Transcript Defining the Leaders for Tomorrow – Pam McDougle & Kerri Sandifer

Presentation
Defining the Leaders for Tomorrow
Introductions
Learning
Objectives
Employee Development
Knowledge Management
Succession Planning
 Jaime
Rivello, BS
Chair of the HR Group, Director of Human Resources,
Jewish Renaissance Medical Center.
 Kerri
Sandifer, MPA
Site Manager-Special Populations, Formerly Manager
of Human Resources and Marketing
 Pam
McDougle,
Manager of Human Resources, Zufall Health Center
At the end of the workshop participants will be able to:

Recognize the steps necessary to support existing staff on job
ownership, individual accountability and commitment to the
organization.

Recognize the worth in collecting data for the use of knowledge
management and how that can improve your organization through
collaboration.

Develop an understanding of the processes involved with
succession planning including identifying and training key staff as
well as long term goals of an organization.
Enhancement of the skills, knowledge, and experience of employees
with the purpose of improving performance.
Employee development, different from personal development, is
usually coordinated by the employing organization.
 It can use a variety of training methods, and is usually conducted
on a planned basis, perhaps as a result of a performance appraisal.
Employee
Orientation
Performance Management/
Mentoring
Rewards & Recognition
Learning & Development
Respect
Involvement
Employee
Skills
Trust
Crucial for
the Growth
and Success
Capable and
Qualified
New skills
and
Challenges
Motivated
KNOWLEDGE MANAGEMENT
COLLECTIVE
WISDOM
COMPETITIVE
EDGE
INCREASINGLY
GLOBAL
MARKETPLACE
KNOWLEDGE MANAGEMENT, A CRITICAL
BUSINESS ASSET, HAS A DISTINCT IMPACT ON
BUSINESS OUTCOMES.
ACCESS TO
HARWARE,SOFTWARE AND
CONNECTIVITY
SUPPORT
SHARING
COLLABORATION
INCENTIVES
BONUSES
MEAUREABLE
COLLABORATION
IDENTIFICATION
INDICATORS
PERFORMANCE CRITERIA


Succession planning is a component of a company business plan
and is often a formalized, systematic strategy designed to
identify talent for future leadership roles in the organization. For
a company to maintain its competitive advantage, a solid
succession plan is necessary.
Succession planning involves:
 Understanding the organization's long-term goals and
objectives.
 Identifying the high-potential candidates and their respective
developmental needs.
 Determining workforce trends and predictions
 Issues
to consider when creating a succession
plan:
Clear vision for the
future of the
organization
Good grasp on
existing workforce
Identification of key
employees
 To
avoid extended and costly vacancies in key
positions and assure the stability of business
operations.
 To provide meaningful developmental
opportunities for both the organization and its
employees as it targets key leadership
positions at varying levels.
 To help develop a diverse workforce by
enabling decision makers to look at the future
make-up of the organization as a whole.
1.Identifying legal and diversity issues to consider.
2.Establishing present and future leadership roles
and objectives.
3.Selecting key employees .
4.Evaluating the strengths, weaknesses and
readiness for succession in key employees.
5.Planning for the individual development of and
ways to retain key employees.
6.Identifying “emergency” positions without
successors.
7.Planning for positions that cannot be filled
internally.
Position
Vulnerability
Key Position
Title
Incumbent
Name
Open in
< 1 Yr
Open in
1–3 Yrs
Succession Candidate
Names
Open in
3 + Yrs
Ready in
< 1 Yr
Ready in
1–3 Yrs
Ready in
3 + Yrs
Having a well-developed and current succession
plan in place is important in avoiding vacancies in
key positions, assuring the stability of business
operations, providing developmental opportunities
and helping developing a diverse workforce.