Succession Planning: Your Intro to Talent Management. Reference Materials

Transcription

1 Reference Materials Leadership Development Questionnaire Succession Planning Worksheet... 3 Talent Management... 5 Leadership Qualities Word Search... 7 Management vs. Leadership... 9 Replacement Planning vs. Succession Planning.. 11 Succession: Evaluating Your Organization Defining Competencies Activity Succession Plan Example Succession Plan Template... 19

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3 Leadership Development Leadership development is the intentional, systematic process of supporting and building the skills, abilities, talents and leadership capacity of every employee to reach the vision of the organization. Myself: 1. What does leadership mean to me? 2. What is my BEST leadership quality? What leadership skill would I like to DEVELOP? 3. Where am I headed and why am I going there? 4. How will I develop my own leadership? 5. How will I ask for support as I grow into my leadership? 6. How do I model leadership qualities? My staff: 7. What leadership qualities and desire do the staff members I supervise have? 8. What leadership qualities do we need them to have? 9. How will I support them and foster their confidence? 1

4 10.What opportunities am I willing to give up? My agency: 11.What are the vision and strategic goals of the organization? Does everyone know them? 12.What are the implications of these strategic goals on performance expectations and staff development needs? 13.What types of leadership and talent capabilities will be needed? 14.What is the current state and availability of talent with these capabilities? 15.What types of developmental activities and assignments will be needed? VISION PURPOSE STRATEGY TALENT PERSONAL GROWTH RENEWAL 2

5 Succession Planning Succession management is a systematic and defined process to ensure continuity for all key positions by identifying and developing roles and people to fill them. Do we view succession as a means of development or replacement? Do we have board and policy council buy-in for succession planning? If no, what steps can be taken to introduce the idea? What are our key positions? Mark Y next to those that have a succession plan and N next to those that do not. Rate each succession plan 1-3 (1=Not Ready, 3=Ready) Position Succession Plan (Y/N)? Succession Plan Rating 3

6 Talent Management A holistic approach to optimizing human capital, which enables an organization to drive short- and long-term results by building culture, engagement, capability, and capacity through integrated talent acquisition, development, and deployment processes that are aligned to business goals. ASTD American Society for Training & Development 4

7 Leadership Qualities Wordsearch 5

8 Management vs. Leadership Management Planning & Budgeting: detailed steps and timetables for achieving results, allocating the resources necessary to make it happen Organizing & Staffing: structure, staffing, delegating responsibility and authority, policies and procedures, and systems to monitor implementation Controlling & Problem Solving: monitoring results, identifying deviations from the plan, then planning and organizing to solve these problems Leadership Establishing Direction: developing a vision of the future-often the distant future-and strategies to achieve that vision Aligning People: communicating direction in words and deeds, creation of teams and coalitions that understand the vision and strategies and accept their validity Motivating & Inspiring: energizing people to overcome major barriers to change by satisfying basic, but often unfulfilled, human needs Produces a Degree of Predictability: has the potential to consistently produce the short-term results expected by various stakeholders Produces Change: often to a dramatic degree, and has the potential to produce extremely useful change John Kotter, A Force for Change 6

9 Replacement Planning vs. Succession Planning Replacement Planning Reactive Coping with crisis or change Risk Management Mitigation of risk; readiness for emergencies Replacing/Substituting Finding replacements often with same/similar skillsets Unstructured Approach Preselecting someone on the basis of technical skills or simply being in the right place at the right time Exclusive Limits others opportunities through pre-selected successors Rigid Pre-ordained Succession Planning Pro-Active Working towards the progress of others in a methodical fashion Talent Management Development of talent with eye toward the future; readiness for long-term Renewing/Energizing Redefining positions and associated competencies regularly Organized Alignment A playful approach to understanding and cultivating talent to support organizational goals and objectives Inclusive All high potentials considered; multiple candidates for various positions Flexible Enables responsiveness with depth of talent on the bench 7

10 Succession Planning Evaluating your Organization Does your organization have the leadership bench strength to staff its growth plans (or be sustainable)? Has your organization experienced a long-term vacancy in a key position in the last year or two? Did you have to go outside your organization to fill the position? Has the organization compromised on quality to fill key positions? What percentage of leaders would be selected if they were applying today for their current positions? Have the business challenges faced by your leaders changed significantly over the past 5 years? Would your current leaders say they felt adequately prepared for their management role when they first took it? How many people who are ready or are being groomed for new opportunities or positions leave before they assume the new role? 8

11 Defining Competencies Activity Competencies (outcome based) are what we know and can do in application that leads to successful results. They are the knowledge, skills, and abilities required for each role or level of work. Competencies can be used for performance evaluation and management, goal development, succession management, job descriptions, and interview questions. Perform a competency card sort utilizing the Polaris Competency Card Set for a Head Start Teacher position. INSTRUCTIONS: 1. Read through the entire set of 41 cards and start sorting them into 4 piles: a. Competencies not necessary for this role b. Competencies are useful but not necessary c. Essential Competencies d. Absolutely Essential you CANNOT envision someone doing the role without this 2. Take the cards from your Essential and Absolutely Essential piles and read them again. Determine which ones you think are the Top 12 competencies are that your new MUST HAVE to be successful in this role. 3. That s it! It s harder than it looks though it will probably take you about an hour at your agency. 9

12 10 Succession Plan Example NHSA 42nd Annual Head Start Conference and Expo Succession Planning: Your Intro to Talent Management

13 11 NHSA 42nd Annual Head Start Conference and Expo Succession Planning: Your Intro to Talent Management

14 Succession Plan Template Position 3-5 Year Succession Plan Needed KSA Needs Candidate Strengths Development Needs 12