SUCCESSION PLANNING FOR RESULTS FEBRUARY 23 2018 SBE

Agenda 2 q q q Introduction A little what is. . . A little what is best. . . A practitioner’s approach. . . And some time for questions. . . www. seekinghr. com

Introduction 3 q Leanne King, SPHR & SHRM-SCP q BS, MA, MBA q State of Texas, Mediator q Employee Relations & Business Practices q 25+ years in HR q 15+ years in Succession Planning q Advise owners and executives q 75 – 6, 000 employees www. seekinghr. com

Succession Planning 4 q Ascertain and Agree on competencies and employee capabilities as they relate to the organization and organization’s future q Ongoing plans can be of substantial concern in terms of scope and challenge and what may realistically be done about it q Employees nearing and contemplating retirement and identification of assessment of high potential employees q Market driven plan www. seekinghr. com

Succession Planning In General 5 q Absence of a plan can undermine the organization’s culture, effectiveness and sustainability q Without a plan, organizations may not have the means of maintaining the services that are crucial to its operation q Plans need to be sustainable – an eye on the tenure of the individuals currently responsible www. seekinghr. com

Succession Planning Responsibility 6 q Ensuring the organization is prepared with a plan to support continuity q Create a continuing supply of qualified and/or trainable candidates prepared to take over when current senior staff and other employees leave the organization q Alignment between organization’s vision and human resources - demonstrating understanding of the need to have appropriate staffing to achieve strategic plans q Commitment to develop career paths for employees q Support reputation as an organization that invests in its people and provides opportunities for career advancement q Affirm message to employees that they are valuable www. seekinghr. com

Sense of Stability 7 q Proactive plans leave the organization well prepared for contingencies while building bench strength q Lessens impact of institutional knowledge loss and maximizes current talent utilization www. seekinghr. com

Best Practices 8 q Not about replacing an existing employee q Practical & Results oriented 4 phased approach Analysis Developme nt Selection Transition www. seekinghr. com

Analysis 9 q “Through the windshield” approach versus “in the rear view mirror” q Consider q Is the role critical to the organization? q What is the next logical step? q What is the knowledge base? q Are processes and procedures documented? www. seekinghr. com

Development 10 q Processes differ for internal and external candidates q Internal Candidates – all about timing q Identify “high potentials” q Identify the “ready now” q Develop as necessary q External Candidates q Potential successors are brought in through another position with the intent to “groom” in a shorter period of time www. seekinghr. com

Selection 11 q Commitment, Commitment q Process q Increasing abilities and skills q Allow high potentials (internal and external) to present to senior leaders and/or Board q Describe their vision for the organization q Plan to continue to develop internal talent Create an organization-wide skills inventory. www. seekinghr. com

Transition 12 q Focus on onboarding through the first 12 months q Internal and external successors will onboard differently q Presumably relationships are being developed q Agree on plan q Measurable metrics and milestones q Active engagement of entire leadership team www. seekinghr. com

A Practitioner’s Approach 13 q Stories and Examples are recent and real q This is not theory, these are proven practices q The potential and progress is nothing short of amazing – so says the Board of Directors What gets measured, gets done. - Peter F. Drucker www. seekinghr. com

Competencies 14 q Lominger Model (Korn Ferry) q 67 competencies q Abilities and skills measuring a person's effectiveness in business q Consistency of language q Talent Alignment q Management q Development www. seekinghr. com

Competencies – Core 15 Integrity Problem Solving Customer Focus Technical Knowledge Time Management Composure Action Oriented Learning on the Fly www. seekinghr. com

Competencies - Supervisory 16 Caring About Direct Reports Approachability Process Management Motivating Others Peer Relationships Building Effective Teams Listening Directing Others www. seekinghr. com

Competencies – Executive Leadership 17 Strategic Agility Delegation Command Skills Interpersonal Savvy Managerial Courage Hiring & Staffing Managing Vision Decision Quality Business Acumen www. seekinghr. com

Job Descriptions 18 q Clarify, Update, Resolve Inconsistencies q Set realistic expectations q Identify what is measurable performance Ensure education and experience is written for the position, not the person. www. seekinghr. com

Demographic Survey 19 q Analyze things that would make an HR practitioner or Attorney cringe q q q Age Gender Key or Critical Role Tenure with Organization Years of Industry Experience www. seekinghr. com

Critical / Key Role Identification 20 q Critical Position(s) to the organization q Feeder to Critical Position(s) q Feeder to Organization www. seekinghr. com

High Potential Identification 21 q 1 st Round – Supervisory Nomination q 2 nd Round – Division/Department Concurrence q 3 rd Round – Executive Leader Selection 1. . . 2. . . 3 www. seekinghr. com

Analysis 22 q Conducted by HR or Independent 3 rd Party q Education q Skills q Demonstrated Past Performance Tie back to the job description to best identify current capabilities and gaps. www. seekinghr. com

Making the Grade – 4 th Round 23 q Bringing it all together with Executive Leadership q Balance and align education, skills & abilities with future needs of organization www. seekinghr. com

Talent Commitment 24 q Supervisor-generated conversations ensuring minimum level of commitment to the succession planning process q Guided conversations – counteract “can’t touch this mentality” www. seekinghr. com

Talent Assessment 25 q Profiles XT – multi-dimensional tool utilized to measure both capacity and capability q Includes job matching tool to further determine fit q Consistent language and metrics to support strategic workforce, succession planning, talent management and reorganization effort Focus on problem solving and decision making. www. seekinghr. com

Talent Assessment 26 q Critical/Key Positions benchmarked against organizational specific competencies and in some cases compared to national industry standards q Results shared in private – not part of the personnel file – with employee, division/department manager and senior executive q Capacity to learn and Capability to behave were conversation drivers q Behaviors outside established range provide developmental opportunities www. seekinghr. com

Developmental Opportunities 27 q Awareness and appreciation of employment trends in local marketplace will guide organization in creating the right training opportunities q Employees will be motivated and engaged when they can see a career path for their continued growth q Lateral moves, assignments to special projects, team leadership roles and both internal and external training opportunities www. seekinghr. com

Linking Competencies 28 q Link competencies with current and available training curriculum q Create supervisor and soon to be supervisor training programs Invite employees just below high potential to competency-based training in problem solving and decision making. www. seekinghr. com

Training Curriculum 29 q Benefit of Profiles – Challenge Questions – lead you directly to creating meaningful training programs q Create a guide of gaps to create efficiencies q Sprinkle a mix of compliance and general leadership courses Ask Proficient High Potentials to assist in creating training curriculum. Ask employees with communication concerns to lead or participate in role plays. www. seekinghr. com

Career Path Planning 30 q Create targeted career paths including necessary steps (e. g. milestones, positions) q Identify competencies required to progress q Be flexible and open to employee ideas Offer the leadership bench a slate of opportunities and allow them to choose their path. www. seekinghr. com

New Hire Orientation 31 q Review current recruitment, selection and new hire processes q Determine viable ways to standardize the process across locations/departments q Develop on-boarding materials and resources Encourage those employees with an external customer focus to create and present new hire information. www. seekinghr. com

Potential Leader Focus Groups 32 q Facilitating Focus Groups q q q Establish activities Participant selection Develop communication plans Creating accountability plan for evaluating success Creating measurement metrics Allow non IT employees to lead a company wide system change. www. seekinghr. com

Continuous Learning Opportunities 33 q Most effective and perhaps quickest method to prepare high potentials q Fast track development via stretch assignments (short term projects) q Optimize on-the-job opportunities Encourage high potentials to develop internal/external presentations. www. seekinghr. com

Mentoring Program 34 q Learning the leadership ropes under the watchful gaze of a successful leader q Peace of mind, especially during transition q Identifying Mentors – natural outcome of demographic analysis and high potential nomination Invite seasoned employees to coach and mentor employees from different departments. www. seekinghr. com

In Closing 35 q Thoughtful, Deliberate, Careful and Constructive q Increased Successes q Recruitment & Selection q Productivity & Performance q Problem Solving q Decision Making q Communication q Retainability q Enhanced Employee Development q Enriched Corporate Culture www. seekinghr. com