A project of Cooperative Union of Baguio City and Luzon jan 25-26, 2023

1. Calibrate
& Assess
Talents

2. Succession Planning
2
a. Systematic, focused process for
keeping talent in the pipeline.
b. Process of identifying crucial job
skills, knowledge, social
relationships and organizational
practices and passing them on to
prepare the next generation of
workers, thereby ensuring the
seamless movement of talent
within the organization.

3. Succession planning
3
c. Planning for both the foreseen and
unexpected absence of people who hold
key positions in an organization.
d. Future-focused practice of identifying the
knowledge, skills and abilities to perform
certain functions and then developing a
plan to prepare multiple individuals to
potentially perform those functions.

4. 4

5. Traditional HR Talent Management
Separate HR and processes Integrated HR practices, programs,
and processes
Individual and manager skills focus Organizational capabilities
Reactive services Proactive services
Standardized procedures and
compliance
Customized consulting Programmes
Aligned with organizational strategy Aligned with organizational strategy

6. An integrated set of processes, programs,
and cultural norms in an organization designed
and implemented to attract, develop, deploy,
and retain talent to achieve organizational
objectives and meet future organizational
needs
6
Silzer and Dowell, 2010 p18

7. Talent Management
61% of organizations
have a talent
management
department or talent
acquisition section.
20% of organizations
need more talent
(deficient).

8. Talent Management is a Shared Responsibility
• Talent management starts at the top, with
leadership from CEOs and other executives
who set the tone for how employees are
recruited, developed, and retained.
• Human resources (HR) departments are then
responsible for talent management processes
and procedures, such as coordinating hiring
practices and overseeing the training of new
hires, ongoing performance reviews, and ad hoc
feedback. There is no one set of best practices
because each organization needs to develop
the culture that is right for them.

9. Talent Pool
• Identify talent pool or put all available
candidates that are capable stepping
up in a higher level.
• Candidates that are proactive,
attentive, motivated and fulfilled

10. Value of Talent Management
Capabilities Abilities
Increases organizational
capabilities
Increases personal
abilities

11. Internal Development
External Hiring
Managers
Managing
Organization
Managers
Managing
Managers
Managers
Managing
Teams
Employees
Managing
their job
The Problem of Talent
Management
Management layers differ
completely with regards to
context and duties
Many organization go for high
internal placement rate when it
comes to manager and
executive position
Dr. Armin Trost
100% internal placement not healthy.
Rule of thumb at leaser 70-80%

12. Type of HR with the
HR Playing Field
Institutionalization
Hire and Pay
Hierarchy and
stability
Networks and
agility
People-Centered
Enablement
People develop naturally.
Doing nothing. “The
cream always comes to the
top”
Central Planning &
Control
Organization is responsible for the
development of the most talented
people. It does something for the
people.
People are responsible for their
own development but will be
supported by any means
No formal System
Dr. Armin Trost

13. • Planning for both the
foreseen and unexpected
absences of people who hold
key roles in an organization is
a task that we as employers
often avoid or engage in only
in an informal manner.
13
Planning

14. Responsorial Psalm
The right people, with the
right knowledge, attitudes,
skills, at the right time, right
place and the right cost.

15. MEMORANDUM CIRCULAR NO. 2011‐07 Series of 2011
Officers of the cooperative regardless of
type and size, such as:
1. Board of Directors;
2. Secretary;
3. Treasurer;
4. Election Committee,
5. Audit Committee;
6. Ethics Committee;
7. Mediation and Conciliation Committee;
8. Other Committees created by the
General Assembly and BOD; and
9. General Manager or Chief Executive
Officer

16. Evaluate the current state of your
workforce and uncover gaps
Workshop 1
1.Draw your organizational structure
2. Indicate vacancies, retiring employees,
people separating from the coop
3. Identify 2 possible internal successor
for each position (use code or aliases)
best fitted for the position.
4. Review your bylaws/policies if the
identified successor is qualified.
Compare Successor A & B against the
position.
5. From the overall membership
compute for % of deficient talent within
your coop.

17. What critical position should have succession plan?
• Consider roles that may come up in the near future.
• Assess how much time will be needed to prepare these employees for new role
Top Middle CEO
Supervisory
Positions
Workshop # 2 Indicate potential candidates in the appropriate boxes not reflected in
the organizational structure
• Once you have the list of critical positions, look for candidates who have the desired skills set.
• Rate them on their business skills as well as behavioral skills
• Others: Comfortable with change, Interested in learning new skills, Accepting uncertainty and Adaptable to
multiple work environments and lead

18. TOP Business Skills
Financial management, Marketing,
sales and customer service,
Communication and negotiation,
Leadership,
Project management and planning,
Delegation and time management,,
Problem solving,
Networking.
Behavioral Skills
Communication. (nonverbal cues,
active listening and the ability to
write clearly), Empathy.
Time management,
Self-improvement,
Conflict resolution,
Decision-making,
Find opportunities for practice.
Middle Financial management, Marketing,
sales and customer service,
Communication and negotiation,
Leadership,
Project management and planning,
Delegation and time management,,
Problem solving,
Networking.
Communication. (nonverbal cues,
active listening and the ability to
write clearly), Empathy.
Time management,
Self-improvement,
Conflict resolution,
Decision-making,
Find opportunities for practice.

19. CEO Business Skills
Financial management, Marketing,
sales and customer service,
Communication and negotiation,
Leadership,
Project management and planning,
Delegation and time management,,
Problem solving,
Networking.
Behavioral Skills
Communication. (nonverbal cues,
active listening and the ability to
write clearly), Empathy.
Time management,
Self-improvement,
Conflict resolution,
Decision-making,
Find opportunities for practice.
Supervisors Financial management, Marketing,
sales and customer service,
Communication and negotiation,
Leadership,
Project management and planning,
Delegation and time management,,
Problem solving,
Networking.
Communication. (nonverbal cues,
active listening and the ability to
write clearly), Empathy.
Time management,
Self-improvement,
Conflict resolution,
Decision-making,
Find opportunities for practice.

20. CEO
positions
Financial
Mgmt
Marketing Sales and
Customer
Service
Communication
and negotiation
Leadership Project
mgmt
and
planning
Delegation
and time
mgmt
Problem
solving
Networking Scores Rank
Jocelyn 4 4 3 4 4 4 4 3 4 3.77
Dingdong
Bea
Piolo
Maricel
5- Excellent
4 – Very strong
3 – Moderately Strong
2 - Fairly Strong
1- Poor

21. MIDDLE
positions
Financial
Mgmt
Marketing Sales and
Customer
Service
Communication
and negotiation
Leadership Project
mgmt
and
planning
Delegatio
n and
time
mgmt
Problem
solving
Networking Scores Ranking
Anne 3 3 3 4 3 4 3 4 4 3.44
Xian
Judy Ann
Cristoph
er
Eddie
5- Excellent
4 – Very strong
3 – Moderately Strong
2 - Fairly Strong
1- Poor

22. CEO
Positions
Financial
Mgmt
Marketing Sales and
Customer
Service
Communica
tion and
negotiation
Leadership Project
mgmt and
planning
Delegati
on and
time
mgmt
Problem
solving
Networking Scores Rank
Angel 4 4 4 4 4 3 3 5 35 3.88
Pia
Liza
Kathryn
5- Excellent
4 – Very strong
3 – Moderately Strong
2 - Fairly Strong
1- Poor

23. Other
critical
Positions
Financial
Mgmt
Marketing Sales and
Customer
Service
Communica
tion and
negotiation
Leadership Project
mgmt and
planning
Delegati
on and
time
mgmt
Problem
solving
Networking Scores Rank
Tony 5 4 4 4 5 3 3 5 4 4.11
5- Excellent
4 – Very strong
3 – Moderately Strong
2 - Fairly Strong
1- Poor

24. • Succession planning is a mean of
identifying critical management
position, starting at a level of
project manager and supervisor
and extending up to the highest
position in the organization.
• Find talent for specific role

25. Viability and Continuity
• A key position is a position that is
critical to the viability and continuity of a
cooperative .
• Identifying key positions takes a holistic
approach and needs the input of key
stakeholders regarding the critical
KSAOs (knowledge, skills, ability,
outcomes), current and future
competency gpd and environmental
scanning to identify opportunities and
obstacles.

26. Vulnerability vs. Critically
• Vulnerability – vision is associated with strategies.
Can we cover the jobs on a S-M-L range? Revisit OS
(in case of merger/consolidation/division/
expansion/joint venture)
• Do you consciously meet the needs of the
organization? If no means high vulnerability.
• Validate eligibility of successor.
• Push for transparency, objectivity, honesty. Otherwise,
the employee you want to get rid of are the same
people you hired.
• Make a process flow of the selection process
• Consider the readiness and willingness of the
successor thru informal interviews.

27. 27
Successor is ready now
Successor not ready. Maybe
2-3 years from now
No successor
Succession Matrix
Huge gaps means nor giving
attention to lower to middle
management levels.
Sufficient talents
not developed

28. 28
How do we ensure that
the right people with
the right skills, in the
right place, at the right
time, at the right cost
and performing at the
right level are available
whenever needed?

29. Requirements:
Succession Criteria
• Good succession planning starts with knowing the
requirement of the position (by-laws, policies).
• Who is responsible for succession planning? The head
of the unit or section/CEO is the SP architect. The HR
role is more of an administrator, adviser and facilitator.
(If the Head/CEO put a successor better than
themselves, it would be a plus point to the
organization).
• The successor should likely have the skill sets (technical,
cultural) to contribute to the business goals of the coop.
• Have the willingness and ability to learn, grow, develop,
and become better in the future.
• Willing to undergo assessments
29

30. Performance
• Annual Appraisal 360 Degree
Feedback
• Scores
30
Potential
Balance
Talent management – bringing high potential and performing talents

31. Performance
• Performance Appraisal
Review in their current role
• Performance management
can impact recruiting
strategies
• Calibrate system. Use
metrics
• Sustained performance of 4+
( 1-5 rating) of 2-3 years

32. Performance Scores
Name Title 2020 2021 2022 Scores
Dingdong Dantes Branch Manager 3.80
Robin Padiila CEO Main 3.90
Liza Soberano Accountant 4.02
Kathryn Bernardo Executive Secretary 4.0
Maine Mendoza Branch Manager 3.92
Manny Pacquiao COO 3.78
Pia Wurtzbach Branch Manager 4.03
Angel Locsin Head Marketing &
Promotion
4.6
Coco Martin Sr Sales 3.98
32
At least 3 years annual performance

33. Workshop 3: Performance Rating
Name Title 2020 2021 2022 Scores
33
At least 3 years annual performance

34. Competency Models
Set of competencies that are used as
kind of framework, evaluation develop for
promotion or how employees are
recruited, developed, and retained.
How people should be?
How can you tell whether your
employees are good?
Traits and attributes of things good
leaders do. (Ex. Capable of managing
tensions).
Global companies have catalogue of
various competencies due to
digitization)

35. C
O
M
P
E
T
E
N
C
Y
M
O
D
E
L
Leadership:
1. Lead Change 5. Forecasts
2. Communication 6. Growth
3. Strategic Agility 7. Return
4. Strategic Partnerships
Management
1.Critical Thinking 6. Budgeting
2.Problem Solving 7. Coaching and Development
3.Organizational Awareness 8. Negotiation
4.Influence 9. Appropriateness
5.Conflict Management 10. Financial Statements
Foundational
1. Connect 5. Discipline
2. Confidence 6. Accountability
3. Integrity 7. Consistency
4. Initiative

36. 1/27/2023 dna Learning Resource Center
Strategy
Organizational/Business
Talent
Recruitment
Retention
Compensation
Systems and Programs
HRIS
Training
Professional development
Leadership development
Processes, Tools and
Assessments
Competency Models
Development Plans
HIPO Identification
360 Assessment
Job Analysis and Design
Compensation Analysis and
Design
Indicators
Organizational Outcomes
Financial outcomes
Employee Engagement Scores
Voluntary Turnover Rates
Performance Ratings
Program Evaluation

37. Functional Leadership: Eligibility Criteria
37
Personality Tool Box
Emotional Intelligence
IQ - Display
innovations
Aspiration and ability to drive as a
leader from people following you

39. Potential
• 360 degree assessment. Evaluate
whose really fit for the position
• Candidates who are viewed in light
of potential functions beyond the
immediate vacancy. By
assimilation, new employees can
learn the organizational culture
from the start.

40. Potential: 360 Degree Assessment
• Problem-solving Skills
• Leadership Skills
• Communication Skills
• Management skills
• Interpersonal Skills
Skills
Analysis

41. Barrier

42. 42
360-degrees feedback questions to identify potential
leaders in the organization
These questions help to identify if the employee can actually take up
higher positions inside the organization. The questions are highly
directed to monitor their ethical values as professionals, see if they can
take up the initiative, and know if they can manage a group of people
to achieve certain goals.
1. Does this employee make maximum use of his/her time in the
office?
2. Do you think this employee is honest and ethical when it comes to
making critical decisions?
3. Does this employee take feedback seriously and try to improve
themselves?
4. Does the employee feel empathetic to the customers?
5. Has this employee willingly taken up any projects?

43. Cont. 360-degrees feedback questions to identify
potential leaders in the organization
6. Does the employee take every extra effort to make
the customers happy?
7. Does this employee contribute to a healthy working
environment?
8. Do you think this employee perform according to the
company’s goals and interest?
9. Does this employee help co-workers when they
approach him/her with any issues?
10. Do you rely on this employee when you face certain
obstacles in the workplace?

44. 44
Feedback Questions To Evaluate The
Communication Efficiency
Questions included in this section help you to measure the communication efficiency of the
employee easily. The questions assess both the verbal and non-verbal communication of the
employee with peers and with customers as well.
11. Does this employee actively listen to every instruction before jumping to conclusions?
12. Does this employee communicate well with other employees?
13. Do you feel the employee is comfortable giving presentations/demonstrations?
14. Does this employee communicate well with the customers?
15. Does this employee try to reach out to clarify things he/she didn’t understand?
16. Is this employee willing to hear the ideas or views of others?
17. Do you think this employee knows how to effectively communicate his ideas both verbally and
written?
360 degree

45. Interpersonal skills are essential to maintaining a healthy and effective workplace
environment. The questions under this section help you know whether the employee
contributes to healthy working culture. Further, it measures how the employee
reacts and effectively cooperates with the co-workers in the face of a crisis or an
obstacle.
18. Does this employee cooperate with their peers to get the best results for a task?
19. Do you think the employee follows the instructions given to the tee?
20. Does this employee contribute to a culture open to discussions and values everyone’s
opinions and ideas?
21. Does this employee invest time to improve their skills and learn more from other
employees?
22. Do you think the employee maintains a healthy relationship with co-workers?
23. Is the employee successful in managing their emotions?
24. How effectively do you think the employee manages stress?
25. Does this employee reflect the company’s core values and work towards creating a
positive environment inside the office?
360 degrees Feedback Questions To Gauge
Interpersonal Skills

46. Feedback Questions To Assess The Problem-solving
Skills of An Individual
Critical thinking and problem-solving skills are quite important for an individual to
advance in their career. He/she should be able to gather the necessary data,
assess the current situation, and should arrive at a feasible conclusion as soon
as possible. Such employees are an asset to the organization as they are quick
to respond to and resolve the customers’ needs.
26. Does this employee ask questions to understand the depth of an issue?
27. Is this employee able to carry out different tasks without many directions?
28. Is the employee willing to accept new challenges and evolve?
29. Do the ideas of this employee solve problems efficiently?
30. Is this employee able to arrive at conclusions quickly?
31. Is the employee able to identify trends or patterns during complex situations?
32. Does this employee reach out to others and use their opinions to resolve issues?
33. Is the employee able to analyze an issue and identify the root cause of the
problem?
34. Is the employee aware of the short-term and long-term impacts of their decisions?
35. Do you think the employee takes a decision as per the code of conduct?
360
degrees

47. Open-ended 360 degree Feedback Questions
To gain more insight into an employee’s capabilities, you will have to identify their
core strengths and weaknesses. This can be achieved with the help of the right
open-ended questions. With that said, the respondents shouldn’t be able to
answer the question with a yes or no. The question should urge them to think
about the employee in question, analyze how they perform daily, and then
identify their strong traits and weaknesses.
36. What are the employee’s greatest strengths?
37. What is the one thing the employee should start doing?
38. How well does the employee adapt to the changing business goals and
priorities?
39. What is the one thing that the employee should continue doing?
40. What is the one thing that the employee should stop doing?
41. What is that one area where the employee can improve?

48. Name Position Leadership
skills
Communication
Skills
Mgmt
skills
Interperson
al Skills
Problem
Solving
Scores
Dingdong
Dantes
Branch Manager 3 4 4 3 3
3.4
Robin Padilla CEO Main 4 3 3 4 3 3.4
Liza Soberano Accountant 3 4 3 4 3 3.4
Kathryn
Bernardo
Executive Secretary 3 4 3 4 2
3.2
Maine
Mendoza
Branch Manager 3 4 3 4 1
3
Manny
Pacquiao
COO 4 2 2 4 3
3
Pia Wurtzbach Branch Manager 3 4 3 4 3 3.6
Angel Locsin Team Leader
Marketing &
Promotion
4 4 4 4 3
3.8
Coco Martin Team Leader Sales 4 3 3 4 2 3.2
Legend 1-5 1 as the lowest and 5 as the highest
1 weak; 2 fair; 3 moderate, 4 very good; 5 excellent
Comparison 360 Degree Feedback

49. Workshop 4: Potential 360 degree assessment
Name Position Leadership
skills
Communication
Skills
Mgmt
skills
Interperson
al Skills
Problem
Solving
Scores

50. The Outcome of using a 9 box session includes:
 identify leadership pipeline
 Identify the keepers
 Identify turnover risks
 Identify employees with no potential to
provide development assignments of
special projects.
 Make improve or remove decisions about
those employees and leaders whose skills
are out of date.
Leadership Talent Management Tool
is used to assess individuals on a) their part
performance and their future potential

53. 1/27/2023 dna Learning Resource Center 53
Angel Locsin
Pia Wurtzbach
Liza Soberano
Kathryn Bernardo
Hi
Per
Hipo
Coco Martin
Dingdong Dantes
Robin Padilla
Manny Pacquiao
Maine Mendoza
Mid Per
Mid Po

54. 3 Employee who are “ready: into the VP of Operations
Emerging Leader
Talent Pool
Ready for
advancement with
Development (less
than 6 months)
Forecast
Growth
return

55. • The cooperative wasn’t so worried about the VP Operation leaving.
They has 2 successors identified and ready
CEO
Candidates Successors

56. Workshop 5
1. Place the names of successors in the nine box
2. Review and compare profile and personality

57. Succession Plan
Succession candidates are those who are likely will be capable and qualified within 3 years
and who have confirmed current or likely was the person selected for the succession plan?
And top 2-3 development areas (How dies this person need to develop in order to be
ready now?
Employee Name Strengths Development Areas
Ready Now
Ready
< 1 year
Ready
1-3 year
Ready
3-5

58. Strengths Weakness
Critical Thinking
Problem Solving
Organizational Awareness
Conflict Management
Budgeting
Coaching and
Development
Negotiation
Appropriateness
Financial
Angel Locsin

59. Build career plan for 3-5 years
10% HiPer
20 % HiPo
with coach, mentor, or formal training or specialized training, experiential,
customized.

60. Coaching is a powerful tool
• Accelerates performance
• Focuses development
• Help employees better understand their talents

63. Angel Locsin: Individual Development Plan

64. A look at Angel Locsin’s Gaps
Name Competencies to be mastered Competencies currently
being developed
Competencies to move
one box
1.Critical Thinking 2.
Problem Solving 3.Organizational
Awareness
4. Influence
5. Conflict Management
6. Budgeting
7. Coaching and Development
8. Negotiation
9. Appropriateness
10. Financial
1. Strategic Agility
2. Strategic Partnerships
3. Forecasts
4. Growth
5. Returns
1. Communication
2. Lead Change

65. a. Some areas of expertise and commitment
will improve the success rate of the
program—such as in HR, organizational
development, BOD and other leaders.
b. Knowledge of job design concepts, effective
performance management practices, training
and development initiatives, and adult
learner and mentoring programs gives the
program coordinators a good foundation for
a well-rounded program.
c. Having a receptive organizational culture
(silo-free, accepting change, learning-
organization mentality and focus on
performance management) is essential to
achieving program objectives.
Implementation Team

66. Measure Outcomes
1. Cost of internal promotions vs. external
hires.
2. Skills Gap Analysis
While it’s evident that specific jobs will disappear due to
automation, others will evolve their core tasks and
responsibilities. This succession planning metric is crucial
to measure the missing skills and expertise in your
workforce, along with which skills are essential for your
organization’s optimal performance.
3. The number of employees ready to compete
for a promotion
4. The internal applicants’ competence level