Free Webinar: Best Practice Succession Planning - Integrating the System with the ProcessJan 14, 2022
good afternoon everyone my name is John Nathan I'm a Vice President of Talent Quest and I want to thank you for joining us for our
webinarthis afternoon called
processwe have about 45 to 50 minutes content to share with you this afternoon and we are allowing approximately 10 minutes for questions at the end as we go through the
webinar. If you have questions, feel
freeto send them via chat. My colleague Michael will be monitoring the chat and towards the end, like we said in about 45 or 50 minutes, we'll go through those questions and answer them as time allows.
I hope you find this webinar interesting and I look forward to your feedback. I thought it might be worth starting. in a webinar on
planningto talk about two newsworthy succession stories, one showing succession done well and one showing not so well, let's start with McDonald's and you'll see here CEO transitions from the last decade or so at McDonald's and let me first say that preceding mr. Jim Cantalupo was Jack Greenberg and Jack Greenberg was CEO from 1998 to 2002 and it looks like he retired at 60 so it sounds like it was a plan to get out and Mr.
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free webinar best practice succession planning integrating the system with the process...
Cantalupo took over as CEO and on January 1st 2003 less than 18 months later mr. Cantalupo passed away and quickly had to be replaced and in fact as I was reading the news he passed away on April 19th when it happened that the McDonald's board was all meeting in Orlando for an on board retreat and he passed away. The board met for emergency session and immediately named Charlie Bell as the new CEO. Less than six months into Charlie Bell's tenure in September 2004, he was diagnosed with a severe form of cancer and Charlie was never able to communicate his intent to resign or go less than his full tenure or because McDonald's was a public company they would have had to disclose so he underwent treatment and eventually resigned on November 22nd and unfortunately for mr.
Bell and his family died shortly thereafter and on November 22, a gentleman named Jim Skinner was appointed CEO and was CEO for the better part of eight years until his retirement on June 30, 2012 and for the Mr. During Skinner's tenure, McDonald's stock price went from $32 a share to $96.27 a share and what I want you to take from this is how from January 2003 to November 2004 about 18 more months or less. obviously almost two years, but they went to the succession pool or the talent pool for CEO three times and three times it seems they came out with a ready and available candidate and Mr.
Skinner Mr. Skinner was the third choice in that quick succession and He ended up having a very long tenure as CEO of eight years with some very dramatic results so this would be an example of succession done right let's compare it to the Coca Cola Company that preceded Mr. Dog I Buster was Roberto Lutz Wetty and mr . Kotzwara was CEO of Coca Cola from 1981 to October 1997 and mr. Wetty goes as an aside so that's almost 16 years as CEO mr. go sweater was also a big chain smoker and the coke joke was good it wasn't even the joke actually the reality was the coke building was non smoking except wherever mr. it goes what it was at the time and wherever he was, he could smoke, but on board and the leadership would certainly have watched mr.
Weta's advanced age goes, as well as the fact that his heavy smoking habit would not have been good for his longevity and his good health, so with those signs and with those kinds of preparations and context when the Mr. Go Wetty has passed away and passed away in office. He took about a month. He passed away in October 1997 and in November 1997 Doug I've Atir was named CEO. I Buster had been CFO of the organization and it started as I said in 1997 and Mr. I resigned just at the end of December 2002 and if you read the articles from during that time period Mr.
Iva ster was I wouldn't say he was successful, But its problems were many, including alienating large segments of the international market where Coca-Cola was growing. they put it in stores and they put it in machines, etc. and he, Balian, also helped many of them and during the last six months of his tenure, the last half of 2002, the stock price fell from $37 to $18 a share was replaced on January 1, 2003 by Mr. silly doug mr. Daffy laughed it off and lasted 18 months on the job when he too quit and replaced Gaff with someone who came back from retirement Nebel is Dale had been a Coca-Cola and overseas employee had retired and was managing their investments in the island of Barbados, he was brought back He joined the organization and became CEO on June 1, 2004.
During his tenure, he brought back Muhtar Kent, who is the current CEO, but also left the organization . He rejoined the organization in May 2005 and finally succeeded Neville's Dale as CEO in July. from 2009 and continues as CEO today here are two very contrasting examples of newsworthy succession stories McDonald's is an example of how it has been done well and Coca-Cola unfortunately over the past decade and 15 years has not done so well but most succession stories are not newsworthy succession planning is an activity that needs to happen at all levels of the organization and it accomplishes a few things one ensures the stability and continuity of the business at all levels, So without a doubt the CEO is the most important, but the absence of strong leadership and strong, capable leaders at any level of the organization will affect you, whether you are the head of customer service, whether you are the head of sales, either the manager. of a very important department, stability and continuity at all levels of the business are important that succession planning helps to ensure that succession also as a by-product of the
processidentifies a talent pool capable of taking on succession roles and we are going I'm going to use the word talent pool a few times and arguably the talent pool is really whatever an employee of the company is, but for our purposes, a talent pool is a subset of the entire employee population that has been identified. as capable and very capable of ascending to higher levels of at some point in their career and at some point is usually in a more short term way to call it three to five years but a group of talent is also an organ is a too a group of people whose career and development is proactively watched, managed, etc. by human resources or by the leadership team that is responsible for succession planning, so being part of the talent pool should mean that you receive special attention in terms of making sure that you are motivated and satisfied in your work, it should mean that you receive special attention in terms of development opportunities and opportunities to grow, etc.
And finally that and perhaps the most obvious succession planning prepares the organization not only for unexpected events that cause vacancies things like a death or illness or an unexpected resignation, but also expected events like retirements and promotions, so succession planning succession plays a very important role in organizations of all sizes and really the size of the organization would imply or suggest the level of structure and process that should look at it but even the smallest organization should think about what if there are contingencies if there were vacancies expected or unexpected in leadership to guide our conversation I want to use this framework and it's something that was developed by my colleagues and in the consulting department and we talked about the succession framework as it has multiple steps, one is a pipeline or a step of alignment two is to calibrate and evaluate three is to conduct talent reviews and four is to develop and we're going to talk about e each of these stages individually and talk about them in the context of whether it's a
systemdriven activity or a driven process in other words outside of the system or a combination of the two ok let's start with one line and one line it's probably the process that falls most clearly into a process booth, it's not something that's done online through the system, and a good part of the alignment process involves departments and organizations above and outside of HR for leadership to senior in the organization whether the board is that the founder is the CEO and his team, but the highest levels of the organization have a vision for the organization and that vision has been associated with specific business strategies so you know, by way of For example, that both Walmart and Neiman Marcus are in the retail business, but clearly their vision, their positioning in that retail space would drive very different business strategies, but combined or in conjunction with that business strategy are people strategies and that's where you put the most strategic hat on HR and people strategies. includes more than succession planning but also defines performance management you know the process and content behind performance management affects your hiring strategies recruits all elements of talent management including succession planning and Most of us in HR unless we were with the organization at the time from the beginning, we probably weren't part of the origin establishment. final business strategy and the corresponding people strategy, but I would suggest that there are a couple of situations in the life of an orgasm organization where the business strategy, excuse me, the people strategy needs to be reviewed because if the business strategy is being deliberately or knowingly changed, The people strategy needs to be scrutinized to make sure it is still viable and meets the needs of the organization.
A couple of situations that are obvious triggers is one if the organization is making an acquisition, which is why it was announced last weekend that AT&T is buying DirecTV. Or you can expect that, as a shareholder in any of those organizations, senior HR leadership. that the people strategy be modified and adjusted to reflect the new business strategies and the new n The new priorities that will be incorporated into the organization, so any type of acquisition is a trigger. Another trigger is if the organization makes a significant change in strategy or a significant change in its activities.
A simple example would be if you were an organization. which was largely targeting US based clients and you and your board of directors or the CEO said we're going to expand and grow our global business, well that kind of change in strategy would require going back to Analyze your people's strategies and make sure they're aligned to support that new business strategy. A third trigger would be an organization going through slow but well-known changes. you know outside of the utility industry that that workforce is aging that all the institutional knowledge and knowledge necessary to operate power plants is embedded in the heads of employees and these employees are approaching retirement age, for What that dynamic, the fact of the aging workforce and the need to transfer knowledge and have a workforce ready to take over, is an evolution that should prompt frequent review by people.
Strategy Another dynamic that comes to mind is the disappearance or gradual slowdown of print news papers, you know newspaper circulation is declining significantly each year, news reading and absorption is now happening in the web and on the internet so the dynamic is also one that would suggest periodically people strategy and periodic media means that with some level of frequency it needs to be reviewed to make sure it's still viable but any of those significant events aside or significant trends aside, I would. suggest that a short-sighted strategic HR executive who takes his role as strategic leader of the HR function seriously should be looking at his people strategy every three to five years and even if he doesn't think any of those trends are happening or even on the surface it looks like nothing has changed I would suggest that it's a solid good
practiceto essentially approach your people strategies once every three to five years with a blank piece of paper and say you know let's go over one again or let's go through with a fresh look and an open mind what are our business strategies and what are the people strategies that we're going to instill to support that and that process can bring in people who are subject matter experts from outside the organization or even outside the department to bring other observations or otherpoints of view also to make sure that your business strategy is still aligned with the people strategy so obviously as I stated alignment impacts more and succession management but succession management is one of talent management activities. ties is one that would be affected, so after aligning it will remember in the framework that the next step was to calibrate and calibrate. understand what the frame of reference is, what the good looks like, we should be evaluating and evaluating our succession planning and our succession candidates, and the headhunting system provides a number of different calibration tools and let me talk about a couple of them. first we have a module that we coded that is called Talent Quest TQ sa selection assessments and it is an assessment based on 16 personality factors and it is very good, it is very solid for evaluating the potential of people, it analyzes their behaviors, their personality traits and uses them to determine the probability of them. succeed in specific roles and with specific responsibilities, so a measure to compare an individual personality profile is what we call a peak performance profile and a peak performance mark that would represent what are the traits of top performers in a certain role within the organization is often times used in conjunction with individual contributor positions, so you may have a sales associate profile or a CSR profile, but it is also very appropriate especially for a leadership position such as manager, where you have a large incumbent population and generally to create a unique profile that you have about 25 incumbents in that role and manager is typically a position certainly in the if you think about the management triangle of the different levels of managers where will have the most people, often that population is over 25 and so would be a good level or position to profile and we don't need to distinguish between the different types of manager i.e. customer service manager versus accounting manager versus transportation manager which at the management level concerns us less and success is less driven by their technical knowledge as it is your inherent leadership ability and if you want there's your soft skills which is why I'm creating a profile for the management level of your company it's a great calibration tool as you move up in the organization to other levels and let's say that the director is above the manager and the vice president is above the director as those populations shrink they become less likely to be candidates for a profile because the incumbent population is less than 25 but if that population size can be retained then of course a manager profile would also be good and useful for the process if you had a large population, another calibration tool is a com model competency and a competency model is a collection of competencies and I prefer to use that word again. call it skills and knowledge, but competencies and their associated behaviors, and the talent search system has the ability to store many different competency models and just by way of example you can look at our company verum analytics.
I took a snapshot of the competency model library and you'll see we have a lot of different models and one competency model is used in 360 degree feedback surveys and it's in performance management or performance appraisals and that competency model reminds in my sentence how well does the competency model look capturing what are the key competencies for this role and what are the observable behaviors within that competency that you should see in people who are ul successful in this role so the models competency are another and we'll talk in a minute when we get to the evaluation phase, how it applies to succession and the last one that I wanted to mention or almost mention is job profiles and job profiles is a capability that will come in the not too future far within the talent search system and think of a job profile as a job description on steroids, so it will contain not only the job, the competencies, but it will also contain experiential requirements so to be a vice president, you must have had a department, a department head with a budget of over $1 million, so it will contain not only the competency requirements, but which will also contain experience requirements. education training etc but that also becomes a benchmark for evaluating or calibrating your succession requirements so we found we discussed alignment we found we discussed calibration now let's talk about evaluation and the phase assessment is probably the most phase if the alignment was the least system based assessment is the most system based and assessments will occur as you will see at a time assessments occur throughout the year there are some assessments that can be done specifically in along with succession planning, but assessments can take place for a number of different reasons throughout the year and the beauty or the leverage that succession management does is that it extracts that data and uses it, analyzes it in a very structured and purposeful way. to assess people's candidacy as you know you're a member of the succession management or succession planning group so some of the assessments that are within the Talent Quest system and if you're on this call it's a Talent Quest client. they are likely to use our performance reviews if you're not it should be they're great but performance reviews are just as you would as it seems like it's the yearly process by which employees are measured and given feedback on your performance in your current role.
Another is goal setting where goal setting and goal achievement are measured. Our goals are set and goals are measured within the goals management or goals module of the headhunter system. setting them we set goals and that process is a collaborative process itself it may be a collaborative process between the employee and the manager but they are setting goals for the next period for the person in the current job for the next period we will talk more we will talk about this later, but the goals can be performance goals, which are the kind I just mentioned we're setting performance goals in our current role, but we can also have development goals and we can treat development goals differently have different different measures can be incorporated to the overall qualification or not, but we will use the term and often hear the term of an IDP an individual development The development plan and the capacity of the development objectives of the Talent Quest system can take the elements of your IDP from your development plan individual and turn it into a monitor on the actionable target within the process or annual performance management, so that both are the annual performance review and the target. -goal setting and tracking are anchored in the person who is in the role 360 degree feedback survey is often not all the time, but individual competencies are often projected and assessed for competencies in the role next level of management, in other words, if you were an individual contributor and they were and we wanted to assess your ability or readiness to take on a manager role I would do that by comparing it to the 360 manager feedback from the manager competency model What if I am currently a manager and wanted to assess your readiness to take on the role of director.
I would rate it against co director level. Competencies and behaviors, so we took the competency models that we established in the calibration phase, but incorporated them into 360-degree feedback surveys, also a module of the headhunting system. I mentioned personality assessments for you to remember in the In the calibration phase, we established a peak performance profile for a level of management level, whether manager or director, and the assessment would now allow members or potential members of the succession group complete an assessment and we could compare your results to the profile that was based on incumbents currently in that role, so if you are currently a manager and being considered for succession, your ability to succeed in the role of director, then the Your personality results would be compared to the manager's peak performance profile so there are four and then the last one is biographical data capture and one of the underrated components of the headhunting system is employee profiles and The employee profiles is a customizable module of the system that the employee profile is the phrase I like to use if they serve co mo a central repository for all information related to talent management so you can have an HR that contains, let's say, very sterile data about your social security number and maybe your latest performance score review information of your benefits the information of your dependents all that good the employee profile of the Talent Quest system captures biographical data related to talent management so where are all the jobs you have had within this organization what are the jobs you have had in other organizations and we have an integration with LinkedIn to pull information from your LinkedIn profile to pre-populate those kinds of things, but we also capture your education any external development activities or certifications you receive designations being a CPA professional engineer SPHR sure we can capture the competencies where you obtained the highest score in your last performance evaluations but we can capture the languages you are able to speak we can capture your ability your willingness to be relocated we can capture your next desired position all of that resides in biographical data in your employee profile and most importantly your employee profile is also a central repository where all your past reviews are easily accessible, so your profile will have a tab containing all your past performance reviews, all your past 360s, all your past reviews, etc. it really becomes your calling card as an employee within the system all of that information will stay in the employee profile so we've covered back to our framework we've covered aligned we've covered processes and activities around gauging and evaluating now let's talk about talent review now this is a chart that represents a typical organizational calendar and you see it in the organizational calendar give, there is usually a time set aside and if it is a calendar if it is an organization whose fiscal year is the same as the calendar year, in In other words, it's from January to December, often the first quarter of the year is performance management time and if it's not then it's some other time, but usually there's a period of time, it's often around three months that it's They dedicate to performance management, similarly there is often a time to budget and that is a three month period again on the January to December calendar. re, which is what Talent Quest is going on, it looks like the budgeting process starts sometime in August and we usually finish in October to early November and I think we're typical like a lot of organizations and then near and dear For HR hearts there is an open enrollment period that usually happens last.
I would suggest to you that in order to do succession planning and succession management strategically, there needs to be a new item and a consistently executed c item of your annual corporate calendar and that's talent review time and we're going to talk a little about what the talent reviews entail, but let me just say that it's a process that I'm going to describe and give you some ideas and you're going to have to take those ideas and tailor it for your organization, but it's a process that the organization invests time in and, above all, time and attention, it's not even money, it's time and attention to look for talent within the organization and think strategically. on key positions at all levels of management and ensure that we have identified and are developing a group of people to fill those roles the headhunting system can play a number of parts in this process and so how do you review what we are viewing Is it a prison, an offline process or an online system?
Well, talent reviews are both and this will be one of the system related item managers in the talent search system. Employees have to have the ability, excuse me, managers have the ability to provide information to their direct reports. Talent reviews and we have an element within the system called talent reviews. so i'm going to log into a demo company that we've called vera analytics and go to the talent review command and show you guys how it's done so on thesuccession planning we have a command called talent review and as a manager i have the ability to look at any employee i have access to and they are usually my direct reports but if you are in HR you can look at the information related to people within your unit where you are.
HR manager, in other words, within the system, any department or organizational unit that you're a manager in, has access to information about those employees, so I'm going to log in now as Sarah Washington, who is a manager and I'm talking about several of Sara's employees and we captured information related to talent management or talent review here and you'll see now that the save button is grayed out which means I haven't indicated that I want to change anything and the overview of the talent review has several different elements one is promote ability and promote ability is a customizable dropdown of and over all managers overall assessment of how promotable this person is and therefore our dropdown default ranges from hiccups that have the potential to move up a promotable level than have the potential to move up a level b If placed needs current development or is not acceptable, so this list can be customized if you have other rankings or other levels within your organization this drop down list can be customized to reflect yours.
We also have the ability to add roles as a manager and through my conversations with my employee, as well as through my obsession. rivations of him or her and their strengths I can suggest what other roles they might have gone through that they might be a good fit for as well as the time period they might be a good fit and as you can see we can add multiple roles that we may know is not just one and if I start to write a role and I can I can write just VP and it's smart enough to fill the field with each VP title so it does a smart search and I'm going to add this to the list here for Kenneth I agree and you'll see I've added vice president of human resources now this tells you this needs to be put away before I go we also have a metric for potential and when we introduce something like a one to five scale part of the education process and they need two supervisors in anyone being asked to provide these ratings is doing some sort of calibration what is the potential of one means all the way what is the potential of five s means and not that it can probably be documented somewhere and should be mentioned as people fill this out, we also capture the risk of loss and this is also a drop down list that can be customized just like the reasons and so not only can we identify who is a potential loser we can run reports and find out why people are leaving and like me sa id we have a default list but this list can be customized and then i can add more comments and it captures it captures again or feedback is captured and if I hit save the audit trail will let everyone know that I changed this for the supervisor to do this and as you'll see this becomes kind of entry level the initial data that goes into the talent review process, so let's go back to our calendar that was on the previous slide, this would be the beginning of the talent review. process and when we start this would be early in the process we would send out a communication to all managers saying please go in and update your talent review records for each of your employees now that's the talent review is the first step now the talent The review process is a series of discussions inevitably you know we're going to work as you'll see we're going to step in and do some things in the system but the talent review process involves a series of discussions and when we think about succession planning, for We usually think about it from the top down, I mean, who's ready for you, we know, we think about who's ready to step in and succeed the CEO, then sort of in order of importance, we think about who's ready to step in. . the role of the top executives should be if we lose any of them then we think about the executives etc.
Talent review discussions happen in the opposite order, we start from the bottom up and the first thing we talk about is succession in the manager role and then we go up and have our discussions throughout the organization and that's for two reasons, one is we start because the talent pool feeds, that's really the director of succession management, so we want to start and do our evaluation at the lowest levels and work our way up from there, but every time we have a discussion, part of the discussion goes like this, in other words, if we're having a discussion with the middle about the middle m managers we're going to have a discussion about which managers are prepared to take on the middle manager role, so we'll talk about the level below us, but we're also going to validate input from about level two of us, so when the middle managers meet, they'll say they'll talk about which managers are prepared to take on a middle management role and, by the way, which individual contributors did the managers identify as capable? of moving up to a management role and there's going to be a validation process as well as the introduction of new data and that happens throughout the process, each discussion of each level involves a direct discussion of the succession of levels from the level below from us and validation of input around succession for level two below us, so these discussions will happen in organizations that do this well, but they will come together, you know, just like directors come together they get the input from their managers and they have opinions about their managers, but in the talent review meeting there is a certain calibration that happens there, so each manager comes together when the directors meet and talk about the level of management below them that they have to defend. recommendations to each other and to HR I mean everyone can't be a star, they just know they're ready to be promoted and that conversation allows for collaboration and general agreement and consensus on who really is who should be a member of the staff succession and who should have their careers, you know them, deliberately and directly monitored and managed to ensure direction and development, so a very important step of the talent review process is this socialization and consensus building that occurs through through an external part of the system but taking advantage of the data within the system discussion. and talking about employees and their long-term potential and we mentioned that I mentioned the talent review process that the manager provided, but we're also looking online, we're looking at employee profiles, so while we're talking about John Nathan's screening from his report Michael, we can also call up Michaels' profile and see for ourselves what Michael brings to the party in terms of past work experiences certifications all those other things that help us assess and come to an agreement on Michael's suitability for being in the talent pool for succession consideration so I hope that's clear for these meetings to happen this consensus building socialization/collaboration meetings happen and then the outcome of those meetings can then the system can take advantage of a again to document the result so that we can take it from a succession group, which means that a group of people is preparing to move to the next level of management.
Now we can take it down to a level of granularity and we can look at different positions within the company and say well if in this case John rains was going to leave the organization that he's prepared to take on that role and I'm going to go back into the system for a moment to show you that. , but we have within the system an area called bench strength analysis and bench strength Analysis presents a chart-like view of the org and again you are the org chart you will have the ability to view and it will depend on your privileges within the system, so if you're an HR leader and you're responsible for the entire organization and you have visibility to everyone in the system, then you can select any org chart that's in the system.
I'm logged in as Sarah Smith so I can see the org chart below me, but under each of these or profiles or each of these squares you can see who has been identified as a potential successor in this role and what the preparation is and I can do I want you to know that I can see that and think about that I can select the hyperlink of the name of Sandra Kerry who was identified as one of the successors I can go to her profile and get more information about her, both in this abbreviated version and in her full profile.
I can look and get more information about her, like where she fits in frame nine and what positions she has. I expressed interest in etc. I can also add additional successors to this role and am doing so again. I have the ability to do this because my role within the talent search system or my privileges within the talent search system give me this type of access. individual contributors or people who don't have a higher level of visibility within the system can't do this kind of thing when I'm talking about adding successors this is a great tool what it does is it looks at the entire employee database and all the profiles that are in the system and it tells you which profile matches the current holder the most so i asked you to remember i got to this screen saying i want to add a successor and that's when i do that it comes back k and suggests who some might be additional successors based on how closely they match the profile of the incumbent really nifty stuff which I'm very pleased with so workforce our bench strength analysis excuse me lets us see the entire organization all the time. key positions within the organization and identify potential successors and then through reporting we can report on this and one of the insights we might get is, oh my gosh, Sandra Kerry is seen as a great potential and she is identified as a potential successor in three or three or four different key roles, so if there is an over-reliance on someone as a succession candidate, the system will identify that and allow you to do something about it.
You'll also see that she has visual cues to say that the yellow flag means she's in danger, she's not believed to be fully involved, so she's an exit risk, a loss risk, so we need to make sure we pay attention to her and give her some TLC to make sure she's so happy in the organization that that covers the talent review process, so again she uses the system to take data and categorize it, summarize it and store it within employee profiles and then use the system to analyze and identify and support the dialogues that you have outside of the system, so we've gone through alignment, we've gone through calibration, we've gone through evaluation, we've gone through talent review and now let's talk about the next step, so we've identified through this process through all that socializing and discussion, we've done a few things, so again we calibrate, we assess, we run 360 and personality assessments and we gather biodata, we do a talent review and at the end of that talent review we decide that yes, Edward does need to be a part of that talent pool and remember that the talent pool is the subset of the entire target population that we actively manage and develop to ensure their readiness and success, so now that we've identified Edward as part of the talent pool, we now need to develop him.
As an organization, we need to make sure we have an IDP developed for that person that leverages the results of the 360 and screening assessment. and taking advantage of the fact that it can be a very systematic programmatic thing, the headhunting system allows you to take your competencies and with each competency allocate development resources or development activities to support that competency, so if strategic thinking were a competency, you could have courses both online and offline. could have books could have college courses anything you have identified as a resource to help develop strategic planning competency all of that could be part of the competency model the importance of that is when someone does a 360 or performance review With the Talent Quest System, the report can automatically identify your lowest scoring competencies and development requirements. sources that are available to support and help develop that particular competence and development can occur using our learning management system TQ learn so that development can target aparticular content, whether it is Harvard administrator or other reading or other courses that can be hosted in the learning management system, but can also point to external programs, an executive education executive program, etc., so the learning happens and then all of that information, including past learning, which is then fed back into the employee profile and I mentioned earlier about system goal capability, goal capability also includes the ability to set development goals, so through out of this development planning process we can agree what Edward and someone is his manager or someone in HR who has taken over or is in charge of his development. incorporate development goals into Edwards' annual objectives to address those development gaps, so we've gone through the process of identifying the people who should be in the talent pool, we have this talent pool now, from my perspective from the system perspective is now the highlight which is all of that information all of the development all of the bios all of the talent assessments and reviews that have been done all of that can be reflected in the system and searchable using talent searches talent search capabilities so you know in a very small organization you may have a line of sight to everyone in the company, but as you get older the organization grows the ability for anyone in HR or anywhere to have visibility for everyone and all their qualifications becomes less and less, so the search for talent is a huge strategic capacity of lis which will allow people with the appropriate privileges to search that database of employee profiles and all the content that is in those employee profiles to find people with certain criteria so you see I can do searches based on which unit this person which unit are the people in what are their internal positions what are the managers what locations can i also specify what level of education i am looking for i also want to check their willingness to travel All of those criteria can be selected and searched and i can say i want to i want to find someone who looks and have a profile similar to Sarah Washington or a particular person if it's a search I drive a lot I can store any criteria you set and save it and then use that criteria like a manager profile or manager search criteria you can use a and again, you can identify the search the search criteria and then save it and use it once and again, but when I do that, I select some search criteria, then I say search and it comes up, in the case of our fictional company, 27 people, 27 employees who met those criteria to some degree and they don't. t pr Essentially only people who have exact matches, in fact it looks like no one is an exact match because no one's green bar is a solid color, but it will allow me to identify everyone in the organization who matches this profile in any way and select them as you can see I have 27 people in our database who meet that criteria and you know 27 is a lot to try to think and process simultaneously so what I can do is start presenting the data in different ways and think on it and start to rationalize this population so that 20 those 27 people can select them all and say I want your data to be presented in a box of nine and we can see this box of nine as performance and potential as your two dimensions, the criteria of nine cajas has a lot of configurability that I don't have time to show you right now, but we can start to see that you know we have a lot of people in the top right corner or the top right box so you can start weeding out these folks that are falling out of that.
I have enough candidates, so I can apologize. Use this to start narrowing down and narrow my focus on the subset of the 27 that may meet my criteria I can also look at th emit it more closely to each other so once I've taken that 27 and narrowed it down to one more number manageable, I can start to compare their profiles against each other and do side-by-side comparisons so that this talent search In the end, the whole process of finding qualified people within the organization who are prepared to take on leadership roles is really the main purpose of succession planning.
This is why succession planning is so important. The ability to do that search and quickly find the people who have been pre-groomed who have been pre-developed to take on that role and therefore can ensure the long-term stability and continuity of the organization is the all that is. the return on investment the ability to do it quickly and do it right That's why succession planning is such a critical process so I have time for a couple of questions and I see Michael giving me a couple so the Question number one was when you select people as part of the talent pool. if they were told and I don't know that there are applications and there is no absolute answer on this, well I would say yes, although if you ask me for my opinion and I think the general opinion of our consulting team, the answer is yes because in they know , part of the reason they're identified in the talent pool is that they're seen as high potential, they're seen as capable of taking on future leadership roles, so we want them to know that because that's part of our strategy Retention is letting that person know that they are well-respected in the organization and that we see them as a key contributor there, which is obviously counterbalanced by the idea that if there's no promotion any time soon, you know it will be. the person becomes dissatisfied and yes, it is definitely a possibility, but I would suggest that this is a risk worth taking and also a risk that can be mitigated by other factors that improve the quality of work and the quality of life of that person. person both internal and external to the organization that i saw in someone asked a question a good short question what is this position? management position but, for example, if you are a laboratory and the quality, sophistication and integrity of your laboratory analyzes are important to the success of the company, then your chief scientist is probably a key position, so it is the ability to indicate that a job is critical to the organization, whether it's a management position or not, and then let me ask one final question, the last few years budget hasn't been available to do development, if we still go through this process and I would say absolutely yes having you even if you can't do everything you would like to do with this information with your talent pool having this information having this a Available and actionable analytics should you need to use it is absolutely critical and again so similar to the ones you know other thoughts on, so what do we do with the talent pool, even if you're not ready to develop them, br Giving them that knowledge and trying to mitigate the fact that you may not have development dollars with some other vehicle to give them a higher level of motivation and job satisfaction and stability within the organization is an investment worth making, so that we are 2 minutes after the hour, which puts me exactly one hour later we started thank you very much for your time and attention we will be distributing the PowerPoint presentation and the recording and the recording and we will make it available to you you will be Italy to be please email or at least instructions on how to capture will be emailed as well so thanks for your time enjoy the rest of the afternoon bye now
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