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Succession Planning
and the
Development of
Your High Potentials
A Completion Certificate will
be emailed within 24 hours
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8. POLL QUESTION
What is your most
pressing concern
about your next
generation of
leaders?
A. We haven’t
identified high
potentials
B. Skill gaps
C. No development
plan in place
D. No resources to
develop leaders
E. Something else
9. It’s not just succession to the
top – it’s getting the right
person in place for every
job. Some of tomorrow’s key
jobs may not even
exist now.
Robert M. Fulmer, Growing Your Company’s Leaders
10. What You’ll Learn:
1. Best practices in succession
planning and HIPO
development programs
2. A practical model for selecting
participants for a success
planning or HIPO development
program
3. A model for determining the
development targets and
competencies for your program
13. “So the question is not whether
your company’s employees have
the right skills: it’s whether that
have the right potential to learn
new ones.”
Claudio Fernandez-Araoz
21st Century Talent Spotting
Harvard Business Review, June 2104
14. Best Practices:
Succession Planning and the Bottom Line
Aligned with organization’s strategic objectives.
Analysis of current and future capabilities
required.
Focused on potential and values.
Perceived as relevant and
real by participants.
Drives a culture of continuous
learning and development.
15. S.W.O.T. ANALYSIS
STRENGTHS: What do we
do well today? Will our
strengths prepare us for
future success?
WEAKNESSES: What do we do
poorly and why? Can we do
LESS of this? What steps must
we take to either improve or
minimize the risks?
OPPORTUNITIES: What are our greatest opportunities for
growth? Are our strengths aligned to take advantage of
them? Do our weaknesses stand in the way?
THREATS: Where are we vulnerable? Are our biggest threats
external or internal? Market-driven or competition? Lack of
talent or not the right talent?
17. OPPORTUNITIES THREATS
Are our strengths aligned
to take advantage of
opportunities?
Do our weaknesses
stand in the way?
Where are we
vulnerable?
Are our biggest threats
external or internal?
Market-driven or
competition?
Lack of talent or not the
right talent?
25. Managers need to stretch, challenge, and
coach their high-potential employees…
Without multi-dimensional dialogue about these issues, managers
tend to hold on to their high-potential people instead of helping
them along an intentional developmental pathway.
High-potentials then may interpret this as a
lack of company support and will be
inclined to look elsewhere.
Ron Ashkenas,
The Paradox of High Potentials
Harvard Business Review
26. Leaders at All Levels
Supervisory and Team Lead
HIGH POTENTIAL EMPLOYEES
Managing
NEW MANAGERS AND NEWLY
PROMOTED
Advanced Leadership
MID AND SENIOR LEVEL MANAGERS
Executive Development
SENIOR DIRECTORS AND
VICE PRESIDENTS
28. Succession Planning
Phases Pre-Promotion Post-Promotion
Consideration Exploration Transition Adoption
Focus Selection Roles and
Responsibilities
Processes and
Procedures
Professional
Identity
Information
Time Frame 1+ Year 1 Year or Less 1st 100 Days 6-18 months
Activities • Seminars
• Informational
interviews
• Job shadowing
• Focus groups
• Training
• Acting
Manager
• Job
Rotation
• Project
Manager
• Training
• Mentoring
• Networking
• Training
• Mentoring
• Feedback
• Peer
Evaluation
A Succession Plan for First Time Managers, Maria Plakhotnik and
Tonette S. Rocco, T&D Magazine, December 2011
29. We are moving from a world
of problems, which demand
speed, analysis and
elimination of uncertainty to
solve – to a world of
dilemmas, which demand
patience, sense-making and
an engagement with
uncertainty.
Denise Caron,
It’s a VUCA World
30. It's almost become
a price of entry for
success now,
especially in
leadership and
executive roles.
Victoria Swisher, Author of The Agile
Leader, Quoted in The Importance
of Agility, Human Resources
Executive, February 2013
31. Best Practices:
Succession Planning and the Bottom Line
Aligned with organization’s strategic objectives.
Analysis of current and future capabilities
required.
Focused on competencies, skills and
values.
Perceived as relevant and
real by participants.
Drives a culture of continuous
learning and development.
32. BIZLIBRARY.COM
Course Title:
A.I.M. For Development -
Setting Personal Development
Objectives That Work
Course: Succession Planning
Tips on implementing a robust
process that ensures development
and movement of staff in the right
direction.
33. BIZLIBRARY.COM
Free trial of the BizLibrary Collection
6,000+ Courses. 25 Topic Areas.
Unlimited Access.
Improve your employees' performance with the
largest and fastest-growing library of on-demand
training videos and eLearning courses today!
35. BIZLIBRARY.COM
Click the link in chat for the
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within 24 hours.
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Activity ID #213641
Managers need to stretch, challenge, and coach their high-potential employees and make sure their assignments push them beyond their comfort zones. To do so, they have to work with senior business leaders and HR to clarify assessments, identify opportunities, and coordinate possible moves.
Without multi-dimensional dialogue about these issues, managers tend to hold on to their high-potential people instead of helping them along an intentional developmental pathway. High-potentials then may interpret this as a lack of company support and will be inclined to look elsewhere.
Ron Ashkenas,
The Paradox of High Potentials
Harvard Business Review
Your programs should not only educate current and future executives; they should also serve to emphasize the importance of both strategic and operational leadership and inspire executives to pass down key information about the essential qualities of leadership throughout the organization. To accomplish all these objectives, you should create separate (but integrated) programs that are specifically geared for people at different levels within the organization and cover the following content:
High-potential employees and entry-level managers: What “management” means to the company; essential communication strategies for managers
Mid-level managers: Operational aspects to management, including how to interview and hire, set clear objectives, coach for success, and evaluate performance
Senior managers being groomed for executive roles: Overarching knowledge and skill associated with high-level leadership, including how to address company needs, issues, and culture
Senior directors and C-level executives: Opportunities to cross-pollinate ideas and receive different perspectives
Your programs should not only educate current and future executives; they should also serve to emphasize the importance of both strategic and operational leadership and inspire executives to pass down key information about the essential qualities of leadership throughout the organization. To accomplish all these objectives, you should create separate (but integrated) programs that are specifically geared for people at different levels within the organization and cover the following content:
High-potential employees and entry-level managers: What “management” means to the company; essential communication strategies for managers
Mid-level managers: Operational aspects to management, including how to interview and hire, set clear objectives, coach for success, and evaluate performance
Senior managers being groomed for executive roles: Overarching knowledge and skill associated with high-level leadership, including how to address company needs, issues, and culture
Senior directors and C-level executives: Opportunities to cross-pollinate ideas and receive different perspectives
Here is a helpful diagram illustrating the basic elements of one succession planning program.
Two broad phases – pre-promotion and post-promotion.
The focus changes and the time frame moves forward.
But look carefully at the activities:
BLEND of formal and informal learning. LOTS of opportunities to apply what is learned along the way.
Bear in mind the “70:20:10” rule. Charles Jennings, Global Head of Learning for Reuters.
describes it as:
About 70 per cent of organizational learning takes place on the job, through solving problems and through special assignments and other day-to-day activities
Another 20 per cent occurs through drawing on the knowledge of others in the workplace, from informal learning, from coaching and mentoring, and from support and direction from managers and colleagues.
Only 10 per cent occurs through formal learning, whether classroom, workshop or, more recently, e-learning.
So – tapping into that 20 and maybe even dipping into the 70 can be very beneficial.
68%
Overwhelming volume of information makes it difficult to notice and keep track of useful information
