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Uga Succession Management

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The document discusses best practices for succession management at universities. It recommends identifying critical roles, potential successors for those roles, and high-performing employees with high potential. The document then suggests using development plans and leadership programs to prepare successors and high potentials for future roles through stretch assignments, feedback, coaching, and training. The final steps propose identifying lynchpin positions and successors, other high performers, and creating development plans for them.

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The University of Georgia High-Impact Succession Management Planning
Contents ? Why succession management? ? What are the best practices in succession management? ? How to begin succession management in my area?
Rationale for Succession Management ? Vacancy risk ¨C reduce business impact and costs associated with vacancies in critical positions ? Readiness risk ¨C develop and groom employees so they are prepared to fill positions as key opportunities arise ? Transition risk ¨C prevent derailment of employees as they assume key opportunities
Rationale for Succession Management ? Vacancy risk ? xx% of employees grade x or higher are age 50 or higher ? xx% voluntary resignation among employees grade x or higher ? xx months to fill positions grade x or higher ? Do we have replacements for hard-to-fill, business-critical positions? ? Readiness risk ? Do we know who the high talent, high potential employees are across the university? ? What are we doing to prepare them for future leadership roles? ? Transition risk ? xx% of promoted employees grade x or higher have a performance rating of 4 or 5 (see performance scale).
Traditional Replacement Planning Emergency Replacement Name Job Title Internal Successors (readiness) External Successors (readiness) Incumbent Name Name 1 (Now) Name 1 (Now) Name 2 (Now) Name 2 (Now) Name 3 (< 3 Years) Name 3 (< 3 Years) Name 4 (Future) Job Title Job Title Job Title Job Title Incumbent Name Incumbent Name Incumbent Name Incumbent Name Emergency Replacement Emergency Replacement Emergency Replacement Emergency Replacement Name Name Name Name Internal Successors (readiness) Internal Successors (readiness) Internal Successors (readiness) Internal Successors (readiness) Name 1 (Now) Name 1 (Now) Name 1 (Now) Name 1 (Now) Name 2 (Now) Name 2 (Now) Name 2 (Now) Name 2 (Now) Name 3 (< 3 Years) Name 3 (< 3 Years) Name 3 (< 3 Years) Name 3 (< 3 Years) Name 4 (Future) Name 4 (Future) Name 4 (Future) Name 4 (Future) External Successors (readiness) External Successors (readiness) External Successors (readiness) External Successors (readiness) Name 1 (Now) Name 1 (Now) Name 1 (Now) Name 1 (Now) Name 2 (Now) Name 2 (Now) Name 2 (Now) Name 2 (Now) Name 3 (< 3 Years) Name 3 (< 3 Years) Name 3 (< 3 Years) Name 3 (< 3 Years) ? Typically only 30% of open positions are filled with designated successors. ? Many organizations (e.g., PepsiCo) have scrapped traditional planning.
Focus on the Critical Lynchpin Roles Emergency Replacement Name Job Title Internal Successors (readiness) External Successors (readiness) Incumbent Name Name 1 (Now) Name 1 (Now) Name 2 (Now) Name 2 (Now) Name 3 (< 3 Years) Name 3 (< 3 Years) Name 4 (Future) Job Title Job Title Job Title Job Title Incumbent Name Incumbent Name Incumbent Name Incumbent Name Emergency Replacement Name Internal Successors (readiness) Name 1 (Now) Name 2 (Now) Name 3 (< 3 Years) Name 4 (Future) External Successors (readiness) Name 1 (Now) Name 2 (Now) Name 3 (< 3 Years)
Identifying Lynchpin Positions High Criticality Medium Low ? High experience or competency required. ? Degree to which critical business processes are interrupted if position is Low Medium High vacant. ? Position¡¯s impact on Retention Risk productivity, cost, revenue, ? Total compensation vs. market compensation strategic outcomes. ? Career opportunities within and outside of UGA ? Favorable experience at UGA ? Age
Identify High Performers with High Potential
Focus on Development ? Biggest payback from early-to mid-career development ? 70-20-10% development mix 70% Stretch work assignments 20% Assessment/feedback (360) Coaching and mentoring Network building 10% Education Training
UGA High-Impact Leadership Program ? 4-month program targeted to all employees with emphasis on creating a common language (The OZ Principle, Conners, Smith & Hickman) and personal accountability (QBQ, Miller). ? 360 feedback plus periodic meeting with coach for HIPOS. ? Periodic workshops: fiscal leadership, leading in a crisis, strategic & critical thinking ¡­ ? Team projects that address MBU business needs and allow participants to apply their learning.
Organization-wide Talent Review ? Focused on successors and other high potential talent ? Surface other possible successors not known to functional leader ? Gather additional input about strengths & development needs ? Identify additional development opportunities
Metrics for Succession Management ? Percent of targeted leadership positions filled with internal candidates ? Ethnic/gender diversity of targeted leadership positions, of employees promotions, and of high potential employee pool ? Percent of positive performance evaluations of employees promoted to targeted leadership position ? Retention rate for high potential employees ? Qualitative assessments
Steps to Succession Management 1. Identify positions. 2. Identify potential successors for critical lynchpin positions. 3. Identify other high performers with high potential. 4. Use process to create development plan for successors and other high potentials.
Identify Lynchpin Positions & Successors
Identify High Performers
Next Steps 1. Identify critical few lynchpin positions. 2. Identify potential successors for critical lynchpin positions. 3. Identify other high performers with high potential. 4. Use performance communication process to create development plan for potential successors and other high potentials.

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Uga Succession Management

  • 1. The University of Georgia High-Impact Succession Management Planning
  • 2. Contents ? Why succession management? ? What are the best practices in succession management? ? How to begin succession management in my area?
  • 3. Rationale for Succession Management ? Vacancy risk ¨C reduce business impact and costs associated with vacancies in critical positions ? Readiness risk ¨C develop and groom employees so they are prepared to fill positions as key opportunities arise ? Transition risk ¨C prevent derailment of employees as they assume key opportunities
  • 4. Rationale for Succession Management ? Vacancy risk ? xx% of employees grade x or higher are age 50 or higher ? xx% voluntary resignation among employees grade x or higher ? xx months to fill positions grade x or higher ? Do we have replacements for hard-to-fill, business-critical positions? ? Readiness risk ? Do we know who the high talent, high potential employees are across the university? ? What are we doing to prepare them for future leadership roles? ? Transition risk ? xx% of promoted employees grade x or higher have a performance rating of 4 or 5 (see performance scale).
  • 5. Traditional Replacement Planning Emergency Replacement Name Job Title Internal Successors (readiness) External Successors (readiness) Incumbent Name Name 1 (Now) Name 1 (Now) Name 2 (Now) Name 2 (Now) Name 3 (< 3 Years) Name 3 (< 3 Years) Name 4 (Future) Job Title Job Title Job Title Job Title Incumbent Name Incumbent Name Incumbent Name Incumbent Name Emergency Replacement Emergency Replacement Emergency Replacement Emergency Replacement Name Name Name Name Internal Successors (readiness) Internal Successors (readiness) Internal Successors (readiness) Internal Successors (readiness) Name 1 (Now) Name 1 (Now) Name 1 (Now) Name 1 (Now) Name 2 (Now) Name 2 (Now) Name 2 (Now) Name 2 (Now) Name 3 (< 3 Years) Name 3 (< 3 Years) Name 3 (< 3 Years) Name 3 (< 3 Years) Name 4 (Future) Name 4 (Future) Name 4 (Future) Name 4 (Future) External Successors (readiness) External Successors (readiness) External Successors (readiness) External Successors (readiness) Name 1 (Now) Name 1 (Now) Name 1 (Now) Name 1 (Now) Name 2 (Now) Name 2 (Now) Name 2 (Now) Name 2 (Now) Name 3 (< 3 Years) Name 3 (< 3 Years) Name 3 (< 3 Years) Name 3 (< 3 Years) ? Typically only 30% of open positions are filled with designated successors. ? Many organizations (e.g., PepsiCo) have scrapped traditional planning.
  • 6. Focus on the Critical Lynchpin Roles Emergency Replacement Name Job Title Internal Successors (readiness) External Successors (readiness) Incumbent Name Name 1 (Now) Name 1 (Now) Name 2 (Now) Name 2 (Now) Name 3 (< 3 Years) Name 3 (< 3 Years) Name 4 (Future) Job Title Job Title Job Title Job Title Incumbent Name Incumbent Name Incumbent Name Incumbent Name Emergency Replacement Name Internal Successors (readiness) Name 1 (Now) Name 2 (Now) Name 3 (< 3 Years) Name 4 (Future) External Successors (readiness) Name 1 (Now) Name 2 (Now) Name 3 (< 3 Years)
  • 7. Identifying Lynchpin Positions High Criticality Medium Low ? High experience or competency required. ? Degree to which critical business processes are interrupted if position is Low Medium High vacant. ? Position¡¯s impact on Retention Risk productivity, cost, revenue, ? Total compensation vs. market compensation strategic outcomes. ? Career opportunities within and outside of UGA ? Favorable experience at UGA ? Age
  • 8. Identify High Performers with High Potential
  • 9. Focus on Development ? Biggest payback from early-to mid-career development ? 70-20-10% development mix 70% Stretch work assignments 20% Assessment/feedback (360) Coaching and mentoring Network building 10% Education Training
  • 10. UGA High-Impact Leadership Program ? 4-month program targeted to all employees with emphasis on creating a common language (The OZ Principle, Conners, Smith & Hickman) and personal accountability (QBQ, Miller). ? 360 feedback plus periodic meeting with coach for HIPOS. ? Periodic workshops: fiscal leadership, leading in a crisis, strategic & critical thinking ¡­ ? Team projects that address MBU business needs and allow participants to apply their learning.
  • 11. Organization-wide Talent Review ? Focused on successors and other high potential talent ? Surface other possible successors not known to functional leader ? Gather additional input about strengths & development needs ? Identify additional development opportunities
  • 12. Metrics for Succession Management ? Percent of targeted leadership positions filled with internal candidates ? Ethnic/gender diversity of targeted leadership positions, of employees promotions, and of high potential employee pool ? Percent of positive performance evaluations of employees promoted to targeted leadership position ? Retention rate for high potential employees ? Qualitative assessments
  • 13. Steps to Succession Management 1. Identify positions. 2. Identify potential successors for critical lynchpin positions. 3. Identify other high performers with high potential. 4. Use process to create development plan for successors and other high potentials.
  • 16. Next Steps 1. Identify critical few lynchpin positions. 2. Identify potential successors for critical lynchpin positions. 3. Identify other high performers with high potential. 4. Use performance communication process to create development plan for potential successors and other high potentials.