mentoring and the success in succession planning

Mentoring and the “Success”

in “Succession Planning”© Insala All Rights Reserved 2014

AgendaSuccession Planning vs. Succession Development1

2

3

4

Why Invest in Succession Development?

How Can Mentoring Assist?

Best Practices for Putting “Success” in “Succession Development”5

Case Study: No Succession Pipeline

© Insala All Rights Reserved 2014

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Your First Mentoring Program:

The Fear-Free Approach

Tuesday, May 2012-1pm ET / 5-6pm UK


SaaS TECHNOLOGY

TRAINING

CONSULTING

SUSTAINABILITY


Succession Planning

SuccessionDevelopment

VS.


1. Reactive vs. Proactive

2. Guesswork vs. Certainty

3. Potential vs. Proven Ability


Why Invest in

SuccessionDevelopment?


“Yesterday we thought the future was a long way off. Now it’s here and we aren’t ready – we don’t have leaders or successors developed. We can’t let that happen again!”

1. Your ability to stay in business depends on your successors who are skilled and ready to lead the moment they take their new role.


“We need to develop our leaders and high-potentials - before our competition does!”

2. Your ability to be competitive depends on your leaders’ ability to be agile in your market and industry.


How Can

MentoringAssist?


1. Develops ahead of time and just-in-time

2. Uses organizational experience to support – and Supports with organizational experience

3. Goes beyond the classroom


Enable navigation of organizational culture specific to department, group, and/or team

Engage employees around their personal development at your organization


Case Study


Case Study: No Succession Pipeline

“Yesterday we thought the future was a long way off. Now it’s here and we aren’t ready – we don’t have leaders or successors developed. We can’t let that happen again!”


• Skills/competencies necessary for the future were identified

• Assessments were used to determine skill/competency gaps

• Mentors were qualified based on the organizational leadership skills/competencies required for the future as well as their understanding of the organization’s culture

• Identified individuals were assigned a mentor based on their skill/competency gaps

Case Study: Solution


32% of Hi-Potentials moved into more senior level leadership roles

Training expenditures were reduced

Results of employee surveys indicated:• Higher levels of employee engagement• More job satisfaction

Key benefits included:•Learning more about the practical application of skills learned in real world situations•Better understanding of what’s required to transition to a bigger role

Case Study: Results


Best Practices:

Development

Mentoring for

Succession


Focus on specific candidates

Train participants in

their roles


Uniteyour program and

organizationalobjectives

Final Thoughts1. Be proactive and not reactive when it comes to

succession planning by developing successors before they take on their new role.

2. Take organizational culture and not just skill set into account when planning developmental strategies.

3. Don’t just stop at developing your successors –

engage your successors.

4. Develop your lower levels as well as your top levels to be successors.


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