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Editor's Notes

• #2: Emphasize: Succession planning involves selecting individuals to prepare for promotion. Some skills can be taught. Others are learned in life. The trick is to pick individuals with the right skills and train them so they are ready when needed.
• #3: Emphasize: Associates are made up of many components Talent – Behavioral skills – things which life teaches you Ask for examples What does a management position require Technical skills – things which can be taught at work Ask for examples What does a management position require Interests – Things we want to do, feel excited by, need or want Ask for examples What does a management position require Organizational fit- Big company vs. small company Processes vs. independence Ask for examples What does ECCA need
• #4: Emphasize: This employee has the skills to do the job and works well in the system BUT doesn’t like doing the job How would you identify this employee How would you manage him/her Would you want to promote him/her What development options would you suggest Passions are probably not something a manager can impact. The trick is to find them a job which they are passionate about. This may involve internal moves. There may not be an option at ECCA.
• #5: Emphasize: This employee likes the job and is a good organizational fit BUT hasn’t developed the skills to do the job How would you identify this employee How would you manage him/her Think behavioral vs. technical skills Would you want to promote (hire) him/her What development options would you suggest This employee may require technical training, which is easy to apply. However, behavioral training may take longer to impact. Working with your HR Manager to identify areas where development is needed and implement required training
• #6: Emphasize: This employee has the skills and talent to do the job But does not work well within the system How would you identify this employee Is this necessarily a bad thing How would you manage him/her Would you want to promote (hire) him/her What development options would you suggest Not being an organizational fit may not be a bad thing as new ideas or different ways of doing things may result. The goal is to manage behaviors to ensure the person makes changes in a positive way.
• #7: Emphasize: Goal is to develop employees so they are a good fit This requires identification of developmental areas and application of training and development process
• #8: Emphasize: It’s important to note technical skills can be trained at ECCA We don’t need optical experience to be successful Much harder to develop behavioral skills How would you develop these How would you emulate life experiences Behavioral skills may be developed through observation and feedback. At times, managing the behavior is more about managing the perception. This means determining what good behavior looks like.
• #9: Emphasize: The goal is to identify developmental areas and implement training. We should use future position responsibilities as gauge for required skills, not current position. Managers often make the mistake of promoting the best EWS to Third Key instead of promoting the person who has skills needed to be successful in the position. Think about the skills needed to sell – what are they? Think about the skills needed to lead others – are they the same? Application of the process means we need to determine skills needed in the next level and provide training which allows the associate to gain needed skills.
• #10: Emphasize: Process starts by identifying skills needed for each position After the presentation, an exercise that does this will be performed The goal is to use experience & job descriptions to identify skills needed for success
• #11: Emphasize: Review employee strengths and opportunities in terms of skills required for the future position Identify skill gap for each employee and develop plan of action to address
• #12: Emphasize: Development tracking as part of review process Forms are to be filled out by employee to indentify goals and mobility These are kept in the employee file
• #13: Emphasize: Supervisors then tell us if employee is ready for next move on review form This is tracked in ECCA’s HRIS system
• #14: Emphasize: SDFs allow for skill gap identification and development plans Plans of action are required
• #15: Emphasize: Goal is to evaluate all associates This allows for objective review of qualifications and requires plan of action
• #16: Emphasize: It’s good to talk to associates about their development and goals Talk to your team about development, just don’t promise anything Talk about skill development and preparation
• #17: Emphasize: Turnover is a good guide to tell you how many people you’ll need to develop for next positions The goal is to use a mix of internal and external hires for non-entry level positions This means people need to be identified and prepared through training when opening occur
• #18: Emphasize: Use promotion path options to get individuals ready for the next level Lateral moves are just as effective at keeping employees engaged as promotions It also helps us identify skills
• #19: Emphasize: Use promotion path options to get individuals ready for more Lateral moves are just as effective at keeping employees engaged as promotions
• #20: Emphasize: Report generated by HRIS Can be provided to your TD
• #21: Exercise: Break into groups of 3 to 5, discuss each job title and use the forms to develop a list of skills needed for each title using form provided. After the group has developed the skills needed for each job – think about your current store associates and identify which associates you believe may be promotable. Then using the second form to identify areas in which they need to improve – both technical and behavior skills. This will then become your “road map” to create a developmental plan.