Replacement is the Heart of Succession Planning

Transcription

1 Replacement is the Heart of Succession Planning August 4, 2013, 9:15am-10:15am Hyatt Regency, Minneapolis, Minnesota Joseph K. Han, Ed.D. Assistant Vice President Department of Facilities & Safety Division of Business Affairs and Finance Cleveland State University Christopher K. Ahoy, 2006 APPA Fellow APPA President 2006, APPA Emeritus 2010 Emeritus Associate Vice President for Facilities Planning and Management 2010 CEO Performance Management Consulting LLC Doing the Right Things Right Perspective (Science) Right Thinking (Approach) Right Results (Evidence) Right Stuff (Implications) Right Environment (Climate) 1

2 Succession Planning Primary Industry: Human Resources definition [LinkedIn] Succession planning is a process for identifying and developing internal people with the potential to fill key business leadership positions in the organization Succession planning increases the availability of experienced and capable employees that are prepared to assume these roles as they become available. Taken narrowly, "replacement planning" for key roles is the heart of succession planning. Workforce Focus Your organization s ability to ensure sufficient staffing levels to accomplish its work processes. Your organization's ability to ensure workforce capability. That is the ability to build and sustain relationships with the customers. Your organization s ability to innovate and transition into new technologies and meet changing business, market and regulatory demands. 2

3 Workforce Succession Plan Succession management planning refers to the identification and development of potential successors in a company. The key in succession management is to create a match between the company s future needs and the aspirations of individual employees. A well-developed succession planning process increases the retention of superior employees because they recognize that time, attention and skill development is being invested in them for the purpose of career development. When you continue to challenge and reward talented employees, you eliminate their need to seek opportunities elsewhere. Developing leadership talent is a long-term investment. A working succession system results in having more than one good person available for a key job. Real success requires choices between two or more qualified people. In order to have choices, you need to identify who is ready now and what it will take to make others ready when you need them. [successfactor a SAP company] Succession Planning Oracle Grow your leadership pipeline with effective succession planning tools. Identify, attract, fill, and retain corporate leadership talent. Focus on hiring strategies, employee development, and career and succession planning. Identify leadership gaps as well as current and potential leaders from existing employees. Develop a program to immediately fill vacated leadership positions. Determine the best leadership style. Develop effective leadership using a consistent talent management program at all levels across the organization. Align leadership development to company strategy. 3

4 Accession Planning Succession planning is a process whereby an organization ensures that employees are recruited and developed to fill each key role within the company. Through your succession planning process, you recruit superior employees, develop their knowledge, skills, and abilities, and prepare them for advancement or promotion into ever more challenging roles. Actively pursuing succession planning ensures that employees are constantly developed to fill each needed role. As your organization expands, loses key employees, provides promotional opportunities, and increases sales, your succession planning guarantees that you have employees on hand, ready and waiting to fill new roles. Effective, proactive succession planning leaves your organization well prepared for expansion, the loss of a key employee, filling a new, needed job, employee promotions, and organizational redesign for opportunities. Successful succession planning builds bench strength. Susan M. Heathfield, a management and organization development consultant Bench Strengths Iowa State University Employee Development Series Concept Core Competencies Key Performance Indicators Critical Success Factors Talent Managment 4

5 Seven Rights Right Value Systems Right Core Processes Right Structure Right People Systems Right Information Systems Right Decision Making Systems Right Rewards Systems The Impact of a Leader in Succession Leaders who leave a legacy do the following: Lead the organization and create a leadership culture Invest into today to assure success tomorrow Vl Value team leadership above individual id leadership Walk away from the organization with integrity Leave a long-term lasting Legacy 5

6 1997 Transformation Create Awareness Process of getting there Organization/Personal Transition CANEQIAI Shock & Denial Strugglers Anger & Blaming Grief & Nostalgia Victimized Acceptance of Change Survivors 12 Growth & Prosperity Individual Thrivers Company Commitment & Adaptation Career/Profession Company/Organization Reassessment of Values Why Stay? Alignment Personalized 6

7 Succession Planning Exercise in Legacy Reflect on: * What you do... * Why you do what you do... * What is really important... and, * How do you want to be remembered! Conversation about Succession Planning Who is responsible for succession planning? How do you prepare others for succession planning? How do you make sure you are on the succession plan? It s about the best person/job fit: Competency (SKAL) It s about the best person/culture fit: Willingness It s about the timing: Opportunity can you wait? 7

8 Chris Ahoy s Information ckahoy@iastate.edu htpp:// (515) cell (510) h-alias%3daps&fieldkeywords=christopher+k+ahoy 15 Thank you Christopher K. Ahoy, 2006 APPA Fellow APPA President 2006, APPA Emeritus 2010 Emeritus Associate Vice President for Facilities Planning and Management 2010 CEO Performance Management Consulting LLC Joseph K. Han, Ed.D. D Assistant Vice President Department of Facilities & Safety Division of Business Affairs and Finance Cleveland State University 8