Professional Documents
Culture Documents
Succession Management
and Employee Retention
Creating an organization of
which people want to be a part.
Retention:
What keeps employees
happy?
Current Retention Trends
Speak positively Have an intense desire to be Exert extra effort & are
about the organization a member of the dedicated to doing the very
to co-workers, organization. best job possible to
potential employees contribute to the
and customers. organization’s business
success.
Engagement
Calculating Employee
Engagement
Scores from the following six questions are used to
calculate the engagement score:
Who has:
No succession planning in place?
Succession planning in place, but not sure it
is, or will be, successful?
A successful succession planning initiative?
The Traditional Approach to
Succession Planning
Outplacem
ent
0 3. 5.
6
Performan 0
ce
Identifying High
Potentials
1. 3. 5.
H 0 6 0 Our leadership
J
igh
J J J “Talent Pool”
J J
J JJ J J
J J
The “bar” is a rating
Potenti
J
J
of 3.6 or above on
J J J
J J
potential
J J JJ J
3.
J
J JJ JJ J Must be at least
al
6
competent in each
JJ J J J J J J of the Standards of
J JJ J J J J JJ
Leadership
J 1.
Lo H 0
w Performan igh
ce
Folio Map
??
Retention
File it away…
Start having conversations!
Great Leaders
Make A
Great Difference
Leadership Effectiveness
and Turnover
Leadership Effectiveness
and Retention
Leadership Effectiveness
and Customer Satisfaction
Making Leadership
Development Work
Ø Identify, inform and invest heavily in talent
Ø Use 360s to build on strengths
Ø Set extremely high expectations for your
leaders – and measure their results
Ø Make leadership development a long term
process and not an event
Ø Use the succession process as an
opportunity to develop and measure the
leadership potential
Senior Management Role
Ø Responsible for succession process
Ø Approve high potentials, individual
development, leadership development
Ø Determine success measures, next
steps and time frames
Ø Determine management
accountability
Ø Follow-up on actions
Measures
Ø Define up front what you want to
achieve in the broader scope
Ø Then…once succession data gathered,
define specific measures, timing and
accountability. Measure regularly.
Ø Track development of talent, and their
progress, regularly over the long term.
Assign accountability to managers for
progress, assign mentors, reward
Possible Succession
Measures
Ø By ___ 90% of development actions complete
Ø Increase movement of high potentials to other
areas of workplace
Ø Increase employee engagement/satisfaction
Ø By year 20xx, increase high potential leaders by
x%
Ø Over x years, increase high potential retention by
x%
Ø External measures - attract high potentials
Employee Conversations
Ø Actions
Ø Goals and measures
Ø Follow-up, follow-up, follow-up
More Best Practices
(Hewitt)
Ø Senior management lead the charge
Ø Maniacal focus on the best talent
ØHigh potentials are carefully identified
ØCompensation is highly differentiated
ØAssignments drive high potentials’ growth
ØTracking progress is critical
Challenges
Ø Time
Ø Buy-in
Ø Lose sight of big picture –
administrative nightmare
Ø Employee/manager conversations
Ø Cultural biases
Ø Resource issues that arise
Results of
Implementing
A high-performance culture that
continuously attracts and retains the right
people
Strong leaders who can develop others
Mentors that can provide a legacy
A culture of openness and focus
Results of
Implementing
No “unspoken agenda” concerning
individuals’ aspirations and potential
Investor confidence – Hay (1988) and
McKinsey (1999) studies link effective SM
to increased ROI and annual return to
shareholders
Keys to Success
Ø Top management must buy-in and be
active participants
Ø Link succession efforts to needs and
strategic objectives of the business
Ø Minimize paperwork and bureaucracy
Ø Make succession and leadership
development a constant preoccupation
Keys to Success
Where should we
start?