This document discusses the importance of succession planning for organizations. It outlines benefits like identifying talent pools, keeping employees engaged, and creating a talent-driven culture. It provides best practices such as defining performance standards, identifying high performers, and specifying development opportunities. The document also describes steps to develop a succession strategy including identifying critical positions and candidates, determining development needs, and measuring the impact of the succession management program.

1. Succession Planning Nancy Rehbine Zentis, Ph.D Creating a Talent Driven Organization

4. Why Is Succession Planning Important? 27% of high potentials are at risk because of career derailment 1 in every 4 high performers will never reach his or her potential 17% of high performers are disengaged with their jobs and 5% of thinking of quitting Dwindling Pool of Talent Lack of qualified internal candidates Number of Baby Boomers Retiring

6. Just-in-Time (JIT) Select Hire Advance and Promote Evaluate Results Develop Retain Recruit Transfer Knowledge Manage Performance Train Compen-sate Classify jobs

7. Strategic Integrated Approach Program Evaluation Workforce & Succession Planning Competency Model Recruitment, Selection, Hiring Training & Development Promotion & Career Mobility Retention Knowledge Management Compensation

8. Who’s in the Pipeline? Time High Potentials and Replacement Pool for Sr. Managers Middle Managers 1st-line Supervisors Technical Specialists All Employees?

9. Alignment is key . . . Hiring and Recruitment Compensation & Benefits Learning & Development Performance Management Career Management Talent Management Succession Planning Assessment & Selection

11. Steps to Developing A Strategy IV. MEASURING THE IMPACT OF SUCCESSION MANAGEMENT III. DEVELOPING CANDIDATES FOR LEADERSHIP ROLES II. IDENTIFYING SUCCESSOR CANDIDATES I. ESTABLISH A SUCCESSION STRATEGY

18. Readiness Rating Scale All materials copyrighted 5 - Ready Now – 0 to 1 Year High performer and high potential 4 - Short Term Promotable – 1 to 2 Years Either high performance and moderate potential or average performance and high potential 3 - Long Term Promotable – 2 to 3 Years Either average performance and moderate potential or high performance and moderate potential 2 - Wait and See – 3+ Years Average performance (may be due to being new in the job, having an inappropriate assignment, little or no coaching/development, etc.), but shows signs of potential 1 - Well Placed – Average performance, but few signs of potential

20. Identifying Talent High Professional/ Master Contributor Consistently produces exceptional results and high performance ratings. Knows current job extremely well. May not effectively adapt to new situations. Low Performer Not delivering on results as expected. Does not adapt to change well and may be a blocked personal learner . Inconsistent Performer Delivers results inconsistently. Knows the job, and may be a passive learner. May adapt to new situations if necessary. Adaptable Key Performer Consistently meets expectations. Knows current job well and enhances skills as appropriate. Can adapt to new situations as necessary. Adaptable High Performer/ High Professional Consistently produces exceptional results and high performance ratings. Knows the job well and continuously enhances skills. Adapts to new situations if necessary. Strategic Star Outstanding, clearest example of superior performance and potential. Has the ability to take on major stretch assignments in new areas. Will challenge the organization to provide growth opportunities fast enough. Rising Star Consistently meets expectations. Knows the job well and enhances skills as appropriate. Has the ability to take on new and different challenges on a consistent basis. Diamond in the Rough Delivers results erratically. Has demonstrated potential but is not living up to it. POTENTIAL PERFORMANCE Less learning agility More learning agility Less than effective Highly effective Key Performer/Solid Professional Consistently meets expectations. Knows current job well. May not effectively adapt to new situations. 0 Not Classified

21. Developing Talent Inconsistent Performer Boost Performance Under Performer/Hasn’t Reached Potential May Need to Drop/Exit Dilemas, Performance Not Commesurate with Potential Improve or Exit Core Employee Boost Performance Growth Potential Deemed High Potential to Advance Boost Performance to Highest Potential Top Talent, Ready to move into key positions Develop, Recognize, Establish Career Retention Plan, Reward Rising Star - High Performer Stay on Track, Develop Challenge Reward Diamond in the Rough Transitional Performer Potential/Under Performer Improve Performance Short Term POTENTIAL PERFORMANCE Less learning agility More learning agility Less than effective Highly effective Accomplished Potential Develop and Train, Differentiate Rewards Low 1 2 High 1 High Potential Medium Potential Low Potential She had the boxes pop up

24. Action Plan Grid Threats Strength Weakness Retention Plan Recommended Action Development Potential Speciality Years In Organiziaotn Promotion Promotion Potential Placement Perf Rating Job Title Employee Name

32. For More Information: Contact: Nancy Zenits, Ph.D [email_address] 954-341-2522 Check out our website for more information www.hrtalentpro.com