继任计划Succession Planning.ppt

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1、Succession Planning&Retention“Roadmap for Leadership Continuity”,Jimmy Duncan,SPHRWorkforce Planning&Employee Development,Session Topics,The SCANA ProfileWhy“Developing our People”is a business imperative The business case for ensuring Leadership ContinuitySCANAs holistic approach to Developing Lead

2、ersSCANAs Succession Planning ModelSCANAs Leadership Development ModelThe Art of Effective Leadership at SCANAPortfolio of Developmental Tools Leaders Role in DevelopmentResults Assessment,Company Profile,$9 Billion Fortune 500 Company Southeastern Business Markets(GA/SC/NC)Headquartered in Columbia

3、,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 workforce:5800 employees(12/31/05)Workforce growth trend:Avg.growth rate of 2%Avg.annual turnover:5.2(lower th

4、an 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,WORKFORCE PLANNING&EMPLOYEE DEVELOPMENTVISION STATEMENTTo ensure that SCANA will,on an on-going basis,have the right people with the ri

5、ght skills in the right position available at the right time to meet organizational needs.,WORKFORCE PLANNING&EMPLOYMENT MISSIONWe will proactively conduct workforce planning activities that anticipate and plan for changes in the workforce composition,and through effective employment processes ensur

6、e the availability of qualified talent to meet SCANAs business needs.,EMPLOYEE DEVELOPMENTMISSIONWe will proactively deliver learning options that are geared toward enhancing employee knowledge of essential competencies,leadership skills,and organizational effectiveness to ensure SCANAs on-going suc

7、cess.,“Developing our People”:Critical Success Factor,The“People Plan”enables our Business Plan,“Leadership Continuity is a Business Imperative”,“Screaming Headlines”,McDonalds Corporation CEO(Jim Cantalupo)dies unexpectedly(April 2004)Harley Davidsons CEO(Jeff Bleustein)steps down,but will remain a

8、s Chairman(December 2004)Boeings CEO(Harry Stonecipher)is ousted amid improper conduct charges after just 15 months in position(March 2005)Disneys CEO(Michael Eisner)to step aside in September 2005 instead of September 2006(March 2005),The Business Case for“Developing our Leaders”,Business Leadershi

9、p Success Formula“Leadership is the catalyst that delivers organizational success”“Leadership continuity is the key for ongoing success(business imperative)Why is Succession Planning important to SCANA?Our Business Model has changed(Business vs.operational emphasis)15%of all SCANA employees are form

10、al leaders(832 of 5600)42%of our leaders will be retirement eligible over the next 10 yearsKey organizational question:Where will the next wave of leaders come from?To meet this need,a formal approach to developing our leaders has become a top priorityKey challenge:The current workforce pipeline dem

11、ographics mirror our leadersLaser-like focus on leadership development is imperative to SCANAs continued success,Targeted Exits at Key Leadership Levels,SCANAs Leadership Drain,Average Age and Service Overview,The State of the Workforce Pipeline,Leadership Development&Succession Planning Model,The S

12、uccess FormulaSuccession planning without the proper execution of leadership development is just replacement charting.To be effective,these two separate systems must be highly integrated and the success criteria must be aligned to deliver targeted results.,SCANAs Approach to Developing Leaders,SCANA

13、S Succession Planning Program,April,2006,What is Succession Planning?,“Any effort designed to ensure the continued effective performance of an organization,division,department,or work group by making provisions for the development,replacement,and strategic application of key people over time”(Ken Ro

14、thwell,How to Develop Leaders),Succession Planning Program-Primary Goals,Provide leadership continuity to SCANA and its subsidiaries.Identify key leadership positions that are critical to SCANAs success.Identify individuals who are potential candidates for key leadership positions or have the potent

15、ial to assume greater leadership responsibilities.Develop succession planning candidates to realize their full leadership 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 le

16、adership openings.,Succession Planning Program-Success Criteria,An increased number of succession planning candidates 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 internall

17、y.An increased number of succession plan key positions that have named candidates on a replacement chart.An increased 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

18、succession plan candidates.,Succession Planning Program-Key Features,Succession plan candidates are told that they 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 the

19、y will be selected for open key leadership positions.Replacement chart and high potential candidates identified.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 i

20、ncreasing readiness and/or promotability.Optional developmental assessments are available to assist in creating development plans.,Succession Planning Program Process Steps,Step 1 Identify key positionsStep 2 Identify succession planning candidatesStep 3 Discuss succession planning candidatesStep 4

21、Create succession plansStep 5 Create development plansStep 6 Implement and monitor plans,Step 1:Identify Key Positions,Key Position:a position of formal leadership that is determined to be of primary importance due to to:Retirement risk Difficulty in filling position Impact to areas business plan/st

22、rategic plan.,Step 2:Identify SP Candidates,Area leaders:Request workforce planning analysisIdentify Key PositionsIdentify key KSAs for key positions,Employees update SP DataArea leaders complete Performance&promotability assessment on all employeesArea leaders nominate SP candidatesArea leaders com

23、plete talent profile assessment on all SP candidates,Employees provide relevant work experience(including international and start-up experience),education,mobility,career interests,etc.,Supervisors provide overall performance rating,promotability rating,areas of strength/development,readiness to ass

24、ume greater responsibility and proficiency on leadership competencies,Timing:February-August,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 Pl

25、ans,Area leaders hold talent discussions on:Candidate qualificationsNext possible positionsDevelopment 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 c

26、andidate and talent profile books for area leaders.,Timing:February-August,Step 5:Create 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 SP process,Area leader

27、s:Can use optional developmental assessmentsDiscuss development with SP candidatesCreate development plans with each SP candidateLD recommends development options,Assessment Options-360s-Simulations-Comprehensive assessments-Stand-alone assessments,Timing:September-March,SP Candidates implement deve

28、lopment plansArea leaders consider SP candidates for open key positions Area leaders monitor SP development plans an update at least once/yearLD department evaluates SP process success indicators.,Succession Planning Program-Ownership and Timeline,SCANA Succession Planning Program is owned by the se

29、nior leadership team.All subsidiaries will participate in the SCANA 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 availa

30、ble for use in the senior staff discussions on succession planning 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 a

31、t SCANA,Effective leaders at SCANA,are more than proficient managers.At SCANA,effective leaders:Communicate:directly,openly and honestlyDevelop:individuals and teamsInspire:trust,enthusiasm and commitmentBill Timmermann,SCANA Leadership Meeting,February,2004SCANA CEO,Leadership Development Program-P

32、rimary Goals,Assist leaders in identifying 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 leadershi

33、p roles.Provide development opportunities 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 Progra

34、m-Success Criteria,Improvements in performance,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 le

35、adership assessments.Leadership development 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 successio

36、n planning program,and other key HR 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

37、 development needs and create 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 AcumenEnsures uncompromising safety of business ar

38、eas Delivers exceptional customer serviceDisplays results orientationPromotes business expansionMaintains high industry knowledgeDrives change for continuous improvementBusiness EthicsAvoids illegal,unethical,or improper conductMaintains unquestioned integrityCreates a workplace environment free of

39、hostility,intimidation,and offensivenessEncourages good faith reporting of alleged wrongdoingsEnsures that systems are in place to protect company assetsMonitors code of conduct complianceDevelops PeopleCoaches and mentors othersAttracts and retains key talentDemonstrates commitment to developing ot

40、hersBuilds high performing teamsValues diversity,Financial StewardshipDemonstrates financial leadershipCreates shareholder valueMaintains profit&loss responsibilityEnsures cost-effective operationsTakes prudent financial risks Manages assets effectivelyImpactful CommunicationArticulates the visionTr

41、anslates strategic conceptsBuilds trustMotivates othersRelationship BuildingDisplays empathyEstablishes diverse networks Cultivates customer relationshipsBuilds consensusCreates ownership through delegationHas dynamic interactions with employeesStrategy DevelopmentEstablishes strategic directionDeve

42、lops strategic plansMakes decisions consistent with strategic directionEnsures organizational alignment of goalsProvides global perspective,Leadership Competencies.,Are the foundation to the middle manager and executive leadership development programs.Are in addition to existing core competencies.Ad

43、dress 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 Participation,Participation in

44、SCANAs LD Program is optional.The LD program is available to allsupervisors 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 SCANA Corporation for a minim

45、um 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 Development Program Model,Leaders

46、hip 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 DevelopmentTarget audience:super

47、visors,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-based assessment of core competenciesLeader

48、ship Knowledge Assessment for SCANA-core competency based Education:Leadership community on the EDGE online resource for leadership informationIn-house leadership library books,videos,cassettes located in LD areaLEAD workshops 13 separate workshops including core and elective offeringsLeadership onl

49、ine learning modules 15 online modules plus HR101 CBTsCTN broadcasts online broadcasts on leadership topics provided by CTNExternal education referral referral to local or regional workshops and seminars Relationship:Coaching trained internal and local external leadership coaches,3-6 months standard

50、Mentoring corporate guidance on administering a business area mentoring programJob shadowing corporate guidance on administering job shadowing Experience:Special projects business area use of special projects for developmentApprenticeships business area use of apprenticeships for developmentJob assi