Successful Succession Planning

1. Succession Planning and Talent Management: Supporting the Business Strategy David Brookmire, President Corporate Performance Strategies www.cpstrat.com Copyright 2012 Corporate Performance Strategies. All rights reserved Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved. . 1

2. The CPS Competitive Advantage Global industry-leading organizations including: • • • Advanced degrees • Certifications in multiple assessments and coaching methodologies Former senior executives • An average of 20+ years’ professional experience advising senior leaders • MISSION Medical University of South Carolina, and many others • Designed and implemented proven solutions and processes • EXPERIENCE IHG, Flowers Foods, Arthritis Foundation, Colliers International • CREDENTIALS ADP, Platinum Equity, LexisNexis, Bekaert, Cisco, McKesson • CLIENTS Darden Restaurants, The Cheesecake Factory, Coca-Cola Transform your leaders from ordinary to extraordinary • Become your trusted leadership advisor . Copyright 2012 Corporate Performance Strategies. All rights reserved Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved. 2

3. Objectives Participants will be able to outline the steps to implement succession planning. Participants will be able to apply the content in ways to improve their own succession planning efforts. Participants will learn about best practices in the implementation of succession planning. Copyright 2012 Corporate Performance Strategies. All rights reserved Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved. . 3

4. Business Needs • What are the key drivers in your company that create the need for succession planning? • What’s unique about your specific industry as it relates to succession planning? Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved. 4

5. What is the Research Telling Us? • Age 65+ population increasing 79% from 2010 to 2030 • 25% of your high potentials intend on leaving when the economy rebounds • 70% of top performers lack the abilities to be high potential • 60% of companies have a leadership shortage today Corporate Leadership Council Research Study Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved. 5

6. Apex Bakeries You have been hired by the CEO to advise him on his talent management strategies in light of his business plans. He would like answers to the following questions: 1. What are the three most important steps he should take to prepare the company for his departure? 2. What are the top 2-3 barriers he will face? 3. What data and information will be the most critical to have for your recommendations? Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved. 6

7. Succession Planning Process Phase I Business Alignment Phase I HR Functional Excellence Phase III Implementation • Linkage to business • Broadcasting competencies • Multiple methods of leadership development • CEO and senior leader involvement • Multi-faceted talent assessments • Measure leader results • Employee input • Accountability • Rigorous management of talent • Tracking key metrics Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved. 7

8. Linking HR with the Business Strategy Improve brand recognition and execution. Vision Become the #1 Brand around the globe for specialty products. Look for acquisitions in areas to help diversify our products. Implement continuous improvement in our manufacturing facilities. Upgrade our talent and build sufficient bench strength. Eliminate our longterm debt requirements. Invest in the infrastructure to support planned growth. HR Guiding Principles Develop strategies and deliver services that build a culture of top performance. Develop a system to attract, select, engage, retain, train, and develop a multicultural workforce. Build an HR platform from which human capital strategies will be operating consistently across all regions. Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved. HR Initiatives Strategic Succession plans, integrated talent programs Tactical Workforce planning and restructuring, compensation guidelines, rewards and recognition Foundation HR compliance, build HR knowledge base, gather information regarding regional HR practices 8

9. CEO Involvement How many days per year does your CEO spend in talent development? • • • • • Less than 2 days per year 3 – 5 days per year 6 – 9 days per year 10 – 15 days per year 15+ days per year Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved. 9

10. CEO Involvement How many days per year does your CEO spend in talent development? • • • • • Less than 2 days per year 3 – 5 days per year 6 – 9 days per year 10 – 15 days per year 15+ days per year Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved. 10

11. Broadcast Competencies Financial Acumen • Effectively manages full P&L. Talent Development Teamwork • Diagnoses others’ development needs. • Subordinates personal goals to those of the team. • Creates development plans for others. • Actively participates in team activities. • Gives proportional attention to both the Sales and Operations side of management. • Monitors and assesses progress toward completing development plans. • Supports, not competes, with team members. • Analyzes financial data to solve problems and identify opportunities. • Arranges for staff development needs (e.g., time, budget, approval). • Grows the bottom line by both increasing revenue and controlling costs. • Helps others improve their financial acumen. Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved. • Willingly offers to help others without waiting to be asked. • Shares credit with others. • Identifies with the team and is proud to be known as a team member. 11

14. Leadership issue / future top-grading possibilities Does Not Meet Expectations Meets Expectations Exceeds Expectations Rigorously Manage Performance Top talent Seasoned pros Top-grading priorities Does Not Meet Expectations Meets Expectations Exceeds Expectations Leadership behaviors - the “How” Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved. 14

15. How Leaders Develop Full job change Job restructure based on development needs Exposure • Special projects and assignments Feedback & Coaching • • 360 feedback and coaching Coaching by a skilled manager Education & Training • • Motivated self-development Classroom training Value Experience • • CCL Research Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved. 15

16. High Potential Development Individual Leader Effectiveness Leading Effective Teams Leading Effective Organizations Exposure and Assignments Coaching Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved. 16

17. Measure And Track Leader Results Results: Financials & Talent Engagement Rank Ordering of Executives 360 - Associate Engagement - Talent Mindset Data 360 Engagement 360 Associate Talent Overall First 360 Rank Engagement Mindset Rank Order Last Name Name Order Rank Order Rank Order Overall Score** LOB Palmer Sarah Technology 1 4 3 1 8 Blake Doug Operations 2 1 1 7 9 Evans Mike HR 3 2 2 6 10 4 5 6 Donaldson Stevens Wilson Janice Don Tom Sales Finance Logistics 3 5 6 4 5 8 5 4 2 12 14 16 7 8 9 Thomas Keller Jones Ed Bob Sam International Marketing Division 8 7 9 6 6 9 3 8 9 17 21 27 **Overall Score/Rank determined by the sum of 360, Associate Engagement and Talent Mindset Rankings Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved. 17

19. Track Key Metrics Results Process • Strength of leadership: 95+% meet or exceed objectives – Business, Engagement, Retention, and Competencies •Development plans in place for all leaders • Year-over-year diversity improvement • 90+% of positions with strong back-ups • 95+% retention of top performers Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved. •100% of low performers on improvement plans 19

20. Succession Planning Process Phase I Business Alignment Phase I HR Functional Excellence Phase III Implementation • Linkage to business • Broadcasting competencies • Multiple methods of leadership development • CEO and senior leader involvement • Multi-faceted talent assessments • Measure leader results • Employee input • Accountability • Rigorous management of talent • Tracking key metrics Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved. 20

21. Where To Begin … • Future state – What does your business plan require in terms of numbers of new leaders and types of leaders? What happens in an emergency? • Current state – What do you really have on your bench? How are they getting groomed and prepared to lead? What are your successes and key challenges? • Game plan – What 4-5 specific actions steps, timelines and accountabilities will protect the assets of your company? Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved. 21

23. Please contact me at: Dave Brookmire, Ph.D. 770-587-2265 dbrookmire@cpstrat.com CPS transforms teams, leaders and organizations by increasing operational efficiencies from 60% to 96%, improving employee engagement scores by up to 25%, and building leadership performance effectiveness by 36%. Our practical and customized solutions offer real results for a proven track record of success. Copyright © 2013, Corporate Performance Strategies, Inc., All rights reserved. 23

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