1、Best Practices of Succession Management and Employee Retention,The LGMA / GFOA Conference June 2, 2005Lori Maida, MA, CHRP,Questions To Consider.,What % of your employees will retire in the next 5 years?,Questions To Consider.,What % of your employees are looking for other employment?,% of Employees
2、 Looking for Other Employment,Conference Board of Canada (2005) reports, 58% of Canadian employees are open to move to other organizations,Sowhat are you planning to do about it?,Session Objectives,Briefly explore current trends Understand succession management versus succession planning and the ali
3、gnment to employee retention Understand best practice processes and examine a few of the tools and methodologies being used Discuss the roadblocks and benefits of implementation Explore how to get started,Why the Interest in Succession Planning and Employee Retention?,Numbers of people retiring and
4、numbers of people entering workforce Loss of organizational memory Skills shortages are acute Retention of talent Future of work different needs for generations of employees What else?,Trends and Forecasts*,By 2008, more people will be leaving the workforce than entering 44% of workers aged 45-59 sa
5、y they will retire before 65 10% of workers aged 50-59 who leave full time jobs, move into part time within 2 years 1/3 of workers aged 50-59 who leave full time jobs, move back into full time * Statistics Canada research,Trends and Forecasts*,72% of companies predict theyll have an increasing numbe
6、r of leadership vacancies over the next 3-5 years 76% of those same companies are “less than confident” in their abilities to adequately staff these positions * Corporate Leadership Council research(reported by The Gallup Organization),Current Economic Issues,Workplaces will lose high performers as
7、economy strengthens Currently, workplaces that understand future skills needed are having difficulty recruiting Recruitment strategies are strengthening Retention of talent is increasingly becoming a “hot” issue,The Internal Challenge,Who is going to do the work? What knowledge are we about to lose?
8、 What skills will we lose? What traditions will change? Is this good?,The External Challenge,The market place for good talent will be competitive The good people will be able to pick and choose their working environment How do we create an organization in where people want to stick around?,Who is re
9、sponsible to ensure you have the people to get the job done?,Shift from Industrial Age to Information Age,The Old Way HR is responsible for people management We provide good pay and benefits Recruiting is like purchasing Development happens in training programs We treat everyone the same Source: “Wa
10、r for Talent”,Shift from Industrial Age to Information Age,The New Way All managers are accountable for strengthening their talent pools We shape our workplace, jobs, and strategy to appeal to talented people Recruiting is like marketing We fuel development through stretch jobs, mentoring and coachi
11、ng We affirm our people, but invest differently in A, B, and C players Source: “War for Talent”,Questions To Reflect On,If the dam bursts today, what is the impact to your organization?How would you replace the people, knowledge, lost productivity?,One Approach,Its not just about having the bodies.
12、Its about the right bodies doing the right things. Creating an organization of which people want to be a part.,Retention: What keeps employees happy?,Current Retention Trends,Towers Perrin (2002) Canadian study 59% are open to changing jobs 11% actively looking 45% passively looking“To retain me, yo
13、uve got to help me advance, keep the good people, and provide competitive pay.”,Top 15 Retention Drivers,Source: Career Systems International, 2005,Other Research,Source: Love Em or Lose Em, 1999,Understanding the Data,Employees are looking for job growth and learning opportunities, or they are look
14、ing for a new job Are you offering the items on these lists to your employees? As managers in your organization, how many of these items do you believe are within your control?,Understanding the Data Link to Recruitment,Attraction is part of retention, so this information also informs recruitment pr
15、actices Employees will be attracted to organizations that have well-developed mentoring programs, career development initiatives, and job enrichment opportunities,Link to Employee Engagement,Research shows positive correlation of engagement scores with: Employee attraction and retentionEngagement sc
16、ores also have a positive correlation with: Customer satisfaction Revenue growth and shareholder returns Employee productivity Employee attendance,What is Engagement?,Say,Stay,Strive,Speak positively about the organization to co-workers, potential employees and customers.,Have an intense desire to b
17、e a member of the organization.,Exert extra effort & are dedicated to doing the very best job possible to contribute to the organizations business success.,Engagement,Calculating Employee Engagement,I would, without hesitation, highly recommend this organization to a friend seeking employment. Given
18、 the opportunity, I tell others great things about working here. It would take a lot to get me to leave this organization. I hardly ever think about leaving this organization to work somewhere else. This organization inspires me to do my best work every day. This organization motivates me to do more
19、 than is normally required to complete my work.,Say,Stay,Strive,Scores from the following six questions are used to calculate the engagement score:,Succession Planning: Helping you understand who to focus on,Quick Poll,Who has: No succession planning in place? Succession planning in place, but not s
20、ure it is, or will be, successful? A successful succession planning initiative?,The Traditional Approach to Succession Planning,Often highly political Little thought given to what kind of leaders required in the future Done secretly Focus on putting names in boxes (“replacement”) Few conversations h
21、eld,Results of This Approach to Succession Planning,Strategies become academic and administrative exercises. Change happens and rigid plans are not applicable a waste of time and money Little focus spent on the development of individuals,A Different Way to Think About Succession Planning,Succession
22、management is a process of ensuring there are leaders and talent that can implement the organizational vision It requires the systematic identification of those individuals who have the potential to turn the vision of the organization into reality,Elements of an Effective Succession Management Proce
23、ss*,* The Gallup Organization,Succession Management,Focus on individual development strategically aligned to future vision Leadership development can ensure that the potential identified through succession process is realized Result is long-term leadership sustainability through attraction, retentio
24、n and development of talent,Succession Management,A key strategic initiative Cannot be done in isolation to other cultural and people oriented initiatives in the organization More than just “putting names in boxes”,Succession Management,Focus on integrating many elements of organization development
25、High level steps need to be customized for each organization “Leadership Pool” approach is gaining in popularity (identifying all potential employees vs. positional replacements),“There are no recipes or formulae, no checklists or advice that describe “reality”. There is only what we create through
26、our engagement with others and with events.” (Margaret Wheatley, “Leadership and the New Science”),Vision and Competencies,Alignment to vision and strategy Business plan for succession initiatives Succession and leadership aligned to the vision, critical business issues/skill gaps Executive commitme
27、nt Develop leadership competencies Develop a succession management roadmap,Need for a Roadmap,Implementing succession initiatives impacts culture A roadmap shows how to get there“Without a roadmap, the likelihood is that you will focus too much attention on details and miss the big picture.” (Willia
28、m Rothwell),Talent Review Process,An interactive dialogue and discussion to support the performance and potential of talent in the organization A process to look at key talent, open positions, promotions and leadership development Discussion to support shared ownership of the talent pool and develop
29、ment opportunities,Talent Review Process,Robust Talent Review (“War for Talent”): Full day on-site for each division Discuss quality of incumbents Review individuals and the talent strength of each unit, and discuss other issues such as retention or recruiting Rigorous, candid and open debate,Talent
30、 Review Process,Robust Talent Review, continued: Drive to a distribution of ratings Specific action plans written and followed up for each unit As important and intense as the budget process, with real accountability and a performance focus,Talent Review Roadmap Questions,How far down in the organiz
31、ation? What groups? High potentials or everyone? Replacement or pool or both? Assess on performance and potential Other assessments required? Who will assess? Do they have the skills to assess?,Pool versus Replacement,Identifying “bench weakness” (e.g. managers, technicians) Assess individuals Devel
32、op as pool stretch assignments, leadership development Track progress,Folio Map,Potential,Performance,3.6,3.6,High Performance/ High Professional,New in Position/High Potential,High Performance and Potential,5.0,5.0,Outplacement,Needs Improvement,Competent/ Capable,2.6,0,Identifying High Potentials,
33、High,Low,High,Potential,Performance,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,Our leadership “Talent Pool”The “bar” is a rating of 3.6 or above on potentialMust be at least competent in each of the Standards of Leadership,3.6,1.0,5.0,3.6,1.0,
34、Folio Map,Permits participants to identify specific developmental actions for employees Assists conversations regarding next steps Shows progress from year to year,Critical Positions/People*,Critical Position A critical position in the organization that is imperative to running the business. Key str
35、ategic importance to have back fill. Critical Person A critical person in the organization which would result in a significant adverse impact on the business if the person left. * Johnson & Johnson definitions,Example Multi-level ownership,Succession Management,Retention,?,File it away,Start having
36、conversations!,Great Leaders Make A Great Difference,Leadership Effectiveness and Turnover,Leadership Effectiveness and Retention,Leadership Effectiveness and Customer Satisfaction,Making Leadership Development Work,Identify, inform and invest heavily in talent Use 360s to build on strengths Set ext
37、remely high expectations for your leaders and measure their results Make leadership development a long term process and not an event Use the succession process as an opportunity to develop and measure the leadership potential,Senior Management Role,Responsible for succession process Approve high pot
38、entials, individual development, leadership development Determine success measures, next steps and time frames Determine management accountability Follow-up on actions,Measures,Define up front what you want to achieve in the broader scope Thenonce succession data gathered, define specific measures,
39、timing and accountability. Measure regularly. Track development of talent, and their progress, regularly over the long term. Assign accountability to managers for progress, assign mentors, reward,Possible Succession Measures,By _ 90% of development actions complete Increase movement of high potentia
40、ls to other areas of workplace Increase employee engagement/satisfaction By year 20xx, increase high potential leaders by x% Over x years, increase high potential retention by x% External measures - attract high potentials,Employee Conversations,What needs to happen in these conversations?,Individua
41、l Development Planning,Actions Goals and measures Follow-up, follow-up, follow-up,More Best Practices (Hewitt),Senior management lead the charge Maniacal focus on the best talent High potentials are carefully identified Compensation is highly differentiated Assignments drive high potentials growth T
42、racking progress is critical,Challenges,Time Buy-in Lose sight of big picture administrative nightmare Employee/manager conversations Cultural biases Resource issues that arise,Results of Implementing Succession Management,A high-performance culture that continuously attracts and retains the right p
43、eople Strong leaders who can develop others Mentors that can provide a legacy A culture of openness and focus,Results of Implementing Succession Management,No “unspoken agenda” concerning individuals aspirations and potential Investor confidence Hay (1988) and McKinsey (1999) studies link effective
44、SM to increased ROI and annual return to shareholders,Keys to Success,Top management must buy-in and be active participants Link succession efforts to needs and strategic objectives of the business Minimize paperwork and bureaucracy Make succession and leadership development a constant preoccupation
45、,Keys to Success,Identify high potential talent early devise strategies to retain that talent Recognize that effective succession management is not fast Spend time to evaluate results and provide feedback to stakeholders,Keys to Success,Ensure leaders have an opportunity to apply the skills they are
46、 learning Ensure everyone is, and can be, responsible for their own development Ensure effective role modeling of leadership excellence Measure behaviour change,Discussion,Where should we start?What will be easy?What will we stumble over?,Resources,“War for Talent” McKinsey & Co. “Leadership Pipelin
47、e” Ram Charan “Grow Your Own Leaders” W. Byham “Effective Succession Planning” W. Rothwell “Love Em or Lose Em” Kaye & Jordan-Evans Centre for Creative Leadership www.ccl.org Statistics Canada www.statcan.ca/ “The Extraordinary Leader” Zenger & Folkman,Web: E-Mail: Telephone: 604-899-4192 Toll free: 1-866-899-4182,
