georgia’s flexible succession planning model growing tomorrow’s leaders today
TRANSCRIPT
Georgia’s FlexibleGeorgia’s Flexible Succession Planning Model Succession Planning Model
Georgia’s FlexibleGeorgia’s Flexible Succession Planning Model Succession Planning Model
Growing Tomorrow’s Leaders TodayGrowing Tomorrow’s Leaders TodayGrowing Tomorrow’s Leaders TodayGrowing Tomorrow’s Leaders Today
Did You Know…Did You Know…Did You Know…Did You Know…
Source: Commission for a New Georgia, Spring 2004Source: Commission for a New Georgia, Spring 2004
Approximately 60% of the state’s workforce is Approximately 60% of the state’s workforce is over 40 years of age?over 40 years of age?
Approximately 21% of all state managers can Approximately 21% of all state managers can retire in the next 5 years?retire in the next 5 years?
Did You Know…Did You Know…
20% of active Employees’ Retirement System (ERS) members are currently eligible to retire?
43% of active ERS members have less than 5 years of service?
45% of new hires with less than 1 year of service as of 10/1/1999 left state government within 5 years?
The estimated cost of turnover for the 414 jobs targeted for workforce planning during FY 2004 was almost $267 million?
20% of active Employees’ Retirement System (ERS) members are currently eligible to retire?
43% of active ERS members have less than 5 years of service?
45% of new hires with less than 1 year of service as of 10/1/1999 left state government within 5 years?
The estimated cost of turnover for the 414 jobs targeted for workforce planning during FY 2004 was almost $267 million?
Why Are We Here?Why Are We Here?Why Are We Here?Why Are We Here?
Rapid turnover of staffRapid turnover of staff
Projected retirements in key positionsProjected retirements in key positions
“Buy” strategy in tight budget conditions may not be feasible
“Buy” strategy in tight budget conditions may not be feasible
Course ObjectivesCourse ObjectivesCourse ObjectivesCourse Objectives
Understand and articulate the importance Understand and articulate the importance of succession planningof succession planning
Become familiar with the steps and Become familiar with the steps and outputs of Georgia's Flexible Succession outputs of Georgia's Flexible Succession Planning ModelPlanning Model
Understand and articulate the importance Understand and articulate the importance of succession planningof succession planning
Become familiar with the steps and Become familiar with the steps and outputs of Georgia's Flexible Succession outputs of Georgia's Flexible Succession Planning ModelPlanning Model
What is Succession Planning?What is Succession Planning?What is Succession Planning?What is Succession Planning?
A A systematic effortsystematic effort and process of and process of
identifying and developing candidates for identifying and developing candidates for
key leadershipkey leadership and and professional positionsprofessional positions
over time to ensure the continuity of over time to ensure the continuity of
management and leadership in an management and leadership in an
organizationorganization
A A systematic effortsystematic effort and process of and process of
identifying and developing candidates for identifying and developing candidates for
key leadershipkey leadership and and professional positionsprofessional positions
over time to ensure the continuity of over time to ensure the continuity of
management and leadership in an management and leadership in an
organizationorganization
Succession Planning Related to Succession Planning Related to Workforce PlanningWorkforce Planning
Succession Planning Related to Succession Planning Related to Workforce PlanningWorkforce Planning
Succession Planning is an element of workforce planning
Succession Planning places more emphasis on having the right leadership in place at every level of the organization
Succession Planning is an element of workforce planning
Succession Planning places more emphasis on having the right leadership in place at every level of the organization
Succession Planning Succession Planning Is NotIs Not Replacement PlanningReplacement Planning
Replacement planning is typically reactive.Replacement planning is typically reactive.
Replacement planning is compatible with and often overlaps succession planning.Replacement planning is compatible with and often overlaps succession planning.
Succession planning is proactive.Succession planning is proactive.
Succession Planning Succession Planning Is NotIs Not Pre-selectionPre-selection
Succession Planning Succession Planning Is NotIs Not Pre-selectionPre-selection
Succession planning involves planned developmental activities for a group of employees.Succession planning involves planned developmental activities for a group of employees.
Pre-selection involves choosing a successor without a formal interview or selection process.Pre-selection involves choosing a successor without a formal interview or selection process.
Common Problems in Common Problems in Succession PlanningSuccession Planning
Common Problems in Common Problems in Succession PlanningSuccession Planning
Lack of supportLack of support
Agency/office politicsAgency/office politics
Quick fix attitudesQuick fix attitudes
Low visibilityLow visibility
Lack of supportLack of support
Agency/office politicsAgency/office politics
Quick fix attitudesQuick fix attitudes
Low visibilityLow visibility
Best Practices in Succession PlanningBest Practices in Succession PlanningBest Practices in Succession PlanningBest Practices in Succession Planning
OpenOpenOpenOpen
Talent poolsTalent poolsTalent poolsTalent pools
Based on potentialBased on potentialBased on potentialBased on potential
Formal assessmentsFormal assessmentsFormal assessmentsFormal assessments
Multiple development strategiesMultiple development strategiesMultiple development strategiesMultiple development strategies
Targeted interventionsTargeted interventionsTargeted interventionsTargeted interventions
Top down approachTop down approachTop down approachTop down approachAutomation Automation Automation Automation
Pre-planCommunicateCommunicate
PlanPlan
Assess Bench Strengt
h
Identify
Talent
Develop
Talent
Evaluate Successi
on Planning
Communicate Plan
Identify Leadership
Characteristics
Georgia’s Flexible Succession Planning Georgia’s Flexible Succession Planning ModelModel
Georgia’s Flexible Succession Planning Georgia’s Flexible Succession Planning ModelModel
Growing Tomorrow’s Leaders TodayGrowing Tomorrow’s Leaders Today
Pre-plan
What is Pre-planning?What is Pre-planning?What is Pre-planning?What is Pre-planning?
Planning done before the creation of the succession plan
Planning done before the creation of the succession plan
Why is Pre-planning Important?Why is Pre-planning Important?Why is Pre-planning Important?Why is Pre-planning Important?
Organizes resources effectivelyOrganizes resources effectivelyOrganizes resources effectivelyOrganizes resources effectively
Guards against crisesGuards against crises Guards against crisesGuards against crises
Considers legal issues before implementationConsiders legal issues before implementation Considers legal issues before implementationConsiders legal issues before implementation
Uniform Guidelines on Employee Selection Procedures http://www.dol.gov/dol/allcfr/Title_41/Part_60-3/toc.htm
Create Succession Planning Team Create Succession Planning Team Create Succession Planning Team Create Succession Planning Team
Agency executives
HR professionals
Agency strategic planner(s)
People with institutional knowledge
Agency executives
HR professionals
Agency strategic planner(s)
People with institutional knowledge
Pre-planning Pre-planning
Establish Program ObjectivesEstablish Program ObjectivesEstablish Program ObjectivesEstablish Program Objectives
Things to consider…Things to consider…
Agency’s mission
Strategic goals
Relevant workforce planning data
(e.g. diversity issues/concerns)
Impact of program on current HR practices and initiatives
Things to consider…Things to consider…
Agency’s mission
Strategic goals
Relevant workforce planning data
(e.g. diversity issues/concerns)
Impact of program on current HR practices and initiatives
Develop Program DesignDevelop Program DesignDevelop Program DesignDevelop Program Design
Adhere to current legal regulations
Outline major steps and methods
Identify process and outcome measures
The Decision Guide
Adhere to current legal regulations
Outline major steps and methods
Identify process and outcome measures
The Decision Guide
Create Workforce Strategy Action PlanCreate Workforce Strategy Action PlanCreate Workforce Strategy Action PlanCreate Workforce Strategy Action Plan
Specific actions to be taken
Persons responsible
Timeframes for completion
Specific actions to be taken
Persons responsible
Timeframes for completion
Pre-plan Pre-plan Pre-plan Pre-plan
Output: Output: Workforce Strategy Action PlanWorkforce Strategy Action PlanFor Succession Planning For Succession Planning
Growing Tomorrow’s Leaders TodayGrowing Tomorrow’s Leaders TodayGrowing Tomorrow’s Leaders TodayGrowing Tomorrow’s Leaders Today
Communicate Plan
Goals of the Communication PlanGoals of the Communication PlanGoals of the Communication PlanGoals of the Communication Plan
Stakeholders will understand… Stakeholders will understand…
The definition of succession planning
The need for succession planning
The intent of the program
How the program will be implemented
Stakeholders will understand… Stakeholders will understand…
The definition of succession planning
The need for succession planning
The intent of the program
How the program will be implemented
What will a What will a Communication Plan Do?Communication Plan Do?
What will a What will a Communication Plan Do?Communication Plan Do?
Document need for succession planning
Define succession plan
Declare intent of the program
Document how succession planning program will be implemented
Document need for succession planning
Define succession plan
Declare intent of the program
Document how succession planning program will be implemented
Why is the Why is the Communication Plan Important?Communication Plan Important?
Why is the Why is the Communication Plan Important?Communication Plan Important?
Combats rampant misconceptionsCombats rampant misconceptions
Controls miscommunication Controls miscommunication
Manages skepticism Manages skepticism
Identify Target Audiences Identify Target Audiences (Stakeholders)(Stakeholders)
Identify Target Audiences Identify Target Audiences (Stakeholders)(Stakeholders)
When When targetingtargeting your audience… your audience…
Level of awarenessKey issues & concernsWhat’s in it for them?
When When targetingtargeting your audience… your audience…
Level of awarenessKey issues & concernsWhat’s in it for them?
Audiences to include… Senior Leadership, HR Professionals, Managers,
Supervisors, and Employees
Communication ChannelsCommunication ChannelsCommunication ChannelsCommunication Channels
A few examples include…A few examples include…
Executive forums & information packets
Management forums
Posters
A few examples include…A few examples include…
Executive forums & information packets
Management forums
Posters
Evaluating Your Evaluating Your Communication PlanCommunication Plan
Evaluating Your Evaluating Your Communication PlanCommunication Plan
Possible Measures of SuccessPossible Measures of Success
# of people attending forums
# of people who understand how succession planning program works
Possible Measures of SuccessPossible Measures of Success
# of people attending forums
# of people who understand how succession planning program works
Communicate Plan Communicate Plan Communicate Plan Communicate Plan
Output: Output: Effective & targeted communication Plan Effective & targeted communication Plan
Growing Tomorrow’s Leaders TodayGrowing Tomorrow’s Leaders TodayGrowing Tomorrow’s Leaders TodayGrowing Tomorrow’s Leaders Today
Identify Leadership
Characteristics
3 Leadership Characteristics3 Leadership Characteristics3 Leadership Characteristics3 Leadership Characteristics
Competencies & Proficiency LevelsCompetencies & Proficiency LevelsCompetencies & Proficiency LevelsCompetencies & Proficiency Levels
Scope of OperationScope of OperationScope of OperationScope of Operation
Leadership ResultsLeadership ResultsLeadership ResultsLeadership Results
PositionsPositionsLeading…Leading…
Levels of LeadershipLevels of Leadership
Enterprise GovernorEnterprise Governor
Business Group Mega Commissioner -- COOBusiness Group Mega Commissioner -- COO
Business Commissioner – Mega DirectorBusiness Commissioner – Mega Director
Function DirectorFunction Director
Managers Manager of ManagersManagers Manager of Managers
Others SupervisorOthers Supervisor
Self Individual PerformerSelf Individual Performer
Leadership CharacteristicsLeadership CharacteristicsLeadership CharacteristicsLeadership Characteristics
the the magnitude and complexitymagnitude and complexity of of
information, problems, plans, tasks, information, problems, plans, tasks,
projects or resources that must be projects or resources that must be
handled handled within appropriate timeframeswithin appropriate timeframes
the the magnitude and complexitymagnitude and complexity of of
information, problems, plans, tasks, information, problems, plans, tasks,
projects or resources that must be projects or resources that must be
handled handled within appropriate timeframeswithin appropriate timeframes
Scope of OperationScope of OperationScope of OperationScope of Operation
PositionsPositionsLeading…Leading…
Levels of Leadership & Scope of OperationLevels of Leadership & Scope of Operation
Front-lineFront-line
Mid-levelMid-level
SeniorSenior
Mag
nitu
de &
Com
p le x
ityM
a gn i
tude
& C
omp l
e xity
T im
e fr a
me s
T im
e fr a
me s
Enterprise GovernorEnterprise Governor
Business Group Mega Commissioner -- COOBusiness Group Mega Commissioner -- COO
Business Commissioner – Mega DirectorBusiness Commissioner – Mega Director
Function DirectorFunction Director
Managers Manager of ManagersManagers Manager of Managers
Others SupervisorOthers Supervisor
Self Individual PerformerSelf Individual Performer
Leadership CharacteristicsLeadership CharacteristicsScope of OperationScope of Operation
Leadership CharacteristicsLeadership CharacteristicsScope of OperationScope of Operation
Review the duties and responsibilities Review the duties and responsibilities
of each position and compare of each position and compare
information to the scope of operation information to the scope of operation
scalescale
Review the duties and responsibilities Review the duties and responsibilities
of each position and compare of each position and compare
information to the scope of operation information to the scope of operation
scalescale
Assigning Positions to Leadership LevelsAssigning Positions to Leadership LevelsAssigning Positions to Leadership LevelsAssigning Positions to Leadership Levels
Identify Leadership Identify Leadership CharacteristicsCharacteristics
Scope of Operations Scope of Operations
Identify Leadership Identify Leadership CharacteristicsCharacteristics
Scope of Operations Scope of Operations
Output: Output: A list of positions, scope of operation, A list of positions, scope of operation, & leadership levels& leadership levels
Competencies are…Competencies are…
the underlying characteristics that allow people to effectively perform in a job
Core competency models allow agencies to…Core competency models allow agencies to…
identify competencies common to the success of a specific leadership level
Competencies are…Competencies are…
the underlying characteristics that allow people to effectively perform in a job
Core competency models allow agencies to…Core competency models allow agencies to…
identify competencies common to the success of a specific leadership level
Competencies & Proficiency LevelsCompetencies & Proficiency LevelsCompetencies & Proficiency LevelsCompetencies & Proficiency Levels
Technical competencies:Technical competencies:
Job or career specific knowledge Job or career specific knowledge (accounting or human resources practices) (accounting or human resources practices)
Generic competencies:Generic competencies:
Common areas across jobs or careers (oral & Common areas across jobs or careers (oral & written communication competencies )written communication competencies )
Competencies & Proficiency LevelsCompetencies & Proficiency LevelsCompetencies & Proficiency LevelsCompetencies & Proficiency Levels
Generally speaking… Generally speaking… Higher levels in the organization - less Higher levels in the organization - less emphasis on technical competencies.emphasis on technical competencies.
Leadership competency profiles focus on Leadership competency profiles focus on generic competencies. generic competencies. Include a technical/professional expertise Include a technical/professional expertise competency.competency.
Competencies & Proficiency LevelsCompetencies & Proficiency LevelsCompetencies & Proficiency LevelsCompetencies & Proficiency Levels
Identify Subject Matter Experts (SMEs) Define common responsibilitiesIdentify generic competencies associated with common responsibilities Determine the most important competenciesIdentify proficiency level for each competency
Identify Subject Matter Experts (SMEs) Define common responsibilitiesIdentify generic competencies associated with common responsibilities Determine the most important competenciesIdentify proficiency level for each competency
For Each Level of Leadership:For Each Level of Leadership:
Competencies & Proficiency LevelsCompetencies & Proficiency LevelsCompetencies & Proficiency LevelsCompetencies & Proficiency Levels
Identify Leadership Identify Leadership CharacteristicsCharacteristicsCompetenciesCompetencies
Identify Leadership Identify Leadership CharacteristicsCharacteristicsCompetenciesCompetencies
Output: Output: Competency Profile for Competency Profile for each leadership leveleach leadership level
Four Specific AreasFour Specific Areas
EmployeesEmployees
Process Process
CustomerCustomer
BusinessBusiness
Leadership ResultsLeadership ResultsLeadership ResultsLeadership Results
Employee measures:Employee measures:
Improve performance levelsImprove performance levels
Enhance employee capabilities and employee trustEnhance employee capabilities and employee trust
Process measures:Process measures:
Improve current policies/proceduresImprove current policies/procedures
Achieve strategic goals/objectives more efficientlyAchieve strategic goals/objectives more efficiently
Leadership ResultsLeadership ResultsLeadership ResultsLeadership Results
Customer measures:Customer measures:
Improve internal and external perceptions of Improve internal and external perceptions of organization organization
Enhance levels of serviceEnhance levels of service
Business measures:Business measures:
Meet strategic goals and objectives.Meet strategic goals and objectives.
Leadership ResultsLeadership ResultsLeadership ResultsLeadership Results
Leadership Results should have the Leadership Results should have the following characteristics:following characteristics:
• ObjectiveObjective• ControllableControllable• SimpleSimple• TimelyTimely• AccurateAccurate• Cost-effectiveCost-effective
Leadership ResultsLeadership ResultsLeadership ResultsLeadership Results
Identify Leadership Identify Leadership CharacteristicsCharacteristics
Scope of Operations Scope of Operations
Identify Leadership Identify Leadership CharacteristicsCharacteristics
Scope of Operations Scope of Operations
Output: Output: A list of positions, scope of operation, A list of positions, scope of operation, & leadership levels& leadership levels
Target Leadership Levels: Target Leadership Levels: Target Leadership Levels: Target Leadership Levels:
Top Down Approach Top Down Approach Top Down Approach Top Down Approach
It’s proven to work It’s proven to work
Maximizes bang for your buck Maximizes bang for your buck
Focuses on decision makers whose decisions impact the entire organizationFocuses on decision makers whose decisions impact the entire organization
Retains organizational leadership knowledge Retains organizational leadership knowledge
Reduces recruitment costs Reduces recruitment costs
Growing Tomorrow’s Leaders TodayGrowing Tomorrow’s Leaders TodayGrowing Tomorrow’s Leaders TodayGrowing Tomorrow’s Leaders Today
Assess Bench Strength
What Bench Strength What Bench Strength What Bench Strength What Bench Strength
Organization’s ability to fill critical vacancies from within
Organization’s ability to fill critical vacancies from within
Why Is Bench Strength Why Is Bench Strength Assessment Important? Assessment Important?
Why Is Bench Strength Why Is Bench Strength Assessment Important? Assessment Important?
Locates organizational strengths and talent gaps
Assists in prioritizing resources to fill talent gaps
Provides a baseline for evaluations
Locates organizational strengths and talent gaps
Assists in prioritizing resources to fill talent gaps
Provides a baseline for evaluations
How to Conduct a How to Conduct a Bench Strength Assessment ?Bench Strength Assessment ?
How to Conduct a How to Conduct a Bench Strength Assessment ?Bench Strength Assessment ?
Candidates assessed by reviewing manager
Simply a “thumbs up” or “thumbs down” decision
Yes they meet criteria or no they do not
Candidates assessed by reviewing manager
Simply a “thumbs up” or “thumbs down” decision
Yes they meet criteria or no they do not
Bench Strength AssessmentBench Strength AssessmentSampleSample
TargetedPositions
Position # LeadershipLevel
# of People
Ready Now
# of Positions
with at least 1 person Ready Now
# of People
Ready in 1-2 years
(Optional)
# of Positions with at least 1 person
ready in 1-2 years(Optional)
HR Director 00000001 Mid-Level 0 1
Director of Construction 00000002 Senior 3 X 4 X
Cust. Srvce Manager 00000003 Front-Line 2 X 3 X
HR Manager 00000004 Mid-Level 0 0
22 88 22
Do Not “Stack” Do Not “Stack” Do Not “Stack” Do Not “Stack”
An individual should be deemed ready for only one position
“Stacking” individuals against multiple positions inflates bench strength
An individual should be deemed ready for only one position
“Stacking” individuals against multiple positions inflates bench strength
Assess Bench Strength Assess Bench Strength Assess Bench Strength Assess Bench Strength
Output: Output: A list of critical positions andA list of critical positions and
the # that have at least the # that have at least one person readyone person ready
Growing Tomorrow’s Leaders TodayGrowing Tomorrow’s Leaders TodayGrowing Tomorrow’s Leaders TodayGrowing Tomorrow’s Leaders Today
Identify Talent
Best Practices in Succession PlanningBest Practices in Succession PlanningBest Practices in Succession PlanningBest Practices in Succession Planning
OpenOpenOpenOpen
Talent poolsTalent poolsTalent poolsTalent pools
Based on potentialBased on potentialBased on potentialBased on potential
Formal assessmentsFormal assessmentsFormal assessmentsFormal assessments
Top down approachTop down approachTop down approachTop down approachAutomation Automation Automation Automation
Why Identify Talent? Why Identify Talent? Why Identify Talent? Why Identify Talent?
Focus resourcesFocus resources on employees that are on employees that are capable of capable of advancing beyondadvancing beyond their present their present
position position
High PotentialsHigh Potentials
Who Are Your High Potentials?Who Are Your High Potentials?Who Are Your High Potentials?Who Are Your High Potentials?
Capable of undertaking greater responsibilities Capable of undertaking greater responsibilities
Currently exemplary performersCurrently exemplary performers
Interested in becoming future leadersInterested in becoming future leaders
Create Leadership Talent PoolsCreate Leadership Talent PoolsCreate Leadership Talent PoolsCreate Leadership Talent Pools
Formally assess the candidatesFormally assess the candidates
Use multi-dimensional approachUse multi-dimensional approach
Create talent pools for each leadership level Create talent pools for each leadership level
Leadership Talent AssessmentsLeadership Talent AssessmentsLeadership Talent AssessmentsLeadership Talent Assessments
Provide Information Regarding:Provide Information Regarding:Provide Information Regarding:Provide Information Regarding:
Potential for greater leadership
Strengths
Areas for development
Potential for greater leadership
Strengths
Areas for development
Legal Implications of Legal Implications of Talent Assessments Talent Assessments Legal Implications of Legal Implications of Talent Assessments Talent Assessments
• Assessors should be provided instruction on how to assess candidates
• Assessors should be provided instruction on how to assess candidates
• Process should adhere to the Uniform Guidelines on Employee Selection Procedures
• Process should adhere to the Uniform Guidelines on Employee Selection Procedures
Uniform Guidelines on Employee Selection Procedures http://www.dol.gov/dol/allcfr/Title_41/Part_60-3/toc.htm
Uniform Guidelines on Employee Selection Procedures http://www.dol.gov/dol/allcfr/Title_41/Part_60-3/toc.htm
• All components are considered a test• All components are considered a test
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•Assessments are selection eventsAssessments are selection events
PRE-SCREEN PRE-SCREEN FORMAL
ASSESSMENTFORMAL
ASSESSMENT
TALENT ASSESSMENT PROCESS TALENT ASSESSMENT PROCESS
Identify Candidates For
Formal Assessment
Identify Candidates For
Formal Assessment
Identify Participants For Talent Pools
Identify Participants For Talent Pools
Minimum EntryMinimum Entry RequirementsRequirementsMinimum EntryMinimum Entry RequirementsRequirements
Talent Assessments Talent Assessments Pre-screening Pre-screening
Talent Assessments Talent Assessments Pre-screening Pre-screening
Identify Minimum Entry RequirementsIdentify Minimum Entry RequirementsIdentify Minimum Entry RequirementsIdentify Minimum Entry Requirements
Is it job-related?
Is there adverse impact?
Does it consider de-railers?
Is it job-related?
Is there adverse impact?
Does it consider de-railers?
Note: Consult your legal counsel Note: Consult your legal counsel
Self-Nomination Self-Nomination
Management Nomination
Management Nomination
Letter of interest, resume, application
Recommendations
Letter of interest, resume, application
Recommendations
Review & selection of candidates by managers or committeeReview & selection of candidates by managers or committee
PRE-SCREEN PRE-SCREEN
Talent Assessment Process Talent Assessment Process
Self NominationSelf Nomination Self NominationSelf NominationAdvantages:Advantages:Advantages:Advantages:
Disadvantages:Disadvantages:Disadvantages:Disadvantages:
•Interested employees have opportunity to be assessedInterested employees have opportunity to be assessed
•Establishes air of inclusivenessEstablishes air of inclusiveness
•Typically yields less challenges to the program Typically yields less challenges to the program
•Encourages diversity of applicant pool Encourages diversity of applicant pool
•May receive extremely large amount of applicationsMay receive extremely large amount of applications
•May receive unqualified applicationsMay receive unqualified applications
•Time consuming Time consuming
Management NominationManagement NominationManagement NominationManagement Nomination
• More streamlined and efficient More streamlined and efficient • Regulate the quantity & quality of applicationsRegulate the quantity & quality of applications• Conserves resourcesConserves resources
• More streamlined and efficient More streamlined and efficient • Regulate the quantity & quality of applicationsRegulate the quantity & quality of applications• Conserves resourcesConserves resources
• May be perceived as management sanctioned favoritism May be perceived as management sanctioned favoritism
• Could lead to legal challenges from excluded employeesCould lead to legal challenges from excluded employees
• Some qualified candidates may be overlooked Some qualified candidates may be overlooked
• May be perceived as management sanctioned favoritism May be perceived as management sanctioned favoritism
• Could lead to legal challenges from excluded employeesCould lead to legal challenges from excluded employees
• Some qualified candidates may be overlooked Some qualified candidates may be overlooked
Advantages:Advantages:Advantages:Advantages:
Disadvantages:Disadvantages:Disadvantages:Disadvantages:
PRE-SCREEN PRE-SCREEN
TALENT ASSESSMENT PROCESS TALENT ASSESSMENT PROCESS
Assess against minimum
entry requirements
Assess against minimum
entry requirements
Keep application Keep application information separate information separate from Personnel files. from Personnel files.
# of # of Participants Participants
For For Development ?Development ?
# of # of Participants Participants
For For Development ?Development ?
FORMAL ASSESSMENT
FORMAL ASSESSMENT
Talent Assessment Process Talent Assessment Process
PRE-SCREEN PRE-SCREEN
Assess against pre-established
leadership characteristics
Assess against pre-established
leadership characteristics
Assess against minimum
entry requirements
Assess against minimum
entry requirements
Global Assessments Global Assessments … Qualified PerceptionsQualified Perceptions
Assessment CentersAssessment Centers … Standardized job simulationsStandardized job simulations
Achievement testsAchievement tests … Measures current knowledge or skills Measures current knowledge or skills related to leadershiprelated to leadership
InterviewsInterviews … Structured or unstructured discussionStructured or unstructured discussion
Personality InventoriesPersonality Inventories … Evaluate underlying characteristicsEvaluate underlying characteristics
Multi-rater SurveysMulti-rater Surveys … Collect data from multiple sources Collect data from multiple sources
Approaches to Formal Assessment Approaches to Formal Assessment
FORMAL ASSESSMENT
FORMAL ASSESSMENT
Talent Assessment Process Talent Assessment Process
Multi rater Surveys…. Multi rater Surveys….
Feedback from different ratersFeedback from different raters
Provides different opinions or Provides different opinions or consensusconsensus
Cost effectiveCost effective
Easy to administerEasy to administer
CompetencyCompetency
Scope of OperationScope of Operation
Leadership ResultsLeadership Results
Multiple users can can view and/or print
scoring results from multi-
rater assessments. Click here to
view assessment
results
Generic Scope Rating
High High
Potentials
Potentials
11
22
33
CANDIDATE ASSESSMENT REPORTCANDIDATE ASSESSMENT REPORT
IDENTIFY TALENT IDENTIFY TALENT
Formal Discussion Formal Discussion
Placement in talent matrixPlacement in talent matrix
Relevant criteria (i.e., minimum entry requirements) Relevant criteria (i.e., minimum entry requirements)
Derailers Derailers
FORMAL ASSESSMENT
Talent Assessment Process
Competency Proficiency
Leadership Results
Scope of Operation
PRE-SCREEN
Self-Nomination
Management Nomination
Assess against pre-established leadership characteristics
Assess against pre-established minimum entry requirements
Identify Talent Identify Talent Identify Talent Identify Talent
Output: Output: Talent Pool for Talent Pool for each leadership level each leadership level
Growing Tomorrow’s Leaders TodayGrowing Tomorrow’s Leaders TodayGrowing Tomorrow’s Leaders TodayGrowing Tomorrow’s Leaders Today
Develop Talent
Best Practices in Succession PlanningBest Practices in Succession PlanningBest Practices in Succession PlanningBest Practices in Succession Planning
OpenOpenOpenOpenTalent poolsTalent poolsTalent poolsTalent pools
Multiple development strategiesMultiple development strategiesMultiple development strategiesMultiple development strategies
Targeted interventionsTargeted interventionsTargeted interventionsTargeted interventions
Top down approachTop down approachTop down approachTop down approachAutomation Automation Automation Automation
Basic Elements Basic Elements Basic Elements Basic Elements
Develop Goals For The Pool
Identify Development Activities Identify Development Activities
Process For Developing Talent Process For Developing Talent Process For Developing Talent Process For Developing Talent
Create an Individual Development Plan Create an Individual Development Plan
To direct To direct activities activities towards
closing critical gaps &
leveraging important strengths
To direct To direct activities activities towards
closing critical gaps &
leveraging important strengths
To focus To focus activities activities on preparing for the next level of leadership
To focus To focus activities activities on preparing for the next level of leadership
To structure To structure activitiesactivities to create a
logical sequence of
learning
To structure To structure activitiesactivities to create a
logical sequence of
learning
Why a Systematic Process?Why a Systematic Process?
Question:
What must be addressed to create a readied supply of capable leaders?
Question:
What must be addressed to create a readied supply of capable leaders?
Develop Goals For The Pool
Key Key Assignments Assignments
Key Key Assignments Assignments
Professional
Relationships
Professional
Relationships
Formal
Training Formal
Training
Off the job Activities
Off the job Activities
13% 13%
13%13%
13% 13%
61%61%61%61%
Mentoring &
CoachingMentoring &
Coaching
E-learning,
LecturesE-learning,
Lectures
Professional
Associations, etc. Professional
Associations, etc.
Job ro
tations,
job
assig
nments
Job ro
tations,
job
assig
nments
Identify Development Activities Identify Development Activities
Learn by real life application
Learn with discussion
Need support for risk taking, creativity & other activities
Perform better with corrective & positive feedback
Learn by real life application
Learn with discussion
Need support for risk taking, creativity & other activities
Perform better with corrective & positive feedback
Like challenges
Are motivated
Enjoy learning
Are capable
Like challenges
Are motivated
Enjoy learning
Are capable
Adult LearnersAdult LearnersHigh PotentialsHigh Potentials
Things to consider Things to consider
• Select development goal
• Interview current current high performers (from leadership levels) & capture relevantrelevant experiences
• List challengeschallenges and benefits
• Document critical &/or optional activities
• Select development goal
• Interview current current high performers (from leadership levels) & capture relevantrelevant experiences
• List challengeschallenges and benefits
• Document critical &/or optional activities
Identify Critical Development Activities Identify Critical Development Activities
Develop Talent Develop Talent Develop Talent Develop Talent
Output: Output: •Critical Development ActivitiesCritical Development Activities•IDP IDP
Growing Tomorrow’s Leaders TodayGrowing Tomorrow’s Leaders TodayGrowing Tomorrow’s Leaders TodayGrowing Tomorrow’s Leaders Today
Evaluate Succession Planning
Why Is Evaluation Important?Why Is Evaluation Important?Why Is Evaluation Important?Why Is Evaluation Important?
Clarifies worth & justifies funding
Demonstrates program’s effectiveness • To the candidates• To the stakeholders
Identify flaws
Improve the components of the program• Which helps to better manage resources
Documents program accomplishments
Clarifies worth & justifies funding
Demonstrates program’s effectiveness • To the candidates• To the stakeholders
Identify flaws
Improve the components of the program• Which helps to better manage resources
Documents program accomplishments
Assemble Evaluation TeamAssemble Evaluation Team
HR StaffHR StaffKey Line ManagersKey Line ManagersExecutive Staff Executive Staff
Types of MeasurementsTypes of Measurements
HOW ARE THINGS HOW ARE THINGS GOING?GOING?
Adherence to Decision Adherence to Decision guideguide
What is working?What is working?
What is not working?What is not working?
HOW THINGS WENT?HOW THINGS WENT?
Any improvements?Any improvements?
Failures?Failures?
Successes?Successes?
Outcome Measures Outcome Measures Process Measures Process Measures
Questionnaires Questionnaires
SurveysSurveys
InterviewsInterviews
Focus GroupsFocus Groups
Tests Tests
Existing data or statisticsExisting data or statistics
Questionnaires Questionnaires
SurveysSurveys
InterviewsInterviews
Focus GroupsFocus Groups
Tests Tests
Existing data or statisticsExisting data or statistics
Gather InformationGather InformationGather InformationGather Information
Make Sense Of The InformationMake Sense Of The Information
Categorize information Categorize information
Patterns, Relationships Patterns, Relationships
Types of responses Types of responses
Refer back to evaluation goalsRefer back to evaluation goals
Automate the analysis processAutomate the analysis process
Use charts, graphs, tables for comparisonsUse charts, graphs, tables for comparisons
Summarize findings Summarize findings
Stakeholders have an investment in the program and need to know what is going on
Stakeholders have an investment in the program and need to know what is going on
Communicate Findings & Communicate Findings & RecommendationsRecommendations
Communicate Findings & Communicate Findings & RecommendationsRecommendations
Note any shortfalls
Note achievements
Make recommendations
Be direct – attack problems
Note any shortfalls
Note achievements
Make recommendations
Be direct – attack problems
Use The Recommendations Use The Recommendations Use The Recommendations Use The Recommendations
•Identify an Action PlanIdentify an Action Plan
•Make Program ImprovementsMake Program Improvements
•Implement Practical and Cost Effective ProcessesImplement Practical and Cost Effective Processes
•Identify and Implement ImprovementsIdentify and Implement Improvements
•Incorporate Industry Standards & Best Practices Incorporate Industry Standards & Best Practices
Keys to Successful EvaluationKeys to Successful EvaluationKeys to Successful EvaluationKeys to Successful Evaluation
Identify and engage stakeholdersstakeholders (up front)Identify and engage stakeholdersstakeholders (up front)
Make sure you ask the right questions Make sure you ask the right questions Make sure you ask the right questions Make sure you ask the right questions
Begin the evaluation process earlyBegin the evaluation process early
Implement practical and cost effective processes Implement practical and cost effective processes Implement practical and cost effective processes Implement practical and cost effective processes
Evaluate Succession Planning Evaluate Succession Planning Evaluate Succession Planning Evaluate Succession Planning
Output: Output: Summary of plan’s effectiveness &Summary of plan’s effectiveness &Recommendations for improvementRecommendations for improvement
Pre-planCommunicateCommunicate
PlanPlan
Assess Bench
Strength
Identify Talent
Develop Talent
Evaluate Succession Planning
Communicate Plan
Identify Leadership Characteristics
Georgia’s Flexible Succession Planning Georgia’s Flexible Succession Planning ModelModel
Georgia’s Flexible Succession Planning Georgia’s Flexible Succession Planning ModelModel
Workforce Planning Workforce Planning Consultants Consultants
Workforce Planning Workforce Planning Consultants Consultants
Al Brown 404-657- 2848Al Brown 404-657- 2848Fatima Goines 404-651- 9460Fatima Goines 404-651- 9460Renata Mazukniene 404-463 –1484Renata Mazukniene 404-463 –1484Sherille May 404-657- 0362Sherille May 404-657- 0362Michelle Raines 404-657- 2933Michelle Raines 404-657- 2933Steve Sutton 404-657- 2843Steve Sutton 404-657- 2843