The Baby Boomers are Retiring!Do you have a Succession Plan?Speaker Name: Elaine JohnsSpeaker Title: President/CEO, EnerVision, Inc.

Objective Today

What is Succession Planning?

Why is it needed?

What is the process?

Case Study

2

What is Succession Planning?

Succession planning is a process for identifying and developing internal people with the potential to fill key business leadership positions in the company

-Wikipedia

3

What is Succession Planning?

Succession planning is a process for identifying and

developing internal people with the potential to fill

key business leadership positions in the company

-Wikipedia

4

Why is Succession Planning Needed?

Succession planning influences a companys recruitment and training processes: Recruit great employees

Train & mentor them for the good of the company

Prepare them to be potential leaders in the company

5

Why is Succession Planning Needed?

Source: The Future of Work: 2020 Workplace http://www.slideshare.net/Rypple/karie-willyerd-webinar-2020-workplace

6

What is the Process for

Succession Planning?

Identify At Risk Employees and the Organization Critical Positions

Assess current employees and formulate potential successors list

Develop mentoring and training plans

Design transitional organizational charts under different scenarios

Articulate a communications plan

Implement the plan (mentoring/training plans)

Update its a living document

7

Identify At Risk Employees and the

Organization Critical Positions

At-Risk Employee (ARE)Any valued employee who would leave the company vulnerable if he/she

vacates his/her position (retirement, recruited, hard to replace).

Organizational Critical Position (OCP)Any position that, if vacated, would not be absorbed into other roles and

would need to be filled asap.

8

Assess Current Employees &

Formulate Potential Successors

Supervisory assessments

Personality / skills assessments

3rd party interviews

Make sure you go through the entire organization Diamond in the rough

Ultimately, develops the Potential Successors list

9

Develop Mentoring / Training Plans

for Each Potential Successor

Define goals and timetable

Assign mentor

Define specific training needs

Set-up check point meetings

10

Design Transitional Organization

Charts

Scenarios

Planned Retirements

Lottery Winner

Others

11

Articulate Communications Plan

12

Senior Management

Mentors

Potential Successors

Entire Organization (if desired)

Key Points

The Plan is only as good as your implementation

ROI Youve invested a lot of time and money in developing the

plan a positive ROI results from implementation of the plan

Living document Current assessments on employees also aid with the

performance management processes

13

Case Study

Electric utility with 125 employees

Senior management in 50 55 age range

Next level in 30 35 age range

Lower levels - lots of Millennials

14

Case Study

Electric utility with 125 employees

Senior management in 50 55 age range

Next level in 35 40 age range

Lower levels - lots of Millennials

15

Case Study

# At-Risk Employees (AREs) 28

# Organizational Critical Positions OCPs - 27

16

Skills Assessment

Senior Staff Assessment

17

Lowest Low LowMid HighMid High Highest

GENERAL REASONINGLearns Slowly

8, 6, 7 3, 2 1, 5, 4GENERAL REASONING

Learns Quickly

ASSERTIVENESSFollows DirectionSpeaks Indirectly

Avoids Confrontation

3 8, 4, 2,7 1, 6, 5

ASSERTIVENESSGives DirectionsSpeaks Directly

Handles ConfrontationRULES

Seeks ChangeAdapts to Situations

Sees Need for Exceptions

1, 6 8, 5, 4, 2 7 3

RULESSeeks Stability

Follows the RuleSees Need for Compliance

DETAILSPoor OrganizationReacts to Events

Loose Time ManagementLoose With Details

1 8 3, 2 6, 5, 4, 7

DETAILSWell Organization

Plans to EventsGood Time Management

Good With Details

SENSITIVITYRelaxed Sense of Urgency

Tough-mindedInsensitive

7 1, 6 5, 2 8, 4, 3

SENSITIVITYExtreme Sense of Urgency

Emotionally SensitiveEmpathetic

PEOPLEReserved

Listens More Than TalksEmotions are Inside

4, 3, 2 1, 8, 5 7 6

PEOPLEOutgoing

Talks More Than Listens Shows Emotions

TEAMSelf Comes First

Needs RecognitionVery Competitive

1, 5, 4, 2, 7 8 6 3

TEAMTeam Comes First

No Recognition NeededNot Competitive

BestWork DATAAssessmentWhat

A simple 25 minute online experience, BestWork DATA measures the hard-wired traits and abilities that determine how a person thinks, learns, and behaves. The importance for you is that these same factors determine how a person delivers specific job behaviors or if they can deliver them.

Test Structure

18

Third Party Interviews

Sample Questions - Senior Staff

1. What is your greatest strength, and how do you take full advantage of it?

2. What would you say your weaknesses are?

3. What is your least favorite part of your day?

4. Describe what you have done to keep focused on corporate strategic

goals while managing your short-term objectives.

5. How would your staff and colleagues describe your leadership style? Give

an example.

6. Can you describe a time when there was a conflict on a project or task?

What was your role and how was the conflict resolved?

7. When you work in teams, what is the typical dynamic? What role do you

usually take?

19

Third Party Interviews

Sample Questions - Other Staff

20

1. What skills or tasks do you enjoy using the most and why?

2. Describe how you set long-range goals for the company, department , or

team. How do you track progress toward these goals and measure the

results?

3. What personal and professional goals would you set for your self? What are

your career aspirations? What do you need to help you reach those goals?

4. What would you say your weaknesses are? What is your least favorite part

of your day to day? What types of tasks would you not enjoy doing?

5. Do you prefer to work independently or on a team?

6. What do you do if there are multiple ways of approaching a problem on a

team? How do you decide which approach to take or decision to make?

Potential Successors

28 identified out of 57 assessed

All levels of organization

Target potential successor(s) for every OCP

21

Mentoring / Training Plan

Target gaps and weaknesses

AREs are potential mentors/trainers

22

Sample Mentoring / Training Plan

Mentoring/Training Plan for: _________________________

Mentee: ___________________ Mentor(s): _____________________

1. Structure:a) POC Mentor _____________________b) ________ to coordinate rotation with other departments as appropriatec) Group mentoring meetings to include other staff

2. Objectives for Mentee (as defined by CEO, Exec Staff, Mentor)a) Skills or training needed

i. Self-motivation and follow through of assigned tasksii. Leadership and Motivational skills

iii. Planning and Decision-Making skills

iv. Communication skillsv. Interpersonal skills

b) Exposure to new experiencesi. Cross-train with other departments to get rounded understanding of OREMCii. Create opportunity to lead projects or work on/create special projects

iii. Cross-train with other IT staff

c) Establish required internal and external relationshipsi. Cross-train with other departments to establish new professional relationships

d) Strengthen identified weaknessesi. Discuss task urgency during mentoring meetings to find solutions

23

Sample Mentoring / Training Plan(contd)

3. Schedule of periodic meetings between Mentor/Menteea) Initial Meeting Date: ______________b) Planned Meeting Schedule: ______________ (e.g. meet every month)c) Rotation Schedule: ______________ (e.g. rotate every 6 months)d) Initial Group Meeting Date (as applicable): ______________e) Group Meeting Schedule (as applicable): ______________

4. Mentoring/Training outline for rotation training:a) Shadowing

i. Discuss and watch the Mentors activities

ii. Listen in on meetingsiii. Review mentors work and ask questions

iv. Learn about/meet key working relationships

b) Assistancei. Mentee to assist in activities with Mentor at mentors direction

ii. Share work or take on small roles

iii. Participate in meetingsiv. Interact with working relationships

c) Identify training neededi. Mentor to begin/continue identifying specific trainings needed to gain skillsii. Mentor to identify specific workplace experiences/meetings/conferences for the Mentee to participate

iii. Schedule specific skills trainings (internal and external as appropriate)

d) Rotate to next cross-train department mentor, designated by POC Mentor

24

Transitional Organization Charts

25

*Those identified in Step 1:

OCP: Organization-Critical Position

ARE: At-Risk Employee

Transitional Organization Charts

26

Transitional Organization Charts

27

Summary

What is Succession Planning?

Why is it needed?

What is the process?

Case Study

28

29

THANK YOU!

Elaine JohnsPresident/CEO

4170 Ashford Dunwoody RoadSuite 550

Atlanta, GA 30319678-510-2910 (office)

elaine.johns@enervision-inc.com

30