Agenda

1. Welcome to IMPLEMENTING SUCCESSION MANAGEMENT AT THE U: DEVELOPING THE LEADERSHIP PIPELINE Thursday, Dec. 2nd 2010 CMU President’s Room

2. Agenda • Revisiting 6 Steps • Developing a success profile • U Services Program • ASR Program • Potential, Readiness, Fit • Homework

3. 3 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 2. Define leadership role requirements 1. Identify targets and roles

4. 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

5. Developing Success Profiles • Homework Discussion • 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?

6. 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 rolemust 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?

7. 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

8. 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.

9. U Services Leadership Competencies • Leads Strategically • Lives University Values • Delivers Results • Understands Self • Models Maturity & Professionalism • Works Collaboratively • Inspires Commitment • Innovates

10. 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

11. 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

12. 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

13. 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

14. 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?

15. Performance 9 Box A B C How Metric 321 Results Metric

16. Performance 9 Box A B C How Metric 321 Results Metric

17. Performance 9 Box A B C Potential 321 Results Metric

18. Potential • Learning agility • Intellectual horsepower • Leadership competence • Leadership willingness/aspiration • Derailers - the ability to learn the right lessons from experience and apply them in new or first-time situations - the extent to which an employee wants recognition, advancement, influence

19. Readiness • Demonstrated ability to handle challenges of a higher level role • Demonstrated knowledge, skills and behaviors • Necessary experiences

20. 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?

21. Small group discussions • In your unit, what are some ways you could assess: • Readiness? • Potential? • Fit?

22. 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

23. 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

24. ASR leadership levels • Vision of leadership • Leadership must exist at every level • Created leadership competencies for all staff Example:

25. 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

26. ASR Professional Development Process Organizational responsibility • Review work environment and needed skills and abilities • Gap analysis • Organizational development plan • Update career families Goals: • Manage ASR as a system • Adapt to changes in work and priorities • Support professional development

27. ASR Professional Development Process Employee responsibility • Understand and support ASR mission, vision, values • Create an individual development plan • Minimum expectation: documentation • Develop as a leader Goals: • Continue to advance the organization’s mission • Encourage staff to be proactive about their development • Transparent expectations

28. Homework • U of M Succession Planning Data sheet