Succession Planning

 Succession Management Plan Framework

Organizational Effectiveness: Bringing the best out of every individual

Identify: (Critical vs non-critical positions)

Competencies: (Critical vs non-critical Competencies)

Assess: (non-Potential vs Potential vs Hi-Potential)

Develop: (Utilize LEADERSHIPIntelligence Learning Module applying Talent Management Framework)

Knowledge Transfer: (Identify and capture all critical knowledge and transferable skills)

Execute: (Program rollout in collaboration with all HRBP and Executive Leadership)

Evaluate: (Apply metrics to monitor, measure, calibrate, and report success of program and employees.

2017 Succession Management Plan

Launching Process Overview

The Succession Management Plan is a critical integral part of the overall Talent Management Process. Anticipating, identifying and supporting the development needs of the employees and organization while executing strategic plans to address emerging issues, will positively affect operational and financial continuity and effectiveness throughout the organization.

Succession planning is key to the proactive, predictive, and intentional identification of potential and future job vacancies (due to attrition, retirement, growth, RIF, re-org, etc.), and the strategic consideration of where and how internal candidates might fill those vacancies. It involves assessing job requirements and skills of existing employees and then seeking to fill the gaps between needs, competencies, and skills with targeted training and development activities.

By utilizing the LEADERSHIPIntelligence Learning Model and Talent Development Framework in a concentric and collaborate effort, the organization will build and maintain an internal pipeline of talent that will be poised to lead the future of the organization.

 

Launching the Succession Management Plan

 General Assumptions:

  • Executive Leadership is the key Champion of the TM/Succession program
  • Financials and Budgets are in place
  • HRBP & TM / L&D team is trained and in place
  • Talent Management System is in place (ex. SAP Success Factors, or equivalent)
  • Succession Management Platform is in place (module of SAP Success Factors, or equivalent)
  • Prior organization communication has been in place to all employees regarding it is forthcoming (what, where, when, why, how, and who).
  • Talent Management Succession Planning Team / Steering Committee in place
  • Timeline, Schedules, Calendar, are mapped out with contingency plan

 

Rollout Agenda, General Scope, and Timeline (Timeline to be determined)

Phase 1: Execution Plan and Communication

  • Meeting with President, CEO, COO and CFO (+Key Stakeholders)
  • Meeting with all HR / TM partners
  • Team/Staff System Demo (Dir, VP, and Above)
  • Organization Communication

Phase 2: Training

  • Train-the-Trainer
  • End-Users Training (all Leaders, Managers, Supervisors who are responsible for others)
  • End user training materials and resources
    • All end users
      • System navigation
      • Quick guide Goal Setting
      • Quick guide Performance
      • Quick guide Succession Planning
      • Dashboard and Reports
      • Technical Support & Services

Phase 3: Profile, Goals, Performance, & Succession Implementation

  • Talent Management Employee profile completion and integration (owned by: TM System Administrator / HRIS / IT)
  • Talent Management current year employee Goals and Development plans in place (owned by: Managers and Employees)
  • Talent Management Performance ratings, High Potential ratings, Successions ratings (owned by: HRBP & Managers & Leaders)
    • Employee Talent Review
    • Succession Organization Charts from Success Factors (or equivalent TM system)
    • Performance / Potential Charts from Success Factors
      • Flight Risk
      • Impact of Loss
      • Future Outlook
      • Mobility
    • High Potential Talent
      • Critical Position and Successor Analysis
    • Pipeline Development Process (Succession Org Chart)
      • Department Succession Map
  • Succession Plan Department Organizational Chart Development (Department / Function / Location or Tier Level) (review and leadership approval before execution)
  • Organization Department, Function, Location or Tier level rollout / Location Rollout – Goal setting

Department – Function – Location

  • HR / TM L&D
  • IT
  • Finance & Accounting, AP/AR
  • Business Dev / Sales / Customer Service
  • Operations
  • Executive Leadership Team
  • etc.

Tier – level Hybrid

  • Tier 1 Corporate
  • Tier 2 Executive Leadership (VP & above)
  • Tier 3 Directors (cross all function)
  • Tier 4 Managers (cross all functions)
  • etc

Establish Metrics by which the system and process will be measured and how oftenPhase 4: Measure, Monitor, Evaluate, Calibrate, and Report

  • Monitor and report on the progress of the employees and managers meeting progress deliverables and deadlines
    • Employee profiles
    • Employee established goals
    • Employee development plan and learning
    • Employee and Manager mid-year and annul reviews
    • Manager /HRBP Hi-Po evaluations
    • Manager / HRBP Succession Placements (Org Chart)
  • Organization and Total Rewards / Compensations Reporting
    • Year-end performance ratings for Bonus / Merit
    • Retention / Turnover
    • Organization Financial Planning & Budgeting
    • Hi Potential Pipeline
    • Succession Pipeline

In addition, the process of Succession Management Plan Framework can help to identify other areas of performance where employees may development opportunities, gaps, and job function blind spots and where training and coaching could help to manage and improve performance outcomes.

Impact of the Success of the Succession Management Plan

When the Succession Management Plan is designed, executed, and managed properly, the organization will certainly realize operational and financial continuity and effectiveness throughout the organization. The impact can be immediate and have long-term sustainability. Done effectively and efficiently, this process will become embedded in the core values and mission of the organization.

The key measurable benefits that the Organization will realize:

  • Identify, monitor, measure, report and calibrate employee and team performance
  • Identify and mobilize internal resource
  • Identify a pool of talent for critical roles, ensuring leadership continuity
  • Identify and plan for the need of external resources (Talent Acquisition)
  • Identify and retaining institutional knowledge, skills, and talents
  • Improve Employee retention and minimize turnover
  • Improve employee engagement and wellbeing
  • Improve and maintain Organizational culture
  • Improve in operational cost and profits
  • Improve transparency, realize Lessons Learned and calibrate
  • Improve in Organizational Effectiveness that is tied to purpose, mission, and key objectives goals.
  • Improve in contribution and experiences in the community
  • Improve in customer / client / patient satisfaction
  • Improve in relationships with vendors/ partners/ and government
  • Poises the organization for growth, change, and re-org developments

The key measurable benefits that the Employees will realize:

  • Improve job satisfaction, engagement, and wellbeing
  • Improve performance and contribution
  • Improve professional development, growth, and career path
  • Becoming Leaders, Coaches and Mentors
  • Improve job security, and career continuity, and compensation growth
  • Increase Individual, Team, and Cross-functional contribution and experience
  • Provide opportunity for employee to enhance their individual Purpose and Mission in life.
  • Prepares the employee and teams for organizational growth, change, and re-org developments

… a winning proposition for all

I invite you to reach out to IfPE today to learn more how we can best serve you and your Talent Management, Leadership, Training, or Organizational Development needs.

Please reach out to us via our contact page. In the note box, share a little about what it is that you desire. We will reach out to you to set up a free phone consultation appointment.