1、Succession Planning & Retention “Roadmap for Leadership Continuity”,Jimmy Duncan, SPHR Workforce Planning & Employee Development,本资料选自国内最具含金量，最全面的人力资源顶级方法与实操大全-2011铂金版版 资料每年升级，全国各地免费送货，货到付款，详情咨询qq：514457731（加qq无需验证） ,Session Topics,The SCANA Profile Why “Developing our People” is a business imperati
2、ve The business case for ensuring Leadership Continuity SCANAs holistic approach to Developing Leaders SCANAs Succession Planning Model SCANAs Leadership Development Model The Art of Effective Leadership at SCANA Portfolio of Developmental Tools Leaders Role in Development Results Assessment,Company
3、 Profile,$9 Billion Fortune 500 Company Southeastern Business Markets (GA/SC/NC)Headquartered in Columbia, South Carolina8 Major Subsidiaries (Energy related businesses)SCE&G Serving South Carolina for 156 years557,000 Electric Customers & 1 Million Gas Customers,State of the Workforce,Total SCANA w
4、orkforce: 5800 employees (12/31/05)Workforce growth trend: Avg. growth rate of 2%Avg. annual turnover: 5.2 (lower than utility industry average)Avg. years of service: 14.5 years Avg. age of employees: 44% of workforce over 40: 70 %Employee retirements: 1% Annual avg.Avg. age of new hire: 34,WORKFORC
5、E PLANNING & EMPLOYEE DEVELOPMENTVISION STATEMENTTo ensure that SCANA will, on an on-going basis, have the right people with the right skills in the right position available at the right time to meet organizational needs.,WORKFORCE PLANNING & EMPLOYMENT MISSIONWe will proactively conduct workforce p
6、lanning activities that anticipate and plan for changes in the workforce composition, and through effective employment processes ensure the availability of qualified talent to meet SCANAs business needs.,EMPLOYEE DEVELOPMENTMISSIONWe will proactively deliver learning options that are geared toward e
7、nhancing employee knowledge of essential competencies, leadership skills, and organizational effectiveness to ensure SCANAs on-going success.,“Developing our People”: Critical Success Factor,The “People Plan” enables our Business Plan,“Leadership Continuity is a Business Imperative”,“Screaming Headl
8、ines”,McDonalds Corporation CEO (Jim Cantalupo) dies unexpectedly (April 2004)Harley Davidsons CEO (Jeff Bleustein) steps down, but will remain as Chairman (December 2004)Boeings CEO (Harry Stonecipher) is ousted amid improper conduct charges after just 15 months in position (March 2005)Disneys CEO
9、(Michael Eisner) to step aside in September 2005 instead of September 2006 (March 2005),The Business Case for “Developing our Leaders”,Business Leadership Success Formula“Leadership is the catalyst that delivers organizational success” “Leadership continuity is the key for ongoing success (business
10、imperative)Why is Succession Planning important to SCANA?Our Business Model has changed (Business vs. operational emphasis) 15% of all SCANA employees are formal leaders (832 of 5600) 42% of our leaders will be retirement eligible over the next 10 years Key organizational question: Where will the ne
11、xt wave of leaders come from? To meet this need, a formal approach to developing our leaders has become a top priority Key challenge: The current workforce pipeline demographics mirror our leaders Laser-like focus on leadership development is imperative to SCANAs continued success,Targeted Exits at
12、Key Leadership Levels,SCANAs Leadership Drain,Average Age and Service Overview,The State of the Workforce Pipeline,Leadership Development & Succession Planning Model,The Success FormulaSuccession planning without the proper execution of leadership development is just replacement charting. To be effe
13、ctive, these two separate systems must be highly integrated and the success criteria must be aligned to deliver targeted results.,SCANAs Approach to Developing Leaders,SCANAS Succession Planning Program,April, 2006,What is Succession Planning?,“Any effort designed to ensure the continued effective p
14、erformance of an organization, division, department, or work group by making provisions for the development, replacement, and strategic application of key people over time”(Ken Rothwell, How to Develop Leaders),Succession Planning Program - Primary Goals,Provide leadership continuity to SCANA and it
15、s subsidiaries.Identify key leadership positions that are critical to SCANAs success.Identify individuals who are potential candidates for key leadership positions or have the potential to assume greater leadership responsibilities.Develop succession planning candidates to realize their full leaders
16、hip potential and to be considered for appropriate key leadership positions across SCANA.Encourage the movement of individuals from one part of the business to another to fill key leadership openings.,Succession Planning Program - Success Criteria,An increased number of succession planning candidate
17、s who assume key roles identified in succession plans.A shorter period of vacancy in succession plan key positions.A higher percentage of succession plan key positions filled internally.An increased number of succession plan key positions that have named candidates on a replacement chart.An increase
18、d number of succession plan candidates with a “ready now” status.An increased number of succession plan candidates who move to higher levels of readiness.An increased retention rate for succession plan candidates.,Succession Planning Program - Key Features,Succession plan candidates are told that th
19、ey are seen as individuals who have the potential to assume greater levels of leadership responsibility not specific positions.No guarantees are made to succession plan candidates that they will be selected for open key leadership positions.Replacement chart and high potential candidates identified.
20、Business area senior leaders own talent profile sheet data this is not shared with succession plan candidates.Development plans are created with all succession plan candidates focused on increasing readiness and/or promotability.Optional developmental assessments are available to assist in creating
21、development plans.,Succession Planning Program Process Steps,Step 1 Identify key positionsStep 2 Identify succession planning candidatesStep 3 Discuss succession planning candidatesStep 4 Create succession plansStep 5 Create development plansStep 6 Implement and monitor plans,Step 1: Identify Key Po
22、sitions,Key Position: a position of formal leadership that is determined to be of primary importance due to to: Retirement riskDifficulty in filling positionImpact to areas business plan / strategic plan.,Step 2: Identify SP Candidates,Area leaders: Request workforce planning analysis Identify Key P
23、ositions Identify key KSAs for key positions,Employees update SP Data Area leaders complete Performance & promotability assessment on all employees Area leaders nominate SP candidates Area leaders complete talent profile assessment on all SP candidates,Employees provide relevant work experience (inc
24、luding international and start-up experience), education, mobility, career interests, etc.,Supervisors provide overall performance rating, promotability rating, areas of strength/development, readiness to assume greater responsibility and proficiency on leadership competencies,Timing: February-Augus
25、t,Purpose is to input and evaluate SP employee data and nominate SP candidates.,Step 3: Discuss SP Candidates,Purpose is to determine next possible positions and development options.,Step 4: Create Succession Plans,Area leaders hold talent discussions on: Candidate qualifications Next possible posit
26、ions Development opportunities,Area leaders create replacement charts for each key positions.Area leaders identify and chart high potential employees (HiPos),LD department creates talent profile sheets for each SP candidate and talent profile books for area leaders.,Timing: February-August,Step 5: C
27、reate Development Plans,Development plans will increase readiness and promotability.,Step 6: Implement & Monitor Plans,Use SP plans in filling of open positions and evaluation of the success of the SPprocess,Area leaders:Can use optional developmental assessments Discuss development with SP candidat
28、es Create development plans with each SP candidate LD recommends development options,Assessment Options - 360s - Simulations - Comprehensive assessments - Stand-alone assessments,Timing: September-March,SP Candidates implement development plans Area leaders consider SP candidates for open key positi
29、ons Area leaders monitor SP development plans an update at least once/year LD department evaluates SP process success indicators.,Succession Planning Program - Ownership and Timeline,SCANA Succession Planning Program is owned by the senior leadership team.All subsidiaries will participate in the SCA
30、NA Succession Planning Program on an annual basis. Succession plans must be created between February and August each year. Plans should be reviewed and updated at least once during the year. Subsidiary succession plans will then be available for use in the senior staff discussions on succession plan
31、ning that occur in September. Program administration support is provided by the Leadership Development area and the Human Resource team supporting each business area.,SCANAS Leadership Development Program,April, 2006,The Art of Leadership at SCANA,Effective leaders at SCANA, are more than proficient
32、 managers. At SCANA, effective leaders: Communicate: directly, openly and honestly Develop: individuals and teams Inspire: trust, enthusiasm and commitmentBill Timmermann, SCANA Leadership Meeting, February , 2004 SCANA CEO,Leadership Development Program - Primary Goals,Assist leaders in identifying
33、 developmental areas of focus.Provide developmental opportunities for leaders that will increase their effectiveness in their current role and prepare leaders to assume greater levels of leadership responsibility and reduce transition time into new leadership roles.Provide development opportunities
34、that include leadership behaviors related to SCANAs core and leadership competencies.Establish a consistent leadership development curriculum across SCANAs business areas.Increase understanding of SCANAs leadership expectations.,Leadership Development Program - Success Criteria,Improvements in perfo
35、rmance, promotability, or readiness of succession planning candidates who participate in the leadership development program.Increased knowledge or effectiveness in pre and post-participation leadership assessments.Overall increase in the corporate baseline of leadership assessments.Leadership develo
36、pment program participants being selected for key leadership openings.Overall business success in areas impacted by the leadership development program.,Leadership Development Program - Key Features,Linkage between leadership development and the corporate succession planning program, and other key HR
37、 systems.A focus on leadership behaviors that support SCANAs core (for supervisors) and leadership (for mid-managers and executives) competenciesTargeted development to three leadership levels: supervisor, mid-manager, and executive.Leadership assessments used to identify development needs and creat
38、e focused development plans.A wide range of development options that include educational, relational, and experiential opportunities.A mixture of internal and external development resources.,Leadership Competencies,Business Acumen Ensures uncompromising safety of business areas Delivers exceptional
39、customer service Displays results orientation Promotes business expansion Maintains high industry knowledge Drives change for continuous improvement Business Ethics Avoids illegal, unethical, or improper conduct Maintains unquestioned integrity Creates a workplace environment free of hostility, inti
40、midation, and offensiveness Encourages good faith reporting of alleged wrongdoings Ensures that systems are in place to protect company assets Monitors code of conduct compliance Develops People Coaches and mentors others Attracts and retains key talent Demonstrates commitment to developing others B
41、uilds high performing teams Values diversity,Financial Stewardship Demonstrates financial leadership Creates shareholder value Maintains profit & loss responsibility Ensures cost-effective operations Takes prudent financial risks Manages assets effectively Impactful Communication Articulates the vis
42、ion Translates strategic concepts Builds trust Motivates others Relationship Building Displays empathy Establishes diverse networks Cultivates customer relationships Builds consensus Creates ownership through delegation Has dynamic interactions with employees Strategy Development Establishes strateg
43、ic direction Develops strategic plans Makes decisions consistent with strategic direction Ensures organizational alignment of goals Provides global perspective,Leadership Competencies,Are the foundation to the middle manager and executive leadership development programs.Are in addition to existing c
44、ore competencies.Address the additional responsibilities of middle managers and executives.Drive expected behaviors in middle manages and executives.Are assessed as part of a leaders performance management cycle.Are included in a succession planning candidates talent profile.,LD Program Participatio
45、n,Participation in SCANAs LD Program is optional. The LD program is available to all supervisors and above, as well to individual contributors who meet specific participation criteria. In order for an individual contributor to participate in an LD program offering, they must: Be employed by the SCAN
46、A Corporation for a minimum of 2 years Demonstrate strong technical skills and high performance in his/her current job Be preparing to be considered for a positional leadership role within the next 3 years OR have a specific business need based on his/her current performance plan,Leadership Developm
47、ent Program Model,Leadership career level defines participant group for each tier. Overlapping tiers allows flexibility of leadership level participation. Supervisor tier uses core competencies as foundation. Mid-manager and executive tiers use leadership competencies as foundation.,Supervisory Deve
48、lopmentTarget audience: supervisors, team leaders, and prospective leadersLeadership career levels: 1 - 3,Leadership Development Program Options,Leadership development options are promoted through SCANA U on the EDGE.,LD Program Options - Supervisor,Assessments: SCANA 360 for Leaders - behavior-base
49、d assessment of core competencies Leadership Knowledge Assessment for SCANA - core competency basedEducation: Leadership community on the EDGE online resource for leadership information In-house leadership library books, videos, cassettes located in LD area LEAD workshops 13 separate workshops inclu
50、ding core and elective offerings Leadership online learning modules 15 online modules plus HR101 CBTs CTN broadcasts online broadcasts on leadership topics provided by CTN External education referral referral to local or regional workshops and seminarsRelationship: Coaching trained internal and loca
51、l external leadership coaches, 3 - 6 months standard Mentoring corporate guidance on administering a business area mentoring program Job shadowing corporate guidance on administering job shadowingExperience: Special projects business area use of special projects for development Apprenticeships business area use of apprenticeships for development Job assignments business area use of job assignments for development,
