,
Assessment
evaluation, and feedback.
Make coaches available for key skill
Coach
development.
Mentor Assign a senior level mentor.
Move through a series of challenging
Assignment and diverse jobs every 24 – 36
months.
Use challenging jobs to enhance
current skills and develop others.
Development Consider as candidate for QC
sponsored executive development
programs.

14. Box 7 Employees
Highest Performance – Moderate Potential
Focus Area Suggestion
Keep well ahead (20%) of market.
Total Compensation
Enhance short-term incentives.
Assign a senior manager to monitor
Retention satisfaction and treatment. Hold
supervisor accountable to retain.
Assign to key committees, teams,
Engagement networks; special invitations to
meetings.
Facilitate and support internal and
external networking in field of
Visibility
specialization; senior management
should meet and know.
Provide learning agility and
Assessment
competency assessment.
Assign as a performance mentor to
Mentor
others.
Keep in current assignment and role
as long as possible and look for
Assignment
additional assignments for potential
development.
Enhance learning agility or consider
Development as candidate for QC sponsored
executive development programs.

15. Box 6 Employees
Lowest Performance – Highest Potential
Focus Area Suggestion
Total Compensation Keep at midpoint of market.
Assign a senior manager and HR
professional to monitor satisfaction
Retention
and treatment. Hold supervisor
accountable for performance support.
Assign to key taskforces, study
Engagement groups, networks; special invitations
to meetings.
Facilitate and support internal
Visibility networking; senior management
should meet and know.
Provide ongoing assessment,
Assessment
evaluation, and feedback.
Mentor Assign a senior level mentor.
Provide coaches for functional and
Coach
direct job skills.
Monitor performance in current
Assignment assignment. Look for a closer fit for
the next assignment.
Use diversity of jobs to build
Development performance capabilities; monitor
performance closely.

16. Box 5 Employees
Moderate Performance – Moderate Potential
Focus Area Suggestion
Total Compensation Keep at market mid-point.
Hold supervisor accountable to
Retention
monitor satisfaction.
Use to fill in gaps and play multiple
Assignment
roles.
Choose either a performance
enhancement (move to box 7) or
Development
capability enhancement path (move
to box 8).

17. Box 4 Employees
Highest Performance – Low Potential
Focus Area Suggestion
Keep ahead (25%) of market. Use
Total Compensation soft rewards and recognition. Grant
long-term incentives.
Assign a senior manager to monitor
Retention
satisfaction and treatment.
Assign to key committees, team,
Engagement networks; special invitations to
meetings.
Facilitate and support internal and
external networking in field of
Visibility specialization; represent QC in
industry related professional groups,
benchmarking panels.
Provide technical and functional skills
Assessment
assessment.
Assign as a functional / technical
Mentor
mentor to others.
Assign to teaching and coaching
Coach
activities.
Keep in current assignment and role
Assignment
as long as possible.
Support honing functional / technical
Development
expertise.

18. Box 3 Employees
Lowest Performance – Moderate Potential
Focus Area Suggestion
Total Compensation Target 5-10% below market.
Provide continuous performance
Assessment assessment, evaluation, and
feedback for alternatives.
Monitor on current assignment until
Assignment
performance improves.
Create plan, with specific functional
Development feedback and coaching to improve
performance.

19. Box 2 Employees
Moderate Performance – Low Potential
Focus Area Suggestion
Total Compensation Keep at market.
Hold supervisor accountable for
Retention
retention.
Facilitate and support internal and
Visibility external networking in field of
specialization.
Provide technical and functional skills
assessment along with every third
Assessment
year general skills assessment and
learning agility options.
Assign a functional / technical
Mentor
mentor.
Keep in current assignment and role
Assignment
as long as possible.
Select either a performance
improvement path (to box 4) or a
Development
learning agility enhancement path (to
box 5).

20. Box 1 Employees
Low Performance – Low Potential
Focus Area Suggestion
Total Compensation Freeze pay. Hold incentives.
If not correctable, out-counsel. Set a
Retention
time limit.
Move into better fit assignment or
Assignment
outplace.
Put on a performance improvement
Development
plan.
Total Compensation Freeze pay. Hold incentives.
If not correctable, out-counsel. Set a
Retention
time limit.
Move into better fit assignment or
Assignment
outplace.