Transcript Slide 1

Welcome to
IMPLEMENTING SUCCESSION
MANAGEMENT AT THE U:
DEVELOPING THE LEADERSHIP
PIPELINE
Thursday, Dec. 2nd 2010
CMU President’s Room
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Agenda
Revisiting 6 Steps
Developing a success profile
U Services Program
ASR Program
Potential, Readiness, Fit
Homework
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6 Steps
6. Build the support system
5. Accelerate the development of talent
4. Conduct talent reviews/make decisions
3. Identify and assess succession candidates
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2. Define leadership role requirements
1. Identify targets and roles
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1. Identify Targets and Roles
Organizational impact
Where the ratio of job holders to job titles is
closer to 1:1
Strategic or tactical importance
Changing strategy or turbulent economic times
result in positions that are emerging in
importance
Where leaders are in short supply
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Developing Success Profiles
Homework Discussion
1.
2.
3.
How did you decide on key or pivotal positions?
What sources of information did you use to fill out
the profile?
What information might you add based on today’s
discussion?
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2. Define Leadership Role Requirements
Focus on the role not the incumbent(s) in a position
Understand the demands and challenges of the role
Consider the following:
What’s the purpose of the role?
What are the top priorities of the position?
What is the handful of things the person in the role
must accomplish in order to be successful?
What are the primary duties and responsibilities?
What are key accountabilities?
What are the primary performance metrics used?
What competencies and behaviors are needed?
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University Services Program Objectives
Create a talent development process that is driven
through senior leadership
Create consistency in talent identification and
development
Accelerate development of leadership talent
Facilitate cross-organizational development
assignments
Enhance individual development planning
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Talent Development Overview
Grounded in Leadership Competencies to drive
broader culture change;
Accelerate participant’s development as a leader
in the organization;
Enhance skills for current role and future roles;
Create individual development plans informed
by 360 feedback
Individualized, experience-based learning.
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U Services Leadership Competencies
Leads Strategically
Lives University Values
Delivers Results
Understands Self
Models Maturity & Professionalism
Works Collaboratively
Inspires Commitment
Innovates
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Academic Support Resources
succession planning program
Ensure there are qualified, internal candidates
for position
Support a forward-thinking approach about
knowledge, skills, and abilities
Break down silos and level the field
Leverage the strengths of ASR and engage staff
in organizational development
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Defining role requirements:
ASR career families
7 high level groupings of ASR positions based
on common skills and abilities
Every position assigned to a single family
Lays the groundwork for succession planning
Look across silos for talent
Documentation of key skills and abilities
Framework for organizational and individual
development
Reviewed and updated annually
Skills and abilities correlated to ASR values
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Points to remember
Create realistic expectations of what succession
planning looks like for the organization
Communication at all levels is essential
Think big, act small
Must have agreed upon principles that are
documented, revisited, and revised
Must align with strong performance
management
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3. Identify and Assess
Succession Candidates
Possible sources of succession candidates:
Direct reports as candidates for succession
Succession candidates recommended by the boss or the
incumbent
Those filling lateral positions
Incumbents in jobs that have traditionally produced leaders
Candidates that create a different mix or fresh approach
Assess:
Performance
Readiness
Potential
Fit
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Performance
How is the employee performing against set
expectations or goals?
Not only is employee meeting his/her goals –
How is the employee meeting his or her goals?
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Performance 9 Box
How Metric
A
B
C
3
2
1
Results Metric
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Performance 9 Box
How Metric
A
B
C
3
2
1
Results Metric
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Performance 9 Box
Potential
A
B
C
3
2
1
Results Metric
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Potential
Learning agility
- the ability to learn the right lessons from experience and apply them
in new or first-time situations
Intellectual horsepower
Leadership competence
Leadership willingness/aspiration
- the extent to which an employee wants recognition, advancement,
influence
Derailers
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Readiness
Demonstrated ability to handle challenges of a
higher level role
Demonstrated knowledge, skills and behaviors
Necessary experiences
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Fit
For a particular job
Best match for organizational challenges and
needs
Best match for culture, team
Who has the right set of experiences and
development?
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Small group discussions
In your unit, what are some ways you could
assess:
Readiness?
Potential?
Fit?
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Talent Development Process
Participant Selection
Assessment and Feedback
Development Plan
Plan Alignment
Coaching/Mentoring
Focus on Results and Learning
Program Evaluation and Participant/Manger
Feedback
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Assessment and Feedback
360 Multi-source feedback – manager, peers,
subordinates and customers
Importance and Alignment (participant and manager)
Ratings by respondent group (4 highest/4 lowest)
Items with greatest variation of ratings
Highest and lowest competencies
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ASR leadership levels
Vision of leadership
Leadership must exist at every level
Created leadership competencies for all staff
Example:
All ASR staff
Supervisors
Directors
Lead from actions
Think innovatively
Display vision
Manage individual
performance
Optimize system performance
Accountable for organizational
performance
Be a team player
Promote teamwork
Ensure collaboration
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ASR performance anchors
Revised performance evaluation in 2008 to incorporate
our organizational values
Working with OHR to further enhance performance
anchors for supervisory positions
Example:
Provides constructive feedback/coaching throughout
performance cycle
1
Fails to provide
feedback to correct
performance issues
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3
Regularly provides
constructive feedback
4
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Has improved employee
performance (above
average) through feedback
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ASR Professional Development Process
Organizational responsibility
• Review work environment and needed skills and abilities
• Gap analysis
• Organizational development plan
• Update career families
Goals:
1) Manage ASR as a system
2) Adapt to changes in work and priorities
3) Support professional development
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ASR Professional Development Process
Employee responsibility
• Understand and support ASR mission, vision, values
• Create an individual development plan
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•
Minimum expectation: documentation
Develop as a leader
Goals:
1) Continue to advance the organization’s mission
2) Encourage staff to be proactive about their development
3) Transparent expectations
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Homework
U of M Succession Planning Data sheet
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