Succession Planning CUPA HR

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1 Succession Planning CUPA HR Taking Action After the Conversation Catherine Lilly Copyright 2017 by The Segal Group, Inc. All rights reserved.

2 Impromptu Networking The biggest challenges I face with regard to implementing succession planning in my institution are Liberating Structures Impromptu Networking (10 min) 2

3 Defining succession planning The importance of the process Step by step outline of how to conduct succession planning Overcoming challenges and resistance Q&A 3

4 Succession Planning planning for the future by investing in current employees to take over for key positions in the event of retirement, death, or other departure of key management personnel a long-term investment in human capital to prepare the future leaders of the organization for positions they may hold some time down the road 4

5 Defining succession planning The importance of the process Step by step outline of how to conduct succession planning Overcoming challenges and resistance Q&A 5

6 Why Do It? When faced with baby-boomer retirements, high turnover, stiff regional competition, highly mobile talent and/or lack of bench strength in leadership or technical depth positions, what are the most possible negative outcomes if we don t engage in any type of proactive talent management planning or talent development activities? Liberating Structures All (12 min) 6

7 Defining succession planning The importance of the process Step by step outline of how to conduct succession planning Overcoming challenges and resistance Q&A 7

8 Traditional Succession Planning 1. Document mission-critical positions 2. Identify the vacancy risk of the mission-critical positions 3. Identify potential key replacement talent 4. Assess the readiness/flight risk of potential key replacement talent 5. Plan developmental conversations 6. Document development plans for potential key replacement talent 8

9 Talent Review Conference A Variation Sample Agenda (2.5 hour) MY TEAM Agree on a universe of candidates for discussion (e.g. direct reports) JS Each leader prepares An overview of strengths and weaknesses of team members, using a competency framework Potential ST Risk of Flight TM An overview of career aspirations (including retirement) of members of their team Placement on the Potential/Risk of Flight Matrix (A variation on Performance/Potential Nine-Box) An overview of development opportunities sought for various members (including team assignments, special projects, visibility, skill mentoring, external assignments) An overview of succession planning for their own and their team s positions 9

10 Strategic Succession Planning Questions Which positions are strategically key positions to your organization? Who is currently available in your workforce in terms of high potential employees who might be able to step into these positions with training and development? What gaps are there, if any, in employee potential and future needs? Given this analysis, what are your buy-build strategies for talent for those key positions? 10

11 Leadership Readiness Succession Management Identify institutional leadership competencies Prioritize most needed competencies for the future Set strategic goal to develop a leadership culture Implement leadership development strategies Identify development plans for each leadership level Include targeted recruitment initiatives and retention interviews 11

12 In short, developing leaders throughout all levels of an organization is crucial to an institution s ability to function in times of crisis. Overcoming Leadership Shortages With Succession Planning: Corporate Leadership Council

13 Strategies for Developing Leadership Readiness Mentoring Trial By Fire (taking risks with support) Structured leadership training/development experiences Variety of jobs or at least cross-unit experiences Networking/participating in professional or industry groups outside the institution Working on cross-functional teams Shadowing others/exposure to senior leaders 2010 UMich Leadership Development Study: Top Development Experiences early-mid-late career leaders Coaching/360 feedback 13

14 Planning for Leadership Development at all Levels Emerging Leader: a staff member who is not in a leadership position, but has expressed interest in/ is being considered and assessed for a potential career path in leadership. New Leader: a staff member who has been newly appointed to a leadership position in your institution (or is new to the institution but experienced in a leadership role) Early Career Leader: a staff member who has less than five years of experience in a leadership role, often a front line supervisor Mid-Career Leader: a staff member who has 5-10 years experience in a leadership role, usually managing other leaders/supervisors Senior Leader: a staff member who has over 10 years of experience in a more senior leadership role 14

15 Defining succession planning The importance of the process Step by step outline of how to conduct succession planning Overcoming challenges and resistance Q&A 15

16 Challenges, Obstacles and Solutions What current behaviors and actions in our institutions ensure that Key vacancies remain unfilled for too long External candidates are generally selected for middle and upper leadership positions Staff members are discouraged about true career progression opportunities We pay more than we can afford for deep technical expertise Younger staff don t see expected investments in their future Our leadership cohorts do not represent a diversity of talent and identities We do not have leadership pipelines Liberating Structures TRIZ (5 min, 1-2-All) 16

17 Challenges, Obstacles and Solutions continued Of those actions and behaviors that we just identified, what are you doing (or could you do) to counter or eliminate them and move towards succession planning or succession management? 15% Solutions What are your 15% solutions? 15% solutions are actions that you have the freedom and discretion to take and can do so without resources or additional authority? Liberating Structures 15% Solutions (10 min) 17

18 Defining succession planning The importance of the process Step by step outline of how to conduct succession planning Overcoming challenges and resistance Q&A 18

19 Questions? 19

20 For More Conversation Catherine Lilly Senior Consultant, Higher Education Practice Sibson Consulting University of Michigan/Former Board President NCCI (cell) 20

21 Succession planning CUPA Workshop Description Succession planning has long been a key component of leadership development and talent management in many corporations, but higher education institutions are only beginning to explore and embrace succession planning strategies. Given the variety of approaches and program efficacy in higher education today, institutions will learn how effective succession planning can offer institutions a competitive advantage and the steps involved in the succession planning process. This session will also offer attendees a chance to share their current practices and challenges in small groups to learn from each other s experiences. 21

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