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Succession Planning Overview

C O M P E T I T I V E A D V A N T A G E. R E A L I Z E D. Succession Planning Overview. STATE ACTION FOR EDUCATION LEADERSHIP PROJECT Follow-up Meeting April 27, 2005 Delaware Technical & Community College Loren Appelbaum Senior Consultant Development Dimensions International, Inc.

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Succession Planning Overview

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  1. C O M P E T I T I V E A D V A N T A G E. R E A L I Z E D. Succession Planning Overview STATE ACTION FOR EDUCATION LEADERSHIP PROJECT Follow-up Meeting April 27, 2005 Delaware Technical & Community College Loren Appelbaum Senior Consultant Development Dimensions International, Inc.

  2. Succession Management Approach Clarify Terms: Replacement Pools vs. Succession Planning • Replacement: Can fill a specific position “tomorrow” • Succession: Developing people for target levels who could fill a variety of positions

  3. Traditional approach to succession Traditional Replacement Planning Function A Function B Function C

  4. Succession Planning Approach (using Acceleration Pools) Organization Need A Organization Need B Organization Need C Acceleration Pool

  5. Prescribing Solutions Ensuring Development Reviewing Progress Identifying Potential Diagnosing Dev’t Needs Success Profile Building Leadership Succession Planning Approach Acceleration Pools Planning

  6. PERFORMANCE EXPERIENCE COMPETENCIES What I am capable of PERSONALATTRIBUTES What I have done Who I am KNOWLEDGE What I know A Leadership Success Profile Needs to Consider the Whole Person

  7. Leadership Success Leadership Failure Factors Didn’t know enough Never tried before Not enough practice Not cut out for it What I know What I have done What I can do Who I am Knowledge Experience Competencies Personal Attributes

  8. Leadership Potential Factors* S U S T A I N E D P E R F O R M A N C E+ Leadership Promise • Propensity to Lead • Brings Out the Best in People • Authenticity Balance of Values and Results(Org. specific, future focused) • Culture Fit • Passion for Results Personal Development Orientation • Receptivity to Feedback • Learning Agility Mastery of Complexity • Adaptability • Conceptual Thinking • Navigates Ambiguity *Research Foundation Bray & Howard, DDI, McCall et al, Personality Based Research, Collins, Hogan & Hogan, etc.

  9. Diagnosis Targets CURRENT JOB PERFORMANCE PAST EXPERIENCES JOB FIT PERSONAL ATTRIBUTES BEHAVIOR IN FUTURE-FOCUSED SITUATIONS

  10. Diagnostic Tools Behavioral Interviews & Career Profiles Multi-rater surveys Performance reviews JOB FIT Inventories & Tests Assessment Centers

  11. Best Development Strategy? Development Priorities (What) • Job Challenges • Competencies • Organizational Knowledge • Executive Derailers Development Strategies (How) • Job or task force assignment • Training; Internships • Short-term experiences • Professional coaching

  12. Developmental Support • Supervisor, mentor and pool member: • Plan development actions • How the skill/knowledge will be obtained • Application of the skill/knowledge • Measurement of success of application • Determine additional development areas and appropriate development actions • Supervisor and mentor provide coaching and support, monitor personal and retention issues • Proof of development = successful applications

  13. Key Decisions • Success Profile • What are the key Experiences and Knowledge important for success at the Target level positions? • What Competencies will be used? Existing model? Create new? • Use of executive derailers? • Diagnosing Development Needs • What diagnostic tools will be used? • Assessment simulations? • Tests? • Interviews? • 360s?

  14. Key Decisions (cont.) • Acceleration Pools • Number of acceleration pools? • Number of acceleration pool members? • Target level for pools? • Nomination Process, Criteria • How will the nomination process be conducted? • What are the nomination criteria?

  15. Key Decisions (cont.) • Development Planning • Who will oversee it? • Use of mentors, sponsors? • Role of experiences vs. training?? • Leadership coaching?

  16. Key Decisions (cont.) • Communication Issues • Key messages? • Target Audiences?

  17. Realizing Results – 5 Components • Alignment • Selection • Development • Performance Management • Measurement • Participant reactions • % of “Ready Now” for senior roles • Retention of talent • Ratio of internal/external hires • Success rates of new incumbents • Diversity • Time to fill key positions Communication • Key audiences • Key messages Accountability • Senior champion(s) • Operation leader(s) • Roles & deliverables Skill • Leaders • Sponsors/Mentors • Managers

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