2011 ANNUAL CONFERENCE. From Succession Planning to Talent Management: A Blueprint for Success

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1 2011 ANNUAL CONFERENCE From Succession Planning to Talent Management: A Blueprint for Success July 12, :00 11:30 AM and 1:45 3:15 PM Las Vegas, Nevada Presented by: Brenda J. Wagenknecht-Ivey, Ph.D E. Hampden Ave., Suite 520 Denver, CO bwagen@praxisconsulting.org Please connect with Brenda Wagenknecht-Ivey

2 WORKSHOP DESCRIPTION AND AGENDA Description: In this workshop, I will de-mystify, modernize, and simplify succession planning, or talent management programs. I will provide compelling reasons for acting now and a blueprint for success. Agenda: 1. A Call-to-Action: Avert a Looming Staffing Crisis and Declining Court Performance 2. Modern-Day Succession Planning: What It Is and Isn t 3. Talent Development and Management (TDM) Programs: A Blueprint for Success 4. Application and Discussion 5. Tips for Success TAKE AWAYS & ACTION IDEAS: THINGS I INTEND TO DO WHEN I RETURN TO MY ORGANIZATION PRAXIS Consulting, Inc. All rights reserved. (bwagen@praxisconsulting.org) 2

3 Common Misunderstandings: MODERN-DAY SUCCESSION PLANNING: WHAT IT IS AND ISN T 1. Modern-day succession planning programs have similar goals and many of the same components of old-school succession planning programs, but are designed to better meet the dynamic needs of organizations today. They are more expansive, open, inclusive, and flexible. 2. Modern-day succession planning is NOT a process of identifying heirs apparent for specific positions. Instead, it is a process of developing talent pools or groups of employee candidates who are qualified and ready to fill key positions as vacancies occur. 3. Succession planning efforts in the past focused primarily on finding replacements for senior executives. Now succession planning programs focus on development identifying and cultivating internal talent. 4. Succession planning programs include more than just ramping up education and training opportunities. See the rule below. 5. Ongoing education and training opportunities should be available to all staff whereas succession planning programs are aimed at only high potential staff PRAXIS Consulting, Inc. All rights reserved. (bwagen@praxisconsulting.org) 3

4 WHAT IS SUCCESSION PLANNING/TALENT MANAGEMENT? DEFINITION OF KEY TERMS Talent Development and Management Program: Is a proactive and planned approach to developing and managing high potential staff ensuring that an organization has a deep and reliable pipeline of qualified internal candidates prepared to fill key positions as vacancies occur. Proactive & Planned Approach: High Potential Staff: Deep & Reliable Pipeline: Key Positions: Assumes an organization will anticipate, and implement a program to meet, its future staffing needs. It also assumes an organization will not merely resort to replacement hiring, a reactive response to filling key positions because it has not developed internal talent. Are people who are: (1) capable of advancing two or more levels beyond their present placement; (2) are (or are working to become) competent to fill key positions; and (3) have NOT reached a career plateau. High potential staff are not the same as high performing staff. Assumes an organization develops internal talent pools groups of high potential staff for key positions. Most organizations have several talent pools depending on the number and types of key positions. Assumes the TDM program targets critical positions, which are those that: (1) will leave the organization vulnerable when vacated; (2) are key to an organization s success; (3) require specialized knowledge, skills, & abilities, and/or (4) are hard to fill. TDM programs should focus on developing and managing internal talent for these key positions, not ALL positions PRAXIS Consulting, Inc. All rights reserved. (bwagen@praxisconsulting.org) 4

5 TALENT DEVELOPMENT & MANAGEMENT: A BLUEPRINT FOR SUCCESS 1. Complete Workforce Profile & Analysis 5. Monitor, Eval u ate, & Improve TDM Program T a l e n t Development and Management 2. Develop TDM Policy & Procedures 4. Implement TDM Program 3. Develop TDM Program Key Elements BLUEPRINT FOR SUCCESS: 1. Complete Workforce Profile and Analysis Purpose: understand the composition of your existing workforce, identify organizational vulnerabilities, and project future staffing needs Estimate age and years of service of workforce Estimate retirement eligibility of workforce over a rolling three year period Calculate attrition and turnover rates (voluntary, involuntary, and high performers) 2011 PRAXIS Consulting, Inc. All rights reserved. (bwagen@praxisconsulting.org) 5

6 TALENT DEVELOPMENT & MANAGEMENT: A BLUEPRINT FOR SUCCESS (continued) 2. Develop TDM Policy and Procedures Purpose: develop a framework for the TDM program and secure commitment from senior leadership Develop a policy statement and establish program goals Develop procedures; describe how the program will work Formally adopt and communicate the policy and procedure 3. Develop the TDM Program 8 Key Elements Purpose: to design the key elements of your TDM Program Elements of a TDM Program 1. Define the scope of the TDM Program Description Identify and determine the number of key positions Determine the number of talent pools needed 2. Develop competency model(s)/ success profiles (See examples of competency models, future success competencies, and derailment behaviors below.) Identify core competencies (apply to all staff at all levels) as well as a competency model for a specific position or group of positions Identify, define, and validate the success model/competencies (i.e., the essential skills, behaviors, and personal characteristics linked to outstanding performance in key positions) Identify derailment behaviors Best practices: - Identify a few of the most important characteristics and behaviors of outstanding performers - Focus on personal characteristics and behaviors that set outstanding performers apart from average performers - Competency models typically include about 8 competencies - For each competency, include a brief description or definition of the competency and several key behavioral indicators (i.e., 3-8 examples of observable actions that demonstrate a person using the competency) - Design future-oriented success profiles (e.g., anticipate the competencies needed for success in the future, not just those that have proven essential in the past) 2011 PRAXIS Consulting, Inc. All rights reserved. (bwagen@praxisconsulting.org) 6

7 Elements of a TDM Program 3. Develop training, educational, & on-the-job development opportunities for high potential staff Description Develop a wide range and several levels of training, education, and on-the-job learning opportunities to match the developmental needs and proficiency levels of high potential staff Develop a formal and informal coaching or mentoring process Remember the Rule Use a variety of no or low cost training, education, and development opportunities, too 4. Design an employee assessment & feedback process Develop an assessment process for people entering the TDM program as well as for people involved in the program Assess on 3 dimensions: - Current and future abilities and personal characteristics - Level of engagement, which is alignment of maximum job satisfaction(i like my work and do it well) with maximum job contribution (I help achieve the goals of my organization); and - Aspiration, which is the degree of alignment between personal aspirations and the needs of the organization Build in formal feedback mechanisms for people involved in the TDM program (e.g., 360 degree feedback, goal setting and career planning meetings) Annually the senior leadership team should assess the progress of high potential staff in the TDM program 5. Develop and maintain TDM data base 6. Finalize TDM Program procedures 7. Develop communication plan 8. Develop Executive & Manager Training/ Briefing Plan Capture and store essential background information on high potential staff Track activities and progress of staff involved in the program Some HRIS systems may already have these features; alternatives include Excel, Access, or similar database software Describe in detail how the program works (e.g., who is eligible to participate, how staff get into the program, opportunities available, requirements for progressing, etc.). Define the role and expectations of supervisors, managers, and executives Develop a plan for informing all staff about the TDM program Train and brief managers and executives about the TDM program including how it works, their role, etc PRAXIS Consulting, Inc. All rights reserved. (bwagen@praxisconsulting.org) 7

8 TALENT DEVELOPMENT & MANAGEMENT: A BLUEPRINT FOR SUCCESS (continued) 4. Implement TDM Program Purpose: set an implementation date and roll out the program as designed in the preceding steps 5. Monitor, Evaluate, and Improve TDM Program Purpose: the senior leadership team should continuously (at least annually) evaluate and improve the TDM program SAMPLE COMPETENCY/SUCCESS MODELS Core Competencies Court (Apply to all staff) 1. Integrity/Honesty 2. Personal Effectiveness 3. Knowledge of the Organization & Job/Quality of Work 4. Customer Service/Customer Focused (Internal & External) 5. Interpersonal/ Communication Skills Management Competencies: Court 1. Manages Multiple Priorities 2. Continuous Improvement/ Results Oriented 3. Builds Effective Relationships 4. Leads and Manages People 5. Politically Astute 6. Strategic Thinking 7. Knowledge of Business/ Operations Executive Competencies: Private Company 1. Strategic Vision 2. Results Driven 3. Business Acumen 4. Customer-Focused 5. Timely & Quality Decision- Making 6. Positive Relationships/ Interpersonal Savvy 7. Effective Leader 8. Manages & Implements Change 9. Builds a Strong Team & Team Spirit Sample definition and behavioral indicators of one of the competencies: Integrity/Honesty. Competencies & Definitions Integrity/Honesty Definition: Is seen as a direct and truthful individual; presents the unvarnished truth in an appropriate and helpful manner; keeps confidences where appropriate; takes responsibility for his/her mistakes; does not misrepresent him/herself for personal gain or protection. Behavioral Indicators Tells the truth. Is trustworthy (e.g., keeps his/her word, does what he/she says he/she will do). Takes responsibility for one s actions. Adheres to the highest standards of ethics. Willingly shares appropriate information PRAXIS Consulting, Inc. All rights reserved. (bwagen@praxisconsulting.org) 8

9 FUTURE LEADERSHIP COMPETENCIES & COMMON DERAILMENT FACTORS Source Center for Creative Leadership (CCL) (competencies that are most critical for success in the future, in order of priority) * = represents a significant leadership gap according to CCL; they are the four most important future leadership skills, but are among the weakest competencies of today s leaders. The Conference Board (four essential leadership roles for meeting future business challenges) American Management Association/Institute for Corporate Productivity (leadership competencies of increasing importance) Future Leadership Competencies 1. Leading employees* 2. Strategic planning* 3. Inspiring commitment* 4. Managing change* 5. Resourcefulness 6. Participative management 7. Being a quick learner 8. Employee development 1. Master strategist 2. Change manager 3. Relationship/network builder 4. Talent developer 1. Change Management/Agility/Flexibility 2. Innovation/Creativity 3. Communication 4. Team Building/Collaboration 5. Emotional Intelligence/Empathy DERAILMENT BEHAVIORS OF LEADERS Per the Center for Creative Leadership 1. Problems with interpersonal relationships (lack of social and emotional intelligence) 2. Difficulty building and leading a team 3. Difficulty changing or adapting 4. Failure to meet business objectives 5. Too narrow a functional orientation Per The Conference Board 1. Hesitancy to take necessary business risks 2. Personal arrogance and insensitivity 3. Controlling leadership style 4. Reluctance to tackle difficult people issues APPLICATION/DISCUSSION: 2011 PRAXIS Consulting, Inc. All rights reserved. (bwagen@praxisconsulting.org) 9

10 TIPS FOR SUCCESS 1. Start slowly and gradually expand your TDM program. Build on and formalize your current efforts into a TDM framework. 2. Keep your TDM program simple and easy to use. 3. Don t delegate TDM program activities to HR; senior leadership must commit to, champion, and own some of succession planning efforts. 4. Involve all managers in identifying and developing high potential staff. Create a culture that values development cultivates and values internal talent. 5. Target your succession planning efforts to your key positions and high potential staff. 6. Monitor succession planning efforts regularly (e.g., quarterly, at a minimum annually). Monitor the progress of high potential staff and look for and fill talent gaps before they become problems. 7. Work closely with and build the support of the union (if applicable). 8. Communicate your TDM program to staff; build enthusiasm for, and demonstrate how staff can have, a career at the Court. 9. Avoid the flavor of the month/year syndrome; demonstrate long-term commitment by consistently dedicating resources (e.g., money, staff, and time) to TDM efforts. 10. Don t let what you can t do interfere with what you can do! ~John Wooden Take action now; revise and expand later! 2011 PRAXIS Consulting, Inc. All rights reserved. (bwagen@praxisconsulting.org) 10

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