Succession Planning Isnt

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Succession Planning Isnt

• Dr. Ken Haycock, CHRP
• 2006

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Is there a problem?

• Retirement issues
• Recruitment issues
• Retention issues
• But newer opportunities

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Replacement Planning or ?
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Responsibilities

• Board
• Chief Executive Officer
• Human Resources Officer

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Succession Management Process

• 1. Align succession management with strategic
  direction
• 2. Identify skills and competencies
• 3. Identify high potential employees
• 4. Develop those employees
• 5. Monitor and track the process

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Align Plans and Strategy

• clarify the strategic direction for the
  organization
• establish a comprehensive communication plan for
  the strategic direction
• commit to the development of a succession
  management plan, moving quickly to the
  possibility of filling an increasing number of
  senior positions from inside the organization

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Identify Competencies

• identify the core competencies and personal
  attributes needed to meet the strategic goals and
  objectives of the organization (beyond job
  titles)
• develop leadership capacity throughout the
  organization

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Identify High Potential Employees

• develop a recruitment strategy
• encourage the identification of potential
  successors within and without the organization
  (avoid the crown prince/ess syndrome through
  developing talent pools)
• track candidates through formal succession and
  replacement charts
• identify supply gaps and develop a strategy
• consider leadership development through a
  consortium

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Develop Those Employees

• identify the formal opportunities (examples)
• identify the informal opportunities (examples)
• determine and communicate how to access
• align training and education with competencies
• train management in the development of staff,
  including effective interviewing, structuring
  positions and opportunities, leading staff
  development, coaching and mentoring
• plan a formal induction program (effective
  on-boarding practices)

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Monitor and Track the Process

• determine measures for alignment
• determine measures for success
• determine means of evaluating training
• assess through succession charts
• ensure identification, training and development
  and formal tracking
• undertake customer satisfaction surveys and track
  
• undertake non-user surveys and track
• undertake employee satisfaction surveys and track
• report survey results and provide assistance for
  improvement

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Towards High Performance

• Seven Practices (research-based)
• Employment security
• Selective hiring
• Self-managed teams and decentralization
• High compensation contingent on organizational
  performance (KSFs)
• Extensive training
• Reduced status distinctions and barriers
• Extensive sharing of financial and performance
  information throughout the organization.
• Jeffrey Pfeffer. The Human Equation.

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Employment security

• Document employment security policies
• Document employment security practices
• Track employment security by classification
• Ensure exit interviews by neutral party

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Selective hiring of new personnel

• Design a recruitment strategy
• Train senior managers in the selection process
• Track interviewers and selectors
• Design a succession management plan to enable
  internal development and promotion

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Self-managed teams and decentralization

• Commit to self-managed teams and decentralization
  of decision-making
• Develop a plan for implementation
• Identify priority areas
• Provide training

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High compensation contingent on performance

• Undertake a compensation review
• Determine performance measures for library
  branches and branch managers
• Investigate contingency bonuses for teams and
  branches based on clear measures and means of
  determination if they have been exceeded

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Extensive training

• Identify and communicate priorities
• Determine appropriate levels of support
• Clarify opportunities for high performing
  employees
• Consider developing a consortium for delivering
  leadership training
• Introduce a planned orientation and induction
  program

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Reduction of Status Distinctions

• Determine means by which status distinctions
  might be reduced
• Communicate changes widely

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Extensive sharing of information

• Determine the financial information that would be
  particularly helpful and distribute it widely
• Ensure that information is distributed
• Provide training in reading and making sense of
  data by all staff
• Determine performance measures, collect the
  information and make it widely available
• Provide training in reading and making sense of
  data by all staff

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Issues

• Are these the issues?
• Are there others?
• Which are priorities?
• Which miss the mark?
• Any specific concerns with them?
• Next steps?

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Next Steps? Action Planning

• 0-6 months
• 6-12 months
• One year and beyond
• Review, revise, renew

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Do contact me
Feel free to contact me at any time for any
reason Dr. Ken Haycock, CHRP Voice
604.925.0266 E-mail ken_at_kenhaycock.com