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SUCCESSION PLANNING .pptx

  1. Developing a Roadmap for Leadership and Succession Planning Through Strategic Recruitment • Tawanda Chisiri
  2. Goals • Identify components of a succession plan • Provide exercises for rating your organization for each component • Serve as the basis for the rest of the workshop
  3. Roger Sir, we’ve got a problem.
  4. Employees Leave – They always do • Preparation for that day is Succession Planning
  5. Succession Plan • A systematic approach to building replacement workers to ensure continuity, by identifying potential successors in critical work processes.
  6. Exercise 1. List traits of a model Army General ( as many as you can )
  7. Army General Traits • L Loyalty Bear true faith and allegiance to the Constitution, the Army, unit, and other Soldiers • E Empathetic • A • D Duty Fulfills obligations • R Respect Treat people as they should be treated • S Selfless Service Put the welfare of the nation, the Army, and subordinates before your own • H Honor Live up to all the Army Values • I Integrity Do what is right—legally and morally • P Personal Courage Face fear, danger, or adversity (physical or moral)
  8. Army Leadership 1. A Leader of Character (Identity) Factors internal and central to a leader, that which makes up an individual’s core Army Values • Values are the principles, standards, or qualities considered essential for successful leaders • Values are fundamental to help people discern right from wrong in any situation • The Army has values that must be developed in all Army individuals: loyalty, duty, respect, selfless service, honor, integrity, and personal courage. Empathy • The propensity to experience something from another person’s point of view • The ability to identify with and enter into another person’s feelings and emotions • The desire to care for and take care of Soldiers and others. Warrior Ethos • The shared sentiment internal to Soldiers that represents the spirit of the profession of arms.
  9. Army Leadership 2. A Leader With Presence How a leader is perceived by others based on the leader’s outward appearance, demeanor, actions, and words Military Bearing • Possessing a commanding presence • Projecting a professional image of authority. Physically Fit • Having sound health, strength, and endurance that support one’s emotional health and conceptual ability under prolonged stress. Composed • Demonstrating composure and an outward calm through steady control over one’s emotions. Confident • Projecting self-confidence and certainty in the unit’s ability to succeed in whatever it does. Resilient • Showing a tendency to recover quickly from setbacks, shock, injuries, adversity, and stress while maintaining a mission and organizational focus.
  10. Army Leadership A Leader With Intellectual Capacity The mental resources or tendencies that shape a leader’s conceptual abilities and impact effectiveness Mental Agility • Flexibility of mind • The tendency to anticipate or adapt to uncertain or changing situations; to think through second and-third-order effects when current decisions or actions are not producing the desired effects • The ability to break out of mental “sets” or habitual thought patterns; to improvise when faced with conceptual impasses • The ability to quickly apply multiple perspectives and approaches to assessment, conceptualization, and evaluation.
  11. Army Leadership
  12. Army Leadership Domain Knowledge • Possessing facts, beliefs, and logical assumptions in relevant areas • Technical knowledge—specialized information associated with a particular function or system • Tactical knowledge—understanding military tactics related to securing a designated objective through military means • Joint knowledge—understanding joint organizations, their procedures, and their roles in national defense • Cultural and geopolitical knowledge— understanding cultural, geographic, and political differences and sensitivities.
  13. Army Leadership Innovation • The tendency to introduce new ideas when the opportunity exists or in the face of challenging circumstances • Creativity in producing ideas and objects that are both novel or original and worthwhile or appropriate. Interpersonal Tact • The capability to understand interactions with others • Being aware of how others see you and sensing how to interact with them effectively • Consciousness of character and motives of others and how that affects interacting with them.
  14. Trait Identification Exercise 2 • Which test skills, skills and interview methods can you use to identify the army leadership traits in new recruits • 1. • 2 • 3 • 4 • 5
  15. Exercise 2 cont> Can you Identify qualities of an army general in a recruit
  16. Sucession Planning also Includes Knowledge Transfer • Processes and strategies that allow an organization to: • Document key data and policies for critical work processes • Exchange key process data and information from one individual or group to another • Define how vital and important information will be retained within the organization despite attrition
  17. Context • Employer – Ensure a sufficient supply of talent for key roles and tasks. • Employee – Provide clear opportunity to grow, learn, evolve, advance. • Customer – Results. Employees and service that are reliable, knowledgeable, and meet their expectations.
  18. Employee and Leadership Development • 1. Employee retention and satisfaction • 2. Management of core competencies • 3. Workforce succession preparedness
  19. Basic Components 1. Institutionalize the process and capture stakeholder support 2. Conduct assessments of organizational needs 3. Develop the succession planning model 4. Implement succession planning strategies 5. Continuously measure, evaluate, and adapt
  20. Rate Your Organization • Consider questions about your organization. • Rate where you are on scale of 1 – 5. • 1 – Never • 2 – Not Often • 3 – Sometimes • 4 – More Often than Not • 5- Always
  21. Basic Steps COT training Eswatini 2022 Workshop Developing a Roadmap for Leadership and Succession Planning Basic Steps 0. Succession Plan 1. Institutionalize the process and capture stakeholder support 2. Conduct Assessment 3. Develop the succession planning model 4. Implement succession planning strategies 5. Continuously measure, evaluate, and adapt More Often Always (5) Than Not (4) Sometimes (3) Not Often (2) Never (1) Total Step 0 - Succession Plan We use a Succession Plan that is up to date and one of our most important staffing tools. Our Succession Plan is an integral part of our organization's comprehensive strategic plan. Sum: Sum/2
  22. Step 1 – Institutionalize Process and Develop Stakeholder Support Workshop Developing a Roadmap for Leadership and Succession Planning More Often Always (5) Than Not (4) Sometimes (3) Not Often (2) Never (1) Total Step 1 - We have institutionalized the process and capture stakeholder support for the plan a. We gain commitment from decision makers We demonstrate why it’s needed and benefits b. We gather resources for developing and implementing the plan Senior leadership HR/Civil Service Union representative Employees groups Others c. We understand the role of succession planning in achieving the strategic vision and goals of our organization We make succession planning a priority Our strategic plan determines the # of future employees and skills needed Strategic Plan – Defining the organization’s direction and allocating resources to get there. Here is where we need to be and here is how we’re going to get there. We understand what a succession program looks like and what will it do for our organization Sum: We incorporate succession planning into our organization’s values We clearly define the objectives for the program Sum/3: Page 2 - Components of a Successful Succession Plan
  23. Step 2a – Conduct “As Is” Assessment Workshop: Developing a Roadmap for Leadership and Succession Planning More Often Step 2a - Conduct an Assessment Always (5) Than Not (4) Sometimes (3) Not Often (2) Never (1) Total a. Conduct “As Is’ Assessment of Organization We collect and analyze organization and demographic data Retirements? New leaders being developed? Are you identifying new leaders? What is average age and tenure of current employees? What are attrition and vacancy rates? We identity and prioritize key work processes/positions Which are most critical? Which have the least amount of resource depth? Which processes are documented? Are future replacements and leaders prepared? We identify condition and availability of resources and systems What items are needed to do work? Maps, policies/procedures, training guides? Are they accessible and up to date? What technology systems are currently in use? 2a Sum: 2a Sum/3: Page 3 - Components of a Successful Succession Plan
  24. Step 2b – Conduct “To Be” Assessment Workshop Developing a Roadmap for Leadership and Succession Planning More Often Step 2b - Conduct an Assessment Always (5) Than Not (4) Sometimes (3) Not Often (2) Never (1) Total b. Conduct “To Be” Assessment of Organization We analyze future requirements for services Future demand Customer expectations Regulations What are the goals of the Strategic Plan Demand placed by Succession Plan How will Succession Plan change workforce/leadership requirements? We are aware of upcoming changes in the industry. We are aware of what demands technology will place on organization. 2b Sum: 2b Sum/4:
  25. Step 2c – Conduct Gap Analysis Assessment Workshop Developing a Roadmap for Leadership and Succession Planning More Often Step 2c - Conduct an Assessment Always (5) Than Not (4) Sometimes (3) Not Often (2) Never (1) Total c. Conduct Gap Analysis How does “as is” organization fall short of “to be”? Our workforce is prepared for the future Do current organizational demographics look like the future ones? Are you prepared to handle shifts in demographics? Do we have the people skills to keep up with the change? We are prepared to adapt to future processes Which ones are most susceptible to changes in personnel? Where are we most susceptible to losing essential knowledge? We are prepared to accommodate future systems and resources What info will we need or not need in the future? What information needs to be more accessible? How will technology change our resource needs? We determine our talent needs for the long run We identify the core leadership KSAs to bridge the gap. What will future leaders look like? What skills and behaviors will make them successful? 2c Sum: 2c Sum/5:
  26. Step 3 – Develop the Succession Planning Model Workshop Developing a Roadmap for Leadership and Succession Planning More Often Step 3 - Develop the Succession Planning Model Always (5) Than Not (4) Sometimes (3) Not Often (2) Never (1) Total We determine which employees or levels of employees will be involved in program. Execs Mid Managers Supervisors SkilledWorkers We build leadership/talent pipeline. Identify internaltalent with criticalcompetencies (KSAs). Analyze external sources of talent. We identify training and development strategies. Formal professional development. Coaching and mentoring. Use cross training/multi-skilling. Job shadowing. Identifycareer paths. We develop retention strategies. We create knowledge management and transfer strategies. Sum: Sum/5: Page 6 - Components of a Successful Succession Plan
  27. Step 4 – Implement Succession Planning Model Workshop Developing a Roadmap for Leadership and Succession Planning More Often Step 4 - Implement Succession Planning Model Always (5) Than Not (4) Sometimes (3) Not Often (2) Never (1) Total We determine resource needs for implementation. We identify barriers to implementation/develop solutions. We develop or update job descriptions. We prepare organization for change. Establish communication plan. Connect with stakeholders and get their buy in. Identify and establish peer and leadership champions of change. If needed,we implement strategies on pilot basis. We link succession strategies with HR. Recognition Workforce planning Assessment strategies Recruitment strategies We train staff as necessary. Sum: Sum/7: Page 7 - Components of a Successful Succession Plan
  28. Step 5 – Continuous Measurement, Evaluation, Adaptation Workshop Developing a Roadmap for Leadership and Succession Planning More Often Step 5 - Continuous Measurement, Evaluation, and Adaptation Always (5) Than Not (4) Sometimes (3) Not Often (2) Never (1) Total We define measures of program success We determine how frequently the program will be evaluated. We have a reporting process. We track progress, communicate and celebrate program success. We get stakeholder feedback on strategy success. We adjust or adapt programs based on evaluative results. We ensure top management stays engaged and provides support and attention to program. We make 3 to 5 year succession plans part of organization’s strategic planning process. Sum: Sum/8: Page 8 - Components of a Successful Succession Plan
  29. Exercise Scoring Summary Workshop Developing a Roadmap for Leadership and Succession Planning EXERCISE SUMMARY Basic Steps Score 0. Succession Plan 1. Institutionalize the process and capture stakeholder support 2. Conduct Assessment 3. Develop the succession planning model 4. Implement succession planning strategies 5. Continuously measure, evaluate, and adapt Basic Steps Score Meaning 1. Fail. No where to go but up. 2. Would like to but just aren't getting it done. 3. Trying, but it's such a struggle with all the urgent things. 4. It's a priority but still a challenge at times. 5. It's one of our core priorities and it's become a useful tool.
  30. Exercise Scoring Summary Chart 1 2 3 4 5
  31. Bonus Material to Read at Home • Pitfalls to Avoid • Succession Planning Model
  32. • Common Pitfalls: • Keeping it a secret • Underestimating talent within • Narrow minded thinking – too old/young, rough, different • Focusing exclusively on hard skills • Not offering training/development opportunities • Expecting employees to self-identify – help them see what they can be. • Not holding managers accountable for succession planning. • Considering only upward succession. Lateral? • One size fits all program. • Producing too many candidates for too few spots.
  33. Some Possibilities • Cross training/Multi-skilling • Identify potential candidate pools • Retiree/Part timer • Contractor
  34. Institutional Knowledge • SOPs: • Have employees write down how to perform MC tasks from the perspective of someone who knows nothing and needs to be able to do it. • Have them create a video that demonstrates and describes it.
  35. We’re Now Looking at Management • All 3 managers plus admin gone in 5 years (HR department) • 140 years of experience. ( Now Roger Sir we have a problem ! ) • Identified all mission critical tasks and licenses. • Scary list. • Compliance sampling and reporting. • Institutional Memory • Decision making. • Scheduling • Payroll • Process control • Data management • Computers • Project management, • Training development
  36. Roger Sir, we’ve got a problem.
  37. The End Thank you
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