接班人计划-Georgias-Flexible-Succession-Planning-Model课件.ppt

1、1Source:Commission for a New Georgia,Spring 2004220%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

2、estimated cost of turnover for the 414 jobs targeted for workforce planning during FY 2004 was almost$267 million?3Rapid turnover of staffProjected retirements in key positions“Buy”strategy in tight budget conditions may not be feasible456Succession Planning is an element of workforce planningSucces

3、sion Planning places more emphasis on having the right leadership in place at every level of the organization7Replacement planning is typically reactive.Replacement planning is compatible with and often overlaps succession planning.Succession planning is proactive.8Succession planning involves plann

4、ed developmental activities for a group of employees.Pre-selection involves choosing a successor without a formal interview or selection process.91011Pre-planAssess Bench Strength Identify Talent Develop TalentEvaluate Succession PlanningCommunicate Plan Identify Leadership Characteristics1213“The e

5、nding is everything.Plan all the way to it,taking into account all the possible consequences,obstacles,and twists of fortune that might reverse your hard workBy planning to the end,you will not be overwhelmed by circumstances and you will know when to stop.”FOR MORE INFO.Edmond,Jr.,A.(2004,May)Make

6、or Break Leadership Lessons from The Apprentice.Black Enterprise,Pp.108-114.(Reprinted from The 48 Laws of Power by Robert Greene and Joost Elffers.)14Planning done before the creation of the action plan for your agencys succession planning program15Uniform Guidelines on Employee Selection Procedure

7、s http:/www.dol.gov/dol/allcfr/Title_41/Part_60-3/toc.htm16Agency executivesHR professionalsAgency strategic planner(s)People with institutional knowledge17Agencys missionStrategic goalsRelevant workforce planning data(e.g.diversity issues/concerns)Impact of program on current HR practices and initi

8、atives18 Adhere to current legal regulations Outline major steps and methods Identify process and outcome measures The Decision Guide19Specific actions to be takenPersons responsibleTimeframes for completion202122The definition of succession planningThe need for succession planningThe intent of the

9、program How the program will be implemented23Rampant misconceptions Uncontrolled releases of information Skepticism24Level of awarenessKey issues&concernsWhats in it for them?Audiences to include Senior Leadership,HR Professionals,Managers,Supervisors,and Employees25Executive forums&information pack

10、etsManagement forumsPosters26#of people attending forums#of requests for information packets#of hits to succession planning page on IntranetSurvey employees Succession Planning awareness27282930Enterprise GovernorBusiness Group Mega Commissioner-COOBusiness Commissioner Mega DirectorFunction Directo

11、rManagers Manager of ManagersOthers SupervisorSelf Individual Performer3132Magnitude&ComplexityTimeframesEnterprise GovernorBusiness Group Mega Commissioner-COOBusiness Commissioner Mega DirectorFunction DirectorManagers Manager of ManagersOthers SupervisorSelf Individual Performer33Magnitude&Comple

12、xityTimeframesFunction DirectorManagers Manager of ManagersOthers Supervisor343536the underlying characteristics that allow people to effectively perform in a job identify competencies common to the success of a specific leadership level373839Identify Subject Matter Experts(SMEs)Define Common Respon

13、sibilitiesIdentify Competencies Associated with Common Responsibilities Determine the Most Important CompetenciesIdentify Proficiency Level for each Competency40414243444546 Its proven to work Maximizes bang for your buckFocuses on decision makers whose decisions impact the entire organization Retai

14、ns organizational leadership knowledge Reduces recruitment costs4748Bench strength measures an organizations ability to fill critical vacancies from within49Allows you to locate your organizational strengths and vulnerabilitiesAllows organizations to start prioritizing resources to fill the talent g

15、apOrganizations can begin to identify causes of talent gap and take corrective actionProvides a baseline for evaluations50Reviewing manager conducts an assessment of candidates according to pre-established criteria(i.e.,leadership characteristics)Assessment is based on the reviewing managers best ju

16、dgment(may not require formal documentation)Simply a“thumbs up”or“thumbs down”decision51TargetedPositionsPosition#LeadershipLevel#of People Ready NowPositions with at least 1 person Ready Now#of People Ready in 1-2 years(Optional)Positions with at least 1 person ready in 1-2 years(Optional)HR Direct

17、or00000001Mid-Level01XDirector of Construction00000002Senior3X4XCustomer Service Manager00000003Front-Line2X3XHR Manager00000004Mid-Level0052An individual should be deemed ready for only one position“Stacking”individuals against multiple positions inflates bench strength53545556High potentials are e

18、mployees who currently orin the near future of advancingbeyond their present position in theorganization.To help focus resources57Capable of undertaking greater responsibilities Currently exemplary performersInterested in becoming future leaders58Assessing employees using a approach associated with

19、characteristics of a 59Potential for greater leadershipStrengthsAreas for development 60Assessors should be provided instruction on how to assess candidates Process should adhere to the Uniform Guidelines on Employee Selection Procedures Uniform Guidelines on Employee Selection Procedures http:/www.

20、dol.gov/dol/allcfr/Title_41/Part_60-3/toc.htm All components are considered a test61PRE-SCREEN FORMAL ASSESSMENTTALENT ASSESSMENT PROCESS Identify Candidates For Formal AssessmentIdentify Participants For For Talent Pools622.Is there adverse impact?1.Is it job-related?63Talent Assessment Process Sel

21、f-NominationManagement NominationLetter of interest,resume,application Recommendations Review&selection of candidates by managers or committeePRE-SCREEN 646566PRE-SCREEN TALENT ASSESSMENT PROCESS Assess against minimum entry requirements 67FORMAL ASSESSMENTTalent Assessment Process PRE-SCREEN Assess

22、 against pre-established leadership characteristicsAssess against minimum entry requirements 6869FORMAL ASSESSMENTTalent Assessment Process Competency&Proficiency LevelScope of OperationLeadership Results70Multiple users can can view and/or print scoring results from multi-rater assessments.Click he

23、re to view assessment results71Generic Scope Rating 72737475767778FORMAL ASSESSMENTTalent Assessment Process Competency Proficiency Leadership ResultsScope of OperationPRE-SCREEN Self-NominationManagement NominationAssess against pre-established leadership characteristics Assess against pre-establis

24、hed minimum entry requirements 798081Develop Goals For The Pool Identify Development Activities Create an Individual Development Plan 82What must be addressed to create a readied supply of capable leaders?Development Goals For The Pool 83Identify Development Activities towards closing critical gaps&

25、leveraging important strengths on preparing for the next level of leadership to create a logical sequence of learning 84Professional RelationshipsFormal Training Off the job Activities13%13%13%Mentoring&CoachingE-learning,LecturesProfessional Associations,etc.Job rotations,job assignments Identify D

26、evelopment Activities 85 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 capableIdentify Development Activities 86Select developmental goal

27、Interview high performers(from leadership)levels&capture experiencesList the challenges and the benefits Document required&/or optional activities or experiencesIdentify Development Activities 87Create&Implement Individual Development PlanGoals&objectives for the candidate Learning methods&activitie

28、sTime frames Review process&dates888990Clarifies worth&justifies funding Demonstrates programs effectiveness To the candidates To the stakeholdersIdentify flawsImprove the components of the program Which helps to better manage resources Documents program accomplishments919293 9495Stakeholders have a

29、n investment in the program and need to know what is going on Note any shortfalls Note achievements Make recommendations Be direct attack problems 9697Identify and engage (up front)Begin the evaluation process early9899Pre-planAssess Bench Strength Identify Talent Develop TalentEvaluate Succession PlanningCommunicate Plan Identify Leadership Characteristics100101