Successment Management for Non-Profits
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Nonprofit organizations that invest in talent-focused succession planning are better positioned to manage organizational challenges and changes. An effective Succession plan assures the recruitment of top-notch talent, effective development of critical skills and knowledge, and adequate preparation for advancement or promotion to other roles. This webinar, hosted by Irene Cruz, Client Success Manager at Cornerstone OnDemand, is the conclusion to a special two-part series on best practices in Succession Management for nonprofits.
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Successment Management for Non-Profits
- 1. Succession Management for Nonprofit Leadership Oct. 9, 2013 Irene Cruz, Client Success Manager Cornerstone OnDemand
- 2. CSOD Foundation: Our Mission The Cornerstone OnDemand Foundation transforms the way people help people. Through the contribution of our technology and talent management expertise, we strengthen nonprofit organizations around the world by helping them develop, engage, and empower their employees and the people they serve.
- 3. HR Pro Bono Corps The HR Pro Bono Corps brings much-needed human capital management expertise to the nonprofit sector at no cost. The HR Pro Bono Corps focuses its support in three areas: • Performance Management • Learning Management • Succession Management
- 4. About the Presenter • Client Success Manager at Cornerstone OnDemand • L&D Practitioner ; had assisted organizations across various verticals implement their Talent Management Systems • Irene Cruz Located in Simi Valley, CA
- 5. This Presentation …to successfully identify and develop today’s talent, to be tomorrow’s leaders This 2-Part Presentation addresses the following Key Objectives: Define Succession Management Succession Management Process Succession Management Tools and Metrics Measuring for Success Succession Management Best Practices
- 6. Recap of our First Session Part 1 Objectives: • What is Succession Management? • Why is Succession Important? • The Succession Management Maturity Model • Governance
- 7. Today’s Session Part 2 Objectives: • Succession Management Process • Succession Management Tools & Metrics • Best Practices • Measuring for Success
- 8. Succession Management Process - Leadership’s engagement & commitment - Board influence - Executives identify & grow talent - HR involvement - Employee’s drive - Can be done by grade/position - Includes most important positions to organization - Need job profiles, career paths and competencies to identify critical pos. - Determine the gaps - Prof. & Mgnt. roles - Shows high performance - Key contributor - Capable of lateral moves - Qualified for a broader role in same profession - Can move upward
- 9. Identifying High Potentials Types of Criteria for HiPo’s include: • Performance evaluations • Willingness to take on more responsibility • Work experience • Competency assessments • Personal career aspirations Note: Past performance does not always predict potential.
- 10. Succession Management Process - Leadership’s engagement & commitment - Board influence - Executives identify & grow talent - HR involvement - Employee’s drive - Can be done by - Shows high grade/position performance - Includes most - Key contributor important positions - Capable of lateral to organization moves - Need job - Qualified for a profiles, career paths broader role in and competencies to same profession identify critical pos. - Can move upward - Determine the gaps - Prof. & Mgnt. roles Talent Calibrations - driven by HR - detailed and future focused - comparison to others in peer group Performance Calibrations - Assess & rank past performance
- 11. Benefits of Talent Calibration • Create a cultural norm and raises the bar on managers ability to articulate specific performance • Managers come prepared to defend their ratings and assessments • Managers acquire a different view of the workforce and the health of talent • Transparency to outside talent so when they have a vacancy they can recruit from other parts of the organization • Learn one of their direct reports is being groomed for another position and needs development in a different skill set • Increase pipelines – list of potential successors grow • Performance standards – managers can assess their own performers against those in other departments
- 12. Succession Management Process - Leadership’s engagement & commitment - Board influence - Executives identify & grow talent - HR involvement - Employee’s drive - Can be done by - Shows high grade/position performance - Includes most - Key contributor important positions - Capable of lateral to organization moves - Need job profiles, - Qualified for a career paths and broader role in competencies to same profession identify critical pos. - Can move upward - Determine the gaps - Prof. & Mgnt. roles Talent Calibrations - driven by HR - detailed and future focused - comparison to others in peer group Performance Calibrations - Assess & rank past performance - Discussions on talent information - Combine Talent Calibrations with Reviews - Conducted by HR & business leaders - Business strategy alignment Succession Plans - Readiness assessment Development Plans - Follow through Organizational Plans - Rewritten for open or newly created positions
- 13. Succession Management Tools • Organization Charts • Assessments • • • • • • • • Behavioral/Competency 360 Job Fit Team Fit Skill Gap Potential Leadership Personality • Nine-box Grid
- 14. Succession Management Metrics • • • • • • • • • • • • • • • • Resume/Career Data/Job History/Work Experience/ Educational & Training Experiences Assessments Willingness to Relocate Willingness to move up/Take on more responsibility Personal Career Aspirations Commitment to the Organization Relationships with other Employees Integrity Performance Evaluations Potential Risk of Flight Risk of Loss Impact of Loss Key strengths/accomplishments Key development needs for Successor Role Readiness for Successor Role
- 15. Measuring for Success 38% of Companies measure the Effectiveness of their SM Programs. What are they measuring?
- 16. Succession Management Best Practices • Process driven Succession Management • Have a transparent process • Align capabilities to the business strategy • Ensure executive commitment and engagement • Implement at all levels • Create a culture of sharing knowledge and talent • Integrate with Talent Management Strategy and Processes • Measure for Success
- 18. Getting Traction How can I get started? What if I am introducing Succession to my company for the first time? What are those foundational elements of Succession? How long does it take to build momentum? • Take the time • Simplicity • Drive Execution through your Leaders • Differentiate between High Potential and High Performance
- 19. Questions?
Notas del editor
- Thank you Justin!Good Morning and Good Afternoon, Everyone!I really appreciate the opportunity to talk about Succession Management with you today! So I hope you are too!I do want to take a moment to introduce myself - My Name is Irene Cruz, and I am a Client Success Manager with Cornerstone OnDemand. Before coming to Cornerstone, I was a Human Resources and Talent Management Practitioner in different industries and organizations. My experience ranges from Training, Employee Development, Performance, and Employee Engagement, Product Implementation. Media, HealthCare, Home Improvement, Property Management, Automotive, Financial & Business Services, National Associations.I live in Simi Valley, CA which is about 45 miles northwest of Los Angeles – but with traffic, it’s up to 2 hours one waySo lets get started!
- I wanted to start us off by discussing the Key Learning Objectives for this 2 Part Presentation. The purpose of these presentations is to establish a solid foundation for Succession Management and also dive in a little deeper to talk about the Succession Management Process.The presentations include Tools and Metrics around owning a Succession Management Process and how to re-evaluate your Process overtime to make sure that it’s working for your organization.Succession Management Best Practices are also discussed to ensure that your nonprofit has the tools and resources it needs to successfully identify and develop today’s talent, to be tomorrow’s leaders.
- For those who had missed the first session last month, you can still access it by ***[INSERT INSTRUCTIONS HERE]***In the first session, it was discussed that “Succession Planning” is a Process to Replace People. Something happened to create a vacancy, so people are replaced as a result. “Succession Management” is more than just replacing people.You might think why is it important to Non-profits? Nonprofits are NOT immune from the issues brought to bear by the impending Baby Boomer Retirement. According to a 2011 study by “Daring to Lead,” 67% of today’s nonprofit executives anticipate leaving their posts by 2016. That’s over two-thirds of essential nonprofit leaders who will be departing from the sector within the next 3 years! What makes this statistic all the more glaring is the fact that a staggering 70% of nonprofits today do not have any formal plans or professional development in place for the succession of those leaders. Without an effective pipeline in place to identify and develop those who can serve as tomorrow’s leaders, Nonprofits are placing themselves in a circumstance that is altogether hazardous to their ability to effect long-term, sustainable impact. Nonprofits are competing for Talent in a Profit world. You need to be able to do More with Less as you are under-staffed and under-funded. It’s important to Keep your Talent and Standardize to Conquer Change!The last session also covered the Succession Management Maturity Model based on a study done by Bersin & Associate's called “High Impact Succession Management”. Bersin has developed a 5 Level Succession Management Maturity Model which can help organizations identify where they’re at today. Lastly, governance - WHO Needs to be involved… as the WHO greatly impacts HOW LONG and WHAT LEVEL you eventual reside after executing the process. It was discussed how your Senior Executives/Board Members’ commitment and engagement are the most crucial in achieving a successful Succession Management process.Again, for those who had missed the first session last month, you can still access it by ***[INSERT INSTRUCTIONS HERE]***
- For today’s presentation, our key points will focus on…Succession Management Process – we will review what would a good model look like that will help ensure an effective succession management process.We will discuss Succession Management Tools & Metrics and go over some common industry measurement toolsWe will discuss implementation best practices. How to ensure your succession plans are adopted by leadership and key stakeholders. Where do you start and why is it important to get their buy-in?We will also cover measuring for success.How do you know that your succession process worked?Before I dive in, I do want to share one very important point with everyone. This session will be laying out a Solid foundation to give you an understanding of what Succession Management is. I understand that you may have a lot of questions. I want to encourage you, at any point of the presentation, please add your questions to the Chat Window so we can discuss them during the Q&A.LETS GET STARTED!
- There are many Succession Management Processes out there. Regardless of industry, most talent initiatives that are associated with Succession. What I have in front of you is a process that has been developed by Bersin & Associates – they are leading Research and Advisory Services Firm in Enterprise Learning, Talent Management, Talent Acquisition, and strategic HR Solutions. There’s so many processes out there but really these 6 are the end of it all. No matter what industry or how big the organization is, most of the events that are happening today would fall down into this 6-step process, so keep that in mind.There are 6 key steps identified to help ensure a successful annual Succession Process. Let’s talk about the components under each of these steps in the process.- Articulate roles for succession management – in order to be successful, an organization needs to be able to articulate roles in the Succession Management process. Senior Executives must be engaged, committed and take ownership of the Succession process. Strong Board influence to ensure Succession happens and happens for the right reasons. The Business Unit Executives need to identify and grow talent. A lot of times they think they know what this is all about but they haven’t really partnered with HR to know how to grow talent and move forward. Additionally, there should be strong HR presence to help with the tools. Employees/Members/Participants need to know where they want to go and focus how to get there.- Identify key and critical positions (focus on both professional and management roles) – can be done by grade and position. You have critical positions today that impact your business/organization. Based on your business initiatives, you will have critical roles for the future. You need to be able to determine how to identify what those critical positions are. A lot of times including the most important positions to the business – focus on the source for the critical positions. The next thing to note is what are the critical roles you need to fill in the future. You need to be also comparing the employees to the tools and determining what the gaps are; closing the gaps – making sure that’s important. Lastly, it’s also looking at the professional positions and those that would lead to Management roles. - Assess high potential - A “high-potential employee” is an employee who has been identified as having the potential, ability and aspiration for successive leadership positions within the company. Often, these are the ones provided with focused development as part of a succession plan and are referred to as “HiPos.” Key component to their department or functional area. Can move upward to management capacity – C-level which is important as well.
- This image is another study from Bersin showing you the correlation between Potential vs. Impact and where the High Potentials sit. You will notice the High Performers on the graph (blue arrows). They are more focused on the impact but does not necessary have the potential aspect which separates the two.Criteria for High Potentials:Performance evaluations – past ratings that they haveWillingness to take on more responsibility – wanting more work to contribute more to the overall objectives of the organizationWork experience – have work experience and want to gain more work experienceCompetency assessments – to determine current skill sets and what development opportunities arePersonal career aspirationsImportant thing to note – although we included performance evaluations or reviews, those do not necessarily predict or define potential. This is something we need to be aware of as we think about HiPo’s.
- Going back to our process here, we now turn to Conducting a Talent Calibration Session.2 kinds of calibration you need to be aware of:Talent Calibrations – HR is involved in facilitating this process; peer to peer comparison; looking at metrics, what’s critical to the business, making sure you provide the targeted development plans along the way.Performance Calibrations – used during performance assessments. As I’ve mentioned before, performance does not necessarily determine potential. It’s still used but always keep that in mind. You need to be cautious on how you’re using it along the way.
- It’s really important here to move ahead to understand what those benefits are and how to use that.
- Going back to our Process here:Conduct talent calibration sessions - “Talent calibration” meetings bring together managers (who are peers) to finalize ratings of all salaried employees within their groups. During these meetings, employees’ individual results are comprehensively calibrated against their peer group (e.g., performance relative to objectives, critical capabilities, potential) and plans for targeted development may be defined.Implement talent review workshops - A “talent review” is a meeting in which business leaders discuss talent information, often as part of an overall succession management process; agree who the high potential talent is; facilitate a collective understanding of the bench strength; and create essential development plans.Define action plans. Action plans are the most important! If you don’t put those fundamental principles in action, nothing will occur. All your lists and the exercise really didn’t accomplish anything. Executing on their your plans will differentiate a “Succession Planning” process from a “Succession Management” Process. Would you go through this entire process once a year and just have it sit on a shelf for the other 11 months … or are you going to integrate it into your business/organization? One of the main points we brought up in the first session was about taking your time, doing what works for you, and growing to this point. Many of you may not even be ready for this stage yet. Try to have a “Reach” point to get to; just have to have patience and drive your current process so you can get there some day.A succession strategy comes together during the talent review workshops. At this time, all of the information that has been gathered and discussed throughout the year is analyzed by HR and business leaders. Key decisions are made, and action plans are defined and implemented. KEY POINT: During talent reviews, HR and business leaders analyze information that has been gathered throughout the year and make key talent decisions based on that information.
- So from the process, we then go into what tools are available to help this process.Most common Industry wide tools for the Succession Management Process for Lower level Succession and Executive Level Succession1. Org charts – focus on providing a visual view for executive management; used in talent review discussions so executives can see a broader view of the organization. It’s used in the organizational planning.2. Assessments – a lot of different types of assessments available for different purposes in the Talent Management arena. I’ve listed a few types on here of measuring employees from behavior to job fit to their skill gap and even to personality. Personality would include DISC Assessments, Myers Briggs or People Styles. Companies use assessment tools to gain insight into the current performance capabilities and future potential of leaders. Assessments can help determine if a leader’s personality traits fit with the organization’s needs. They offer insights into a leader that are collected from the perspectives from peers, subordinates, supervisors and even customers. Assessment instruments are extremely effective for helping HR leaders sort through leaders’ data to find those who are likely best-suited and skilled to handle promotions. The tools help identify which leaders have the DNA and desire to be future leaders3. 9-Box Grid – very popular; attributes to an organization; plotting successors or positions to see where they’re at; One thing to note which I mentioned earlier, if you’re not planning on doing something about the data you captured, then don’t even bother going through the process. It’s important to understand that you need to take action on what’s been done. This tool can be very powerful in identifying potentials. A “nine-box grid” is a matrix tool that is used to evaluate and plot a company’s talent pool, based on two factors, which most commonly are performance and potential
- Criteria for determining Successors**Top 5 for Hi-Pos
- BersinA lot of organizations jump into Succession Management and then it ends there. They don’t talk about it again and it sits on the shelf. But it all comes down to how do you measure success. How do you know the Succession Management process works. What re the strategic issues the company is facing? What cultural challenges are occurring that should be tracked?Some statistics from Bersin – only 38% are actually effective with their SM Process.
- This is an analyst perspective; you might see this on other studies as well.Process driven Succession ManagementManagers are Delivering Feedback > Employees are engaged > ongoing process that everyone is involved inThe Organization owns Succession. This is not an HR Initiative!Have a transparent processClear Communications = Successful OrganizationManagers and Employees will embrace the process, work harder toward achieving itAlign capabilities to the business strategyExecutives are engaged and talking about Succession regularly, as every strategic project is impacted by the talent that is executing the projectBuilds the Pipeline: Right people in the right jobsEnsure executive commitment and engagementAccountability and Following up with Action PlansExecute on action items: Don’t put it on a shelf until next year. Ensure follow up and action.Implement at all levelsSuccession from the Top to the BottomCreate a culture of sharing knowledge and talentEliminate silos to increase the organizational pipeline > Transparent Talent MobilityCreate awareness of talent across the organization > Talent Reviews – Get Managers and Leaders in a room to discuss talentIntegrate with Talent Management Strategy and ProcessesIf you haven’t heard it yet – you will hear it now > Succession is Interconnected with : Performance, Competency Management, Learning & Development, and RecruitingMeasure for Success
- Takes Time to get to a point where you feel your process is producing the outcomes you wantIt takes years to design a process where you start to have momentumConsiderations: Develop the Process, Educate your organization, Educate your managers and executivesSimplicityIt’s not about having the most sophisticated calibration tool and process > over-engineering your process can be a detrimentIt’s about the quality of the conversation > Constant Conversations = conversations will get better over timeAlso, give your company what they can handle, at the timeAllow your organizational readiness to drive the tools and processes > you want to keep them engaged and investedTransparency of the process itself: a lot of times, people in general as well as organizations, are afraid of things that they don’t understandYou really need to educate your managers and employees > that you do have a succession management process, they should want to have a succession management process, what is it, how it’s usedIt’s about developing a strong workforce within the organization, and developing your bench strength for critical and key positions within the organization – all the thing we have been talking aboutDrive Execution through your LeadershipEngage executives and Managers in the process: If they are engaged they will invest the timeGet them talking about it!Hold managers accountable for identifying talent and executing development Leaders are the Driver > HR is the EnablerClear and Concise: Roles, Responsibilities, Accountabilities for LeadershipEquip your leaders with simple tools and supportWhat does your Road Map look like? Leaders need to know how we are getting from point A to point BDifferentiate between High Potential and High PerformanceIntegrates with your performance management process > you can many high performers, but that doesn’t mean those employees are your primary bench strength = high performance is only one piece of the puzzle