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Succession Planning Preparing for the Perfect Labor Storm Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission. ROUGH ROAD AHEAD
[object Object],[object Object],[object Object],[object Object],Agenda Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission. 4 1 2 3
What is the Perfect Labor Storm? ,[object Object],Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission.
WHAT  SHOULD  BE KEEPING EXECUTIVES AWAKE AT NIGHT? Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission.
Mega-Trends ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission.
Demographic Trends ,[object Object],[object Object],[object Object],[object Object],[object Object],Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission.
Societal Trends ,[object Object],[object Object],[object Object],[object Object],[object Object],Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission.
Effect On The Workplace Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission. How can we attract skilled workers? How can we keep the talent we have? How can we attract and/or develop leaders? How can we develop competitive enterprise wide bench strength?
STATE OF TALENT MANAGEMENT 2011-2012 Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission.
Lots of Lip Service Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission.
Engagement Down ,[object Object],[object Object],[object Object],Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission.
Skill Gaps ,[object Object],[object Object],[object Object],Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission.
Heidrick & Struggles/ Stanford University ,[object Object],[object Object],[object Object],[object Object],[object Object],Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission.
Korn / Ferry ,[object Object],[object Object],[object Object],Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission.
Reasons Why Succession Planning Fails … ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission.
EMERGING BEST PRACTICES ,[object Object],Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission.
Definition ,[object Object],[object Object],[object Object],Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission.
Succession Planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission.
Succession Planning Is NOT ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission.
Best Practices: 6 Steps ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission.
3 Step Jump Start ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission.
#1 What Makes A Role Critical? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission.
Typical Compeatency Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission.
#2 Future Competency Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Sources: Lominger and Institute for the Future
#3 How Do You Assess Potential? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission.
One Final Comment… ,[object Object],Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission. If you are not integrating social media into your marketing and branding, no amount of time, money, and resources will overcome the power of social networking – “word of mouth on steroids.”
Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission. Source: Brian Solis
Summary ,[object Object],[object Object],[object Object],Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission.
Questions? More Information? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission. QUESTIONS AHEAD

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Succession Planning: Preparing for The Perfect Labor Storm

  • 1. Succession Planning Preparing for the Perfect Labor Storm Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission. ROUGH ROAD AHEAD
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  • 4. WHAT SHOULD BE KEEPING EXECUTIVES AWAKE AT NIGHT? Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission.
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  • 8. Effect On The Workplace Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission. How can we attract skilled workers? How can we keep the talent we have? How can we attract and/or develop leaders? How can we develop competitive enterprise wide bench strength?
  • 9. STATE OF TALENT MANAGEMENT 2011-2012 Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission.
  • 10. Lots of Lip Service Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission.
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  • 27. Copyright 2011. Ira S Wolfe. Duplication or reproduction prohibited without permission. Source: Brian Solis
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Notas del editor

  1. Dealing with ambiguity Dealing with paradox Critical thinking (Sense making: ability to determine the deeper meaning or significance of what is being expressed Social Intelligence ( Emotional Intelligence) ability to connect to others in a deep and direct way, to sense and stimulate reactions and desired interactions Situational adaptability: proficiency at thinking and coming up with solutions and responses beyond that which is rote or rule-based Cross-cultural competency: ability to operate in different cultural settings Computational Thinking : ability to translate vast amounts of data into abstract concepts and to understand data based reasoning (workers need to be aware of their limitations and not become paralyzed in the absence of data) New Media Literacy: ability to critically assess and develop content that uses new media forms, and to leverage these media for persuasive communication Transdisciplanary literacy : in and ability to understand concepts across multiple disciplines; capacity to converse in the language of a broader range of disciplines. This requires a sense of curiosity and a willingness to go on learning far beyond the years of formal education. Design mindset: ability to represent and develop tasks and work processes for desired outcome, making adjustments to their work environments to enhance ability Cognitive Load Management: ability to discriminate and filter information for importance, and to understand how to maximize cognitive functioning using a variety of tools and techniques Virtual Collaboration: ability to work productively, drive engagement, and demonstrate presence as a member of a virtual team.
  2. Dealing with ambiguity Dealing with paradox Critical thinking (Sense making: ability to determine the deeper meaning or significance of what is being expressed Social Intelligence ( Emotional Intelligence) ability to connect to others in a deep and direct way, to sense and stimulate reactions and desired interactions Situational adaptability: proficiency at thinking and coming up with solutions and responses beyond that which is rote or rule-based Cross-cultural competency: ability to operate in different cultural settings Computational Thinking : ability to translate vast amounts of data into abstract concepts and to understand data based reasoning (workers need to be aware of their limitations and not become paralyzed in the absence of data) New Media Literacy: ability to critically assess and develop content that uses new media forms, and to leverage these media for persuasive communication Transdisciplanary literacy : in and ability to understand concepts across multiple disciplines; capacity to converse in the language of a broader range of disciplines. This requires a sense of curiosity and a willingness to go on learning far beyond the years of formal education. Design mindset: ability to represent and develop tasks and work processes for desired outcome, making adjustments to their work environments to enhance ability Cognitive Load Management: ability to discriminate and filter information for importance, and to understand how to maximize cognitive functioning using a variety of tools and techniques Virtual Collaboration: ability to work productively, drive engagement, and demonstrate presence as a member of a virtual team.
  3. Key task - The position performs a critical task that would stop or hinder vital functions from being performed if it were left vacant Specialized leadership – The position requires specialized or unique expertise (skill sets) that is difficult to replace Geographic – The position is the only one of its kind in a particular location and it would be difficult for a similar position in another location to carry out its functions Potential high turnover job classes – Positions in the same job class or occupational group in danger of “knowledge drain” due to retirements or high turnover
  4. Key task - The position performs a critical task that would stop or hinder vital functions from being performed if it were left vacant Specialized leadership – The position requires specialized or unique expertise (skill sets) that is difficult to replace Geographic – The position is the only one of its kind in a particular location and it would be difficult for a similar position in another location to carry out its functions Potential high turnover job classes – Positions in the same job class or occupational group in danger of “knowledge drain” due to retirements or high turnover
  5. Dealing with ambiguity Dealing with paradox Critical thinking (Sense making: ability to determine the deeper meaning or significance of what is being expressed Social Intelligence ( Emotional Intelligence) ability to connect to others in a deep and direct way, to sense and stimulate reactions and desired interactions Situational adaptability: proficiency at thinking and coming up with solutions and responses beyond that which is rote or rule-based Cross-cultural competency: ability to operate in different cultural settings Computational Thinking : ability to translate vast amounts of data into abstract concepts and to understand data based reasoning (workers need to be aware of their limitations and not become paralyzed in the absence of data) New Media Literacy: ability to critically assess and develop content that uses new media forms, and to leverage these media for persuasive communication Transdisciplanary literacy : in and ability to understand concepts across multiple disciplines; capacity to converse in the language of a broader range of disciplines. This requires a sense of curiosity and a willingness to go on learning far beyond the years of formal education. Design mindset: ability to represent and develop tasks and work processes for desired outcome, making adjustments to their work environments to enhance ability Cognitive Load Management: ability to discriminate and filter information for importance, and to understand how to maximize cognitive functioning using a variety of tools and techniques Virtual Collaboration: ability to work productively, drive engagement, and demonstrate presence as a member of a virtual team.
  6. Dealing with ambiguity Dealing with paradox Critical thinking (Sense making: ability to determine the deeper meaning or significance of what is being expressed Social Intelligence ( Emotional Intelligence) ability to connect to others in a deep and direct way, to sense and stimulate reactions and desired interactions Situational adaptability: proficiency at thinking and coming up with solutions and responses beyond that which is rote or rule-based Cross-cultural competency: ability to operate in different cultural settings Computational Thinking : ability to translate vast amounts of data into abstract concepts and to understand data based reasoning (workers need to be aware of their limitations and not become paralyzed in the absence of data) New Media Literacy: ability to critically assess and develop content that uses new media forms, and to leverage these media for persuasive communication Transdisciplanary literacy : in and ability to understand concepts across multiple disciplines; capacity to converse in the language of a broader range of disciplines. This requires a sense of curiosity and a willingness to go on learning far beyond the years of formal education. Design mindset: ability to represent and develop tasks and work processes for desired outcome, making adjustments to their work environments to enhance ability Cognitive Load Management: ability to discriminate and filter information for importance, and to understand how to maximize cognitive functioning using a variety of tools and techniques Virtual Collaboration: ability to work productively, drive engagement, and demonstrate presence as a member of a virtual team.