leadership development and succession planning integration · pdf fileleadership development...

ปภญญา ทานสมฤทธ PAPINYA TANSAMRIT ผจดการสถาบน PLLI

Vice President, PTT Leadership and Learning Institute PTT Public Company Limited

Leadership Development and Succession Planning Integration

บมจ. ปตท.

June 27, 2016

PMAT 50th Anniversary International Conference

Agenda

The need for Leadership Development Framework Leadership Development and Succession Planning Integration Implementation

4 Source: Global Leadership Forecast 2014/2015 www.ddiworld.com

ASIA PACIFIC: TOP 10 JOBS EMPLOYERS ARE HAVING DIFFICULTY FILLING

What’s keeping CEOs up at night?

Are Leaders Ready to Deliver?

Only 15% of organizations

have a strong bench (Successor Ready now) 46%

of critical positions can be filled immediately by internal candidates

Key Questions on the Path to Organizational Success

5

1. Arrogant You think that you're right, and

everyone else is wrong.

2. Attention Seeking: Melodrama, you need to be the

center of attention May lack sustained focus.

3. Volatile You're subject to mood swings.

lack persistence

4. Risk Averse : Excessive Caution, you're

afraid to make decisions or to change.

5. Argumentative : Distrust, sensitive to criticism

You focus on the negatives.

6. Imperceptive: Reserved, you're disengaged and

disconnected.

7. Mischievousness : Impulsive, You believe that rules are made

to be broken have trouble mentoring commitments.

8. Eccentric: You try to be different just for the sake

of it.

9. Avoidant : Passive Resistance, uncooperative, stubborn

procrastinating, What you say is not what you really believe.

10. Perfectionist ,hard to please You get the little things right and

the big things wrong.

11. Approval Dependent : Eagerness to Please You try to win the popularity contest.

Pleasant and agreeable, but reluctant to support subordinates.

11 Leadership Derailers

6

AVERAGE YEARS EMPLOYEE HOLD A JOB (BY GEN)

EMPLOYEES ARE LEAVING!

Average job tenure by generation: MILLENNALS GEN X BABY BOOMERS

2 YEARS

2 YEARS

5 YEARS

7 YEARS

+ Retirement

“leaders are not skilled to effectively lead their organizations today” “leaders are not ready to lead their organizations into the future” “ready and willing successor identified”

50 %

71 %

25 %

Source : Brandon Hall Group’s 2015 State of Leadership Development Study of more than 500 organizations.

2015 Leadership Development Study : 500 organizations

36 % of organizations say their leadership development practices

are still below average or poor

Source : Brandon Hall Group’s 2015 State of Leadership Development Study of more than 500 organizations.

2015 Leadership Development Study : 500 organizations

9

Leadership Potential is..

Definition of Leadership Potential

10

Bench Strength Mapping

P2 POTENTIAL

LOW MEDIUM HIGH

Box 7 : Pro in Position

Box 8 : High

Professional

Box 9 : Consistent

Star

Box 6 : Future

Star

Box 3 : Too New To Rate

H I G H

M E D

L OW

PERFORMANCE

Strong leadership pool: “ready now”

Successor Ready now

Successor Ready 12-18 months

No Internal Successor

Strong Leadership pool “ Ready Now” ?

Agenda


Aligning strategic goals and human resources to enable the “right people in the right place at the right time” to

achieve desired business results

Successions Planning & Leadership Development : Systematic Process

14

Leadership Development Program Framework

VISION MISSION

Business Drivers

ภารกจหลกขององคกร

Strategic Direction

Business Drivers

Success Profile

Capacity Need

Core Values

Core Values

Demand

Supply

Job Roles

15

• ความม นคงทางดานพลงงานของชาต • ความม งค งทางเศรษฐกจของชาต • ความย งยน

แกไขวกฤตพลงงาน

ภารกจและเปาหมายส าคญของ ปตท. คอ

16

PTT Group Vision :Thai Premier Multinational Energy Company

Rank Company Revenues

($ millions) Profits

($ millions) Profit

Margin

1 Wal-Mart Stores 485,651 16,363 3.37

2 Sinopec Group 446,811 5,177 1.16

3 Royal Dutch Shell 431,344 14,874 3.45

4 China National Petroleum 428,620 16,359 3.82

5 Exxon Mobil 382,597 32,520 8.50

6 BP 358,678 3,780 1.05

7 State Grid 339,426 9,796 2.89

8 Volkswagen 268,566 14,571 5.43

9 Toyota Motor 247,702 19,766 7.98

10 Glencore 221,073 2,308 1.04

93 PTT 87,299 1,718 1.97 From FORTUNE 2015

Fortune 100 --- 2015

17

กลม ปตท. น าสงรายไดใหรฐสงสด เงนปนผลและภาษเงนไดรวม ~6.7 แสนลานบาท

จากบรษทพลงงานแหงชาตสบรษทพลงงานขามชาต

โครงสรางผถอหน: กระทรวงการคลง 51% กองทน ~ 17%

18

Head of Company

Head of Strategy & Commercial

Head of Corp. Support Function

Head of Operation

Growth Direction

Focus on company management driving toward corp. business goals, maximizing profitability and managing stakes holder expanding business

Focus on developing new business, products and services to respond to market opportunities and changes

Focus on developing alignment of internal process/ systems to support the business growth

Focus on leading large scale operations, driving process improvement and aligning operation process with business objectives

Clear Goal

GROWTH DIRECTION (Example)

Agenda


20

HBR quote: "The Wedding : Succession Planning meets Leadership Development”

• Nothing is more important to an organization’s long-term

sustainability health than the choice and development of its future leaders.

• Today’s business leaders must master leadership competencies.

• Managing succession requires a flexible system oriented toward continuous development activities.

Leadership Development is NOT Training

Succession Planning “Marry with” Leadership Development

21

Inconsistent Management Training Content available, No development process, Benefit to employee

Structured Leadership Training Core competencies, Well performed curriculum Developing individuals

Focused Leadership development Culture setting, Future Focused, Developing Organization

Strategic Leadership Development Championed by Executives

Talent /Succession Management integration

Leadership Development Maturity Model

Adapted from : Bersin 2009/2014.

22

• Basic management training. About 25% of companies offer basic management training, which is different from leadership development. At this stage, training is primarily delivered in classrooms or through off-the-shelf e-learning courses. HR is the driver behind the training, usually without strong senior management support.

• Structured leadership training. Here companies begin to focus on and address the development of leadership skills. Program curriculum is designed to build identified leadership competencies and to support different levels of management. About 30% of organizations are at this maturity stage.

• Focused leadership development. Approximately 20% of organizations are here, where companies view leadership development as strategic to the future. Program curriculum is sophisticated and blended, with elements such as coaching, job rotations, and high-profile projects. Succession planning begins earlier with the identification of high achievers.

• Strategic leadership development. Here learning development is an integral part of the overall talent management process. Program content is tightly aligned with strategic priorities. Senior executives champion the program and hold other leaders accountable for developing employees. About 25% of organizations have reached this stage

Leadership Development Maturity Model

Agenda


Succession Planning

Critical Roles Talent Assessment

Talent Identification

Talent Reviews

WHY? Prepare successors for future leadership positions, build strong leadership pool – “ready now”

HOW? What does good look like? o Targeted development plans o Highly experiential and customized development o Defined rotational “feeder” roles for key

experiences o Seamless moves across business lines – vertically

and horizontally o Refined retention strategies for top talent

Development & Mobility

Focus Development and Mobility

25

Develop Mentor

• Contribute to the Mentor Network

• Mentor direct reports and high potentials from other work units

• Career Planning • Strengths/Areas of

Improvement • Leadership

Competency development

• Career Development opportunities

Identify Leadership Talent

• Multiple Methods to

Identify High Potential Managers at all Levels

• Committee • Assessment

Tool • Assessment

Center • Assess Managerial

Bench Strength

Assign Developmental

Activities

• Internal Courses & Workshops Taught by Managers

• Action Learning Projects Facilitated by Managers

• Stretch Assignments • 360 Degree

Assessment/Peer f/b • Executive Coaching

Enhance high

Potentials’ Visibility • Expose Leadership

Talent thorough Organization wide Forums

• Leadership Academy

Succession Decision

• “Ready Now” Pool for critical Position

Reinforce an Organizational Culture of Leadership Development • Strong CEO Commitment to Leadership Development Programs Active participation in teaching courses and facilitating action learning projects • Managerial Performance Appraisal and Reward Process Identify/ Develop High Potentials On-Going Talent Review

An integrated Leadership development and succession planning process requires active manager participation

Leadership Development and Succession Planning Integration

Compulsory Program Elective Program*

Common Functional

Course

Soft skills Development

Course

Core Course Core Functional Course

• Org Knowledge & Policy

• Business & People Management Course

Leadership Acceleration

Program

1 2 3

Leadership Academy : PLLI

OIL

GAS

Petro & Refining

Trading Financial & Accounting

Law

R&D Procurement

Strategic Planning

Support

COE

CSR (PR)

Audit

HR

“Thai Premier Multinational Energy Company”

PTT GROUP Strategic Intents

PTT GROUP Values Business

Drivers

Top Management

Core Business Career

Business Alliance Career

Unique Career

Top Management

OD, ICT)

As of 8 May 14

(Secretary, Admin)

Current Functional Academy

PTT 17 Functional Academy

PTT Functional Academy refers to “ Staff development in term of technical knowledge& skills in order to achieve functional excellence

DGA

NGV EPM

PLLI มหลกสตรพฒนาผน าต งแตแรกเขา

ระดบ 6-8

ระดบ 9-10 / ผจ.แผนก

ระดบ 14-15/ VP ผจ.ฝาย

ระดบ 16-17/ EVP ผชวยกรรมการฯ

Orientation PDP I-I PDP I-II

MDP I-I MDP I-II

MDP III LDP II

MDP IV LDP III

จนถงผ บร หารระดบสงส าหรบทกคน

ระดบ 11-13 / ผจ.สวน

MDP II

LDP I

Leadership Development at all levels

S U C C E S S P R O F I L E S & D E V E L O P M E N T

29

Leadership Development Program Framework

VISION MISSION

Strategic Direction

Business Drivers

Success Profile

Capacity Need

Core Values

Core Values

Business Drivers

ภารกจหลกขององคกร

Job Roles

Competency Categories

30

Interpersonal Skills

Business Management Skills

Leadership Skills

Personal Attributes

31

Competency Based Development : Business Alignment

COMPETENCIES

BUSINESS DRIVERS

Enter New Domestic Markets

Enter New Global

Markets Drive

Profitability ………………

Interpersonal Skills

………………………………..

Business Management Skills

Primary Primary

Primary Primary Primary

Primary

Primary

Primary Secondary

Primary

Secondary

Primary

Leadership Skills

Secondary Secondary Primary

Secondary

Secondary

Secondary

Personal Attributes

Primary

32

Step 1 : Assessment : Organizational Knowledge

Knowledge Rating Scale SymbolStrength (Expert) เปนผเชยวชาญในการปฏบตงานตามหวขอทระบไว สามารถ

ถายทอดความรใหผอ นเขาใจไดS

Proficient (Adequate) มความรเพยงพอในการปฏบตงานตามหวขอทระบไว

อยางมประสทธผลตามเปาหมายทก าหนด P

Development needed (Limited understanding or experience) มความร ไม

เพยงพอตามหวขอทระบไวอยางมประสทธผลตามเปาหมายทก าหนด D

Adequate experience (Has more experience according to Experience Area described) ม

ประสบการณ เทากบ ประสบการณทก าหนด

Little or no experience (Has less experience than Experience Area described)

มประสบการณ นอยกวา ประสบการณทก าหนด

Experience Rating Scale

Extensive experience (Has more experience than Experience Area described)

มประสบการณ มากกวา ประสบการณทก าหนด

33

Step 1 : Assessment : Experience

Knowledge Rating Scale SymbolStrength (Expert) เปนผเชยวชาญในการปฏบตงานตามหวขอทระบไว สามารถ

ถายทอดความรใหผอ นเขาใจไดS

Proficient (Adequate) มความรเพยงพอในการปฏบตงานตามหวขอทระบไว

อยางมประสทธผลตามเปาหมายทก าหนด P

Development needed (Limited understanding or experience) มความร ไม

เพยงพอตามหวขอทระบไวอยางมประสทธผลตามเปาหมายทก าหนด D

Adequate experience (Has more experience according to Experience Area described) ม

ประสบการณ เทากบ ประสบการณทก าหนด

Little or no experience (Has less experience than Experience Area described)

มประสบการณ นอยกวา ประสบการณทก าหนด

Experience Rating Scale

Extensive experience (Has more experience than Experience Area described)

มประสบการณ มากกวา ประสบการณทก าหนด

34

Example

35

Example

© Development Dimensions Int’l, Inc., MMX. All rights reserved. 36

Core Program Contents Design

Assessment

Results

Executive

Insights

Expected

Outcomes


Program Design and Flow

Business Project Sponsors

Project Kick-off

Skill Building

Workshop I

17-19 Jul

Project Work by Teams 2-3 days

2-Hour Session with

Learning Coach

11 weeks

+3 weeks +8 weeks

2-Hour Update with Business Project

Sponsor

+6 weeks

2-Hour Session with

Learning Coach

Project Completion

Skill Building

Business Project Sponsors

Workshop II

9-11 Oct

Business Project Assignment & Top Management as Sponsors

Developing a Conceptual Framework Establishing Power & Utility as a

New Strategic BU for the Group – K. Permsak Shevawattananon COO as sponsor

Manage Map Ta Phut Environmental Issues for PTT Business and Future Growth–

Dr. Pailin Chuchottaworn CEO as sponsor

Determine the Appropriate Business Structure for Coal Value Chain –

Dr. Chitrapongse Kwangsukstith CEO as sponsor

Transforming PTT Group’s Downstream Business to Cover Indochina++ –

K. Veerasak Kositpaisal CEO as sponsor

Developing a Conceptual Framework for New Shared Service of Engineering –

K. Chainoi Puankosoom CEO as sponsor

Business Projects & Sponsors

SEIZING OPPORTUNITIES FOR PTT GROUP IN AN ECONOMIC DOWNTURN

39

ภาพบรรยากาศหลกสตร

Leaders

Learn

from Leaders

40 40

ภาพบรรยากาศหลกสตร

เมอวนท 13 – 16 พฤศจกายน 2556 ทผานมา สถาบนพฒนาผน าและสงเสรมการเรยนร กลม ปตท. หรอ PTT Leadership and Learning Institute (PLLI) ไดจดหลกสตร Leadership Development Program III รนท1 Module 1 ใหกบผบรหารระดบ Executive Vice President ของกลม ปตท. จ านวน 15 ทาน โดยไดรบเกยรตจาก ดร.ไพรนทร ชโชตถาวร ประธานเจาหนาทบรหารและกรรมการผจดการใหญ บรษท ปตท. จ ากด(มหาชน) เปนประธานเปดหลกสตร ถายทอด CEO Message ทตอกย าถง PTT Group’s Direction เปนวทยากรและสรางแรงบนดาลใจเรอง “Great Leader , Great Company” รวมดวยผบรหารระดบสงของกลม ปตท. และจากองคกรชนน าภายนอก ทไดใหเกยรตมาเปนวทยากร รวมแลกเปลยนเรยนรและถายทอดประสบการณตางๆ กบผบรหารทเขาอบรมในหลกสตร เพอให “ผน าไดเรยนรจากผน าอยางแทจรง”

• Objective – เพอใหผเขาอบรมไดมโอกาสน าเอาความรท ไดรบจากการอบรม ไปตอยอดธรกจทมอยแลวของ ปตท. หรอรเร มธรกจใหมเพอเสรมสราง Value added ใหกบธรกจของ ปตท.

41

Business Project Presentation

42

Leadership Survival Camp 9-11 Jan, 2014

วชานกสะกดรอย ชงตวประกนจากผกอการราย

การสรางผน าข นใหม ผคนยอมตาม เพราะสงทคณท าใหเขา หมายเหต : ความส าเรจระยะยาวจะเกดขนทระดบน ความทมเทของคณในการพฒนาผน า ท าใหแนใจไดวาองคกรและผคนจะไดรบการพฒนาอยางตอเนอง จงพยายามอยางเตมทเพอใหคณกาวมาถงข นนใหไดและอยในระดบนไดตอไป

43 SOURCE : John C. Maxwell

The five levels of leadership

5. ความเปนผน าอยางแทจรง

4. การพฒนาผคน

3. การสรางผลงาน

2. ความสมพนธ

1. ต าแหนงหนาท

ความเคารพนบถอ ผคนยอมรบ เพราะบคลกภาพเฉพาะตวของคณและสงทคณแสดงออกมา หมายเหต: ทระดบนมไวส าหรบผน าทใชเวลาพฒนาผคนและองคกรมานานหลายป มคนนอยทกาวถงระดบนได ผท ท าไดจะมอทธพลตอผอ นสง

ผลทท าส าเรจ ผคนยอมตาม เพราะสงทคณท าใหแกองคกร หมายเหต : ในระดบนคนสวนใหญจะรสกไดถงความส าเรจ เขาชนชอบคณและสงทคณท า ปญหาท งหมายไดรบการแกไขอยางไมล าบาก เนองจากมแรงกระตนใหกาวไปขางหนา

ความสมพนธ ผคนยอมตาม เพราะเขาอยากตาม หมายเหต : ผคนจะยอมตามคณ นอกเหนอจากอ านาจในหนาทของคณซงถกก าหนดไว การท างานในข นตอนนจะมความสนกสนาน ขอควรระวง : การอยในระดบนนานเกนไป โดยไมเลอนสถานะขนเปนเหตใหมความกระตอรอรนสงรสกกระวนกระวาย

สทธ ผคนยอมตามเพราะเขาตองท า หมายเหต : อทธพลของคณจะไมขยายเกนกวาขอบเขตหนาท และความรบผดชอบของคณยงคณอยตรงนนานเทาไหร อตราการออกจากงานยงสงขน อกท งขวญก าลงใจยงลดลง

The Situation Action Result technique of giving feedback is simple and contains three elements:

SITUATION/TASK

ACTION

RESULT (Impact)

Anchors Feedback in the time, place, and circumstance and helps receiver remember and/or understand the context.

Observable actions (can be recorded) and allows feedback receiver to know exactly what he or she did that had impact.

Feelings and thoughts the feedback giver had, and how the feedback giver or others behaved as a result of the feedback receiver’s behavior.

Effective Feedback

ST- A-R


Data collected in the survey 2 major parts:

• Behavior Changes

Ratings of before workshop and after workshop behavior by

participants and observers.

• Measures of Impact : Performance

Ratings of changes in overall performance.

Measurement of Result

46

ROI

Results

Behavior

Learning

Reaction

Kir

kp

atr

ick’s

A

naly

tics

P

hil

lip

s’ A

na

lyti

cs

“Did the training investment pay off ?”

“Did the implementation of the training program impact business results ?”

“Did the learners deploy the learning on the job ?”

“Did the learners learn the content ?”

“Did the learners like the training program ?”

By : Donald L. Kirkpatrick and Jack J. Phillips

Evaluation


Measurement

A Multiple Perspective Survey

• 22 participants and direct superiors / peers / subordinates (63 Observers)

• 6 months following the end of workshop II.


Pre-Post Survey Format


63.668.8

86.1 88.1

0

10

20

30

40

50

60

70

80

90

100

Trainee Observer

% O

fte

n o

r A

lmo

st A

lwa

ys

Before Training After Training

Overall Percent Behavior Change

35% Improvement

28% Improvement

% of Participants reporting displaying behaviors often and almost always before workshop

% of Participants

reporting

displaying

behaviors often

and almost

always after

workshop

% of Observers reporting

participants displaying

behaviors often and

almost always after

workshop

% of Observers reporting participants displaying behaviors

often and almost always before

workshop

How Frequently Behaviors are Displayed

22Participants 63 Observers

Before workshop After workshop

(6 month)

superiors / peers / subordinates

© Development Dimensions Int’l, Inc., MMX. All rights reserved. 50 50

Behavior Change

19

24

21

23

29

36

37

32

46

58

84

16

33

19

22

34

29

41

31

34

30

27

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Thinking and Acting Globally

Leading Change

Driving Execution

PTT Value Chain

Coaching

Influential Leadership

Selling the Vision

Entrepreneurship

Strategic Partnerships

Developing a Strategic Talent Mindset

Effective Networking

% Improvement

Participants % Change

Observer % Change


46.1

68.6

84.6 87.1

0

10

20

30

40

50

60

70

80

90

100

Trainee Observer

% O

fte

n o

r A

lmo

st A

lwa

ys


51

Effective Networking

84% Improvement

27% Improvement

Behaviors Displayed

Trainees Observers

Before After Improve Before After Improve

Expand networks to include a diverse set of contacts 42.8 85.7 100% 65.1 83.9 29%

Make effort to maintain network relationship 50.0 86.4 73% 64.5 88.7 38%

Leverage network rather than work independently 45.4 81.8 80% 76.2 88.7 16%

Average OVERALL 46.1 84.6 84% 68.6 87.1 27%

Note: % have been rounded up or down Participants


Observe


59.5 59.5

81.7 84.2

0

10

20

30

40

50

60

70

80

90

100

Trainee Observer

% O

fte

n o

r A

lmo

st A

lwa

ys


52

Selling the Vision

37% Improvement 41% Improvement

Note: % have been rounded up or down

Behaviors Displayed Trainees Observers

Before After Improve Before After Improve

Use multiple forms of communication to influence others 59.1 86.4 46% 53.2 85.5 61%

Make an emotional connection with others to more effectively engage and relate with them

54.5 68.2 25% 54.9 75.4 37%

Sell a vision or direction with passion & determination 65.0 90.4 39% 70.5 91.8 30%

Average OVERALL 59.5 81.7 37% 59.5 84.2 41%


Participants Observe

“ไมมใครเปนผน าต งแตเกด แตตองอาศยการฝกฝนและพฒนาทกษะตลอดชวต เราควรรจกตนเองกอนเพอจะเขาใจผอนเนองจากเราจะสามารถควบคมอารมณเมอเรามความขดแยงทางความคดกบผอนและรกษาความสมพนธทดไวได”

Testimonials

PLLI Leadership Program for VISTEC

11 January 2016

From Master’s and Ph.D. Students

Engineering and School of Molecular Science and Engineering (Scholarship Students) 57 persons

“ – เขาใจผอนและเขาใจตนเอง แตละคนมสไตลทแตกตางกน

- คนหาตวตนของตวเองใหพบ”

VIDYASIRIMEDHI INSITUTE OF SCIENCE AND TECHNOLOGY

Core > Functional > Global

55

Morgan McCall, Robert Eichinger and Michael Lombardo

Center for Creative Leadership CCL

Learning Occurs :

21% Training

27% Coaching

52% Experience

Later Survey..

ATD : Association for Talent Development/DDI

LEARNING

Before

Tell me and I will forget Show me and I might remember

ENGAGE me and I will learn

TELL ME SHOW ME

10 : 20 :

ENGAGE ME

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Learning Occur :

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Action Learning compares with Traditional Learning

Why is action learning so powerful?

Traditional Learning

• History case studies

• Individual orientation

• Learning about others

• Studying other organizations

• Planning

Action Learning

• Current real cases

• Group-based learning

• Learning about self and others

• Studying own organizations

• Planning and doing

VS

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The Cone of Learning

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Most Effective Learning Development Method

Volatile :

Uncertain :

Complex :

Ambiguous :

Change happens rapidly and on a large scale.

The future cannot be predicted with any precision.

Challenges are complicated by many factors and there are few single causes or solutions.

There is little clarity on what events mean and what effect they may have.

VUCA

4 Trends in Leadership Development

1. A dramatic change in leadership demographics - Out with Boomers and in with Millennials (gen Y)

2. A reprioritization of leader development – all leaders should be targeted young leaders quality experiences for all leader levels focus for Millennial leaders

3. A shift in learning delivery for leaders - ongoing opportunities to immerse leaders in learning experiences and building functional expertise

4. The arrival of leadership analytics – what if” leadership planning and leadership requirements forecasting capability

Source: 2015 Brandon Hall Group State of Leadership Development, n=242

4 Trends for Leadership Development

Current Future Focus

The “what” of leadership The “what” and “how” of

development

Horizontal development Horizontal and vertical

development

Collective leadership is spread throughout the

network

Leadership resides in individual managers

Each person owns development

HR/training companies, own development

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Leadership Development Best Practices

• Aligned with Strategic priorities & Integrated with success Planning.

• Challenging project, real work application Action Learning.

• Manager (Top Executive) as sponsor.

• Taught by Manager (Top Executive) .

• Company real cases : Role Model by Top Executive.

• Focus on 3-4 key competencies for success.

• Develop more on strengths.

• Holistic Development Approach.

Takeaways

Succession Planning and Leadership Development : Critical Factor in Organization Success.

Effective management will enable organization to : Avert the loss of key leaders and employees Build strong leadership pool – “ready now” Support the organization mission through strong leadership

The 4 most-relevant dimension of succession management maturity : Business Planning Succession Planning & Leadership Development System and process Culture

Succession Planning

Critical Roles Talent Assessment

Talent Identification

Talent Reviews

WHY? Prepare successors for future leadership positions, build strong leadership pool – “ready now”

HOW? What does good look like? o Targeted development plans o Highly experiential and customized development o Defined rotational “feeder” roles for key

experiences o Seamless moves across business lines – vertically

and horizontally o Refined retention strategies for top talent

Development & Mobility

Focus Development and Mobility

“ IF THE RATE OF LEARNING IS NOT GREATER THAN THE RATE OF CHANGE YOU’LL FAIL”

DAVID A. GARVIN, C.ROLAND CHRISTENSEN PROFESSOR OF BUSINESS ADMINISTRATION, HAVARD BUSINESS SCHOOL

Individual & Organization Learning

Q & A ?

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