Who? No Seriously, Who? Implementing Succession Planning in Higher - - PowerPoint PPT Presentation

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Who? No Seriously, Who? Implementing Succession Planning in Higher - - PowerPoint PPT Presentation

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Who? No Seriously, Who? Implementing Succession Planning in Higher Ed Sponsored by October 1, 2019 Need Help? Send us a message via the Chat box, or email us at: cupahr@commpartners.com Q & A Don't forget to submit your questions to

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Who? No Seriously, Who? Implementing Succession Planning in Higher Ed

October 1, 2019

Sponsored by

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Send us a message via the Chat box, or email us at: cupahr@commpartners.com

Need Help?

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Don't forget to submit your questions to

  • ur presenters.

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Q & A

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Poll Questions

Click on your screen in the box next to your answer choice.

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Handouts

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Archived Recording

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Who? No Seriously, Who? Implementing Succession Planning in Higher Ed

October 1, 2019

Sponsored by

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Presenters

Chandra Alston, Ed.D., SPHR

Associate Vice Chancellor of Human Resources, University of Tennessee Health Science Center

Ron Tredway, Ed.D., SPHR, CPLP

Executive Director, HR/Employee & Organizational Development, University of Tennessee System Administration

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Relevance of the topic…

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Learning Objectives

  • Explore key elements of succession

planning.

  • Describe a 7-step succession planning

process.

  • Apply key learnings from the 7-step model

case study through active engagement.

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Key Elements of Succession Planning

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Key Elements of Succession Planning

  • Clarity of purpose driving commitment
  • Objectives supporting desired outcomes
  • Process steps enabling performance
  • Strategy promoting simplicity
  • Communication fostering continuation
  • Dedication to needed development

Project management philosophy… “Have a plan, work the plan.”

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Engagement….Which one is the most critical to success?

a) Clarity of purpose driving commitment b) Strategy promoting simplicity c) Communication fostering continuation d) None of these e) I prefer not to respond

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7-Step Succession Planning Model

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7-Step Succession Planning Model

  • 1. Commitment confirmation
  • 2. Key position identification
  • 3. Position competency development/confirmation
  • 4. Identification of potential successors
  • 5. Competency assessment of potential successors
  • 6. Potential successor development plan
  • 7. Periodic review of action completion/development
  • f readiness

* Model Adapted by UT from OliverGroup, LLC Louisville, KY

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7-Step Succession Planning Model – Who?

1. Who is committed to the succession planning process? 2. Who will identify the key positions to include? 3. Who best understands the key position competencies? 4. Who identifies potential successors (PS)? Who are the PSs? 5. Who assesses the competencies of PSs? 6. Who develops the potential successor development plan? 7. Who reviews periodic action completion/development of readiness? * Who? No seriously, who?

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7-Step SP Model UTHSC Case Study

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Step 1: Commitment Confirmation

  • Organization leader completes

commitment confirmation checklist

  • Identifies SP focus area and responsible

leader/manager

  • Asks simple questions to gauge
  • rganizational readiness
  • Outcome is to determine level of support

before work starts * Case Study Application: University of Tennessee Health Science Center

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Engagement….Why is it important to assess readiness?

a) To make the senior leaders look good b) To help ensure stronger involvement c) To make HR look good d) All of the above e) I prefer not to respond

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Step 2: Key Position Identification

  • Identify the position titles within the desired

SP focus area

  • Identify the positions most critical (hard to

hire/fill, greatest complexity, etc.)

  • Identify positions where incumbent is most

likely to retire/leave in the next 1-3 years

  • Prioritize based on assessment: criticality

and imminence of loss * Case Study Application: University of Tennessee Health Science Center

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Step 3: Position Competency Dev’t.

  • Develop/confirm competencies for

prioritized critical positions

  • Include core competencies for position type

and for position-specific

  • Start with immediate supervisor, confirm

w/incumbent then supervisor

  • Note proficiency levels: Minimum required,

and Desired * Case Study Application: University of Tennessee Health Science Center

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Engagement….Why is it important to focus on competencies?

a) Cause that’s what everyone does now b) It promotes the best possible performance c) Doing so clarifies expectations d) Both B and C above, and occasionally A e) I prefer not to respond

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Step 4: Identify Potential Successors

  • Establish criteria that will be used

consistently to minimize potential bias

  • Determine best approach for the
  • rganization (i.e.: nomination by supervisor,

nomination by peers, self-nomination, etc.)

  • Seek candidate (potential successor) profile
  • Summarize succession pool candidate list

for each position * Case Study Application: University of Tennessee Health Science Center

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Engagement… How difficult is it to assess candidate proficiencies?

a) Very difficult b) Moderately difficult c) Moderately easy d) Very easy e) I prefer not to respond

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Step 5: Competency Assessment of Potential Successors

  • Establish approach to assessment (Who will

assess?)

  • Assess each candidate on current proficiency of

each competency identified for the position in Step 3

  • Compare multiple candidates for same position on

competency proficiency

  • Prioritize development of candidates based on

resources available * Case Study Application: University of Tennessee Health Science Center

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Step 6: Create PS Individual Dev’t. Plan (IDP)

  • Create individual development plan (IDP) for each potential

successor

  • Ensure IDP focused on competency enhancement for core

competencies and position-specific competencies below Desired

  • Keep simple – 1-3 development actions to start, then add as

needed

  • Development actions include mentoring, coaching, training,

work assignments, etc. that help enhance the competency desired * Case Study Application: University of Tennessee Health Science Center

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Engagement….Why is the IDP so important to SP?

a) Focuses development on key competencies b) Links development to performance c) Helps assess talent pipeline investment d) All of the above e) I prefer not to respond

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Step 7: Periodic Review of Actions

  • Establish a plan for reviewing IDP

completions/ development of readiness

  • Establish a plan for reviewing the

succession planning process outcomes

  • Plan for milestone celebrations

* Case Study Application: University of Tennessee Health Science Center

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Key Observations

  • Movement is a dependency for opportunity
  • Real excitement about being developed
  • Stronger engagement due to development

investment

  • Succession Planning w/ IDP applied to new

Executive Leadership Institute

* Case Study Application: University of Tennessee Health Science Center & System-wide Administration

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7-Step SP Model UT Case Study Q&A

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Acknowledgement/References

UT acknowledges OliverGroup, Inc. for method and materials consulting: https://olivergroup.com/service-lines/growth-strategy/succession-planning-2/ Gale, S.F.; 2013. Succession planning roadmap. Workforce Management. Patton, C.; 2013. Higher ed succession planning: Who will follow the leader. University Business, September 2013. https://www.universitybusiness.com/article/higher-ed-succession-planning-who-will- follow-leader Goldsmith, M.; 2009. 4 Tips for efficient succession planning. Harvard Business Review. Witt/Kieffer; 2008. Succession planning takes hold in higher education. http://www.wittkieffer.com/file/thought-leadership/practice/Education%20Succession%20Planning.pdf Rothwell, W. L.; 2005. Effective succession planning: Ensuring leadership continuity and building talent from within – Third Edition. American Management Association; New York, NY. Rothwell, W. L.; 2001. Effective succession planning: Ensuring leadership continuity and building talent from within – Second Edition. AMACOM; New York, NY. https://en.wikipedia.org/wiki/Succession_planning Witt/Kieffer; 2008. Succession planning takes hold in higher education. http://www.wittkieffer.com/file/thought-leadership/practice/Education%20Succession%20Planning.pdf

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Thank You!

  • Dr. Chandra Alston calston@uthsc.edu
  • Dr. Ron Tredway rtredway@tennessee.edu

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Thank You! Who? No Seriously, Who? Implementing Succession Planning in Higher Ed

October 1, 2019

Sponsored by