Succession Planning
By Julien C. Carter Associate Vice President for Human Resources University of Texas at Austin
Vacancies
How do you fill a vacant job?
Succession Planning vs. Replacement Planning
Succession planning is different from replacement planning because it focuses on forecasting organizational needs. It is not based upon reactions to an unforeseen event. It is based upon proactively securing the human resources needed to ensure the continuity and prosperity of the organization. Talent is observed and cultivated from within the organization.
Succession Planning and Leadership Development: Critical Business Strategies for Healthcare Organizations : http://ahra.com/ConfEd/Education/2007JanuaryFebruary1/2007JanuaryFebruary1.pdf
Succession Planning
Ensures the organization has people in key positions with the ability to develop and execute institutional strategies or priorities It involves:
Accelerating the development of high potential people Recruiting and retaining people with the potential to move into key positions
A HIGH-POTENTIAL EMPLOYEE
Someone with the ability, engagement, and aspiration to rise to and succeed in a more senior, more critical role.
Corporate Leadership Council
Model of Employee Potential
Ability
(or Learning Agility)
The ability component of potential highlights the core set of talents and skills that an employee will need to excel in a more senior, more critical job. This includes the capacity to: Process complex ideas Think logically Perceive and understand others emotions Learn new skills (e.g., an employees technical, functional, or interpersonal skills)
Performance
Current performance should not be used as the sole criterion in succession planning.
Current performance and future potential are only somewhat related.
Long-term performance must be considered in evaluating candidates for succession planning.
Engagement
Employee engagement is the extent to which employees commit to something or someone in their organization, how hard employees work, and how long they stay as a result of that commitment.
Aspiration
Motivationwhether the employee wants or desires the set of responsibilities, challenges, and rewards that succeeding in a more senior, more critical role entails.
Engaged Dreamer
Unengaged Stars
Misaligned Stars
Relative Importance of Potential Indexed to Junior Employees
Performance Potential Matrix
Lowest 1/3 Middle 1/3 Highest 1/3
Highest 1/3 Middle 1/3 Lowest 1/3
4
Deep Pro
7
Utility Pro
9
Consistent Star
2
Future Pro
5
Utility Player
8
Future Star
1
Take Action
3
Future Utility
6
Rough Diamond
Performance Potential Matrix
Lowest
Kevin Mary Mike
Middle
John Lena Sam
Highest
Susan Henry Julie
Highest
John Susan Mike
4
2 1
7
5 3
9
8 6
Middle
Henry Lena Julie
Lowest
Sam Kevin Mary
Performance Potential Matrix
Lowest
Kevin Mary Mike
Middle
John Lena Sam
Highest
Susan Henry Julie
Highest
John Susan Mike
4
Mike
7
John
9
Susan
Middle
Henry Lena Julie
2 1
Kevin
5
Lena
8
Julie Henry
Lowest
Sam Kevin Mary
3
Sam
Performance Potential Matrix
4 2 1
7 5 3
9 8 6
Succession Planning. . .Performance Potential Matrix
Lowest
Kevin Mary Mike
Middle
John Lena Sam
Highest
Susan Henry Julie
Highest
John Susan Mike
4
Mike
7
John
9
Susan
Middle
Henry Lena Julie
2 1
Kevin
5
Lena
8
Julie Henry
Lowest
Sam Kevin Mary
3
Sam
Model of Employee Potential
Career Flow Research
EXECUTIVE
Further Promotion
4. Boss Relationships 8. Comfort Around Higher Management
MANAGER
Further Promotion
1. Action Oriented 4. Boss Relationships
INDIVIDUAL CONTRIBUTOR
Further Promotion
1. Action Oriented 43. Perseverance
DEVELOP EARLY
2. Dealing with Ambiguity 14. Creativity
DEVELOP EARLY
9. Command Skills 12. Conflict Mgt.
PERFORMANCE 2. Dealing with Ambiguity 5. Business Acumen 8. Comfort Around Higher Mgt.
MOST LIKELY WEAKNESSES 2. Dealing with Ambiguity 14. Creativity 28. Innovation Management
PERFORMANCE 1. Action Oriented 8. Comfort Around Higher Mgt. 9. Command Skills
MOST LIKELY WEAKNESSES 2. Dealing with Ambiguity 9. Command Skills 12. Conflict Management
PERFORMANCE 1. Action Oriented 14. Creativity
MOST LIKELY WEAKNESSES 36. Motivating Others 45. Personal Learning
FLAME OUT FACTOR
102. Poor Administrator 105. Betrayal of Trust
FLAME OUT FACTOR
101. Unable to Adapt to Differences 102. Poor Administrator
FLAME OUT FACTOR
118. Performance Problems
