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Build over Buy: Accelerating Internal Readiness to Close Succession Gaps

Build over Buy: Accelerating Internal Readiness to Close Succession Gaps. Jeremy Braidish VP, OD&L and HR Strategy . Succession Depth – The Problem Statement. * = Diversity Talent. Project Scope. Objective Ensure sufficient succession depth for the key leadership positions

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Build over Buy: Accelerating Internal Readiness to Close Succession Gaps

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  1. Build over Buy: Accelerating Internal Readiness to Close Succession Gaps Jeremy Braidish VP, OD&L and HR Strategy

  2. Succession Depth – The Problem Statement * = Diversity Talent

  3. Project Scope Objective • Ensure sufficient succession depth for the key leadership positions Expected Outcomes • Job profile for success in key leadership positions • At least 2-3 “Ready Now” successors identified and validated for the key positions or specific plans to source additional candidates from outside • Talent assessment conducted on each potential successor to identify gaps • Robust development plans in place for each potential successor to increase readiness for leadership positions

  4. Building the Success Profile • Coordinated a cross functional interview slate to build the exemplar profile. Slate included leaders from the following areas: • Engineering/R&D • Business General Managers • Sales • Marketing • Human Resources • Integrated Supply Chain (Manufacturing)

  5. Interview Questions • What knowledge or skills do you think are critical for success in the roles? • What behaviors or leadership traits are critical for the success in the roles? • Think about yourself and/or a successful individual in the role. What makes you/them successful? • What proven experiences are critical to have for this role to establish credibility and drive results? • How do you and/or a successful leader interact with key stakeholders (e.g., communication, decision-making, influencing)? • How does a successful individual resolve conflict when it exists? • Are there any changes you see with this role that would change the profile for the job in the future? What are they and how would the requirements change? • From your perspective, what potential successors do we have in Honeywell who have these qualifications? Do you have any thoughts on what they’d need to develop to be successful in this role?

  6. General Observations • Leadership: • All recognize gaps on succession plans • Sponsorship by leadership viewed as critical • Perception by some that more focus is needed across regions and on managerial effectiveness skills • Gaps/Culture: • Many experienced leaders have great depth in particular discipline but few with broader GM capabilities. • Some successors, although having potential to scale, may not be interested in broader leadership role. • Succession Forecast: • No clear successor for some key leadership positions as roles are defined today; some potential successors have been identified but are 2-3 years out from Ready Now. • Must determine how to effectively retain potential successors

  7. Core Competency Gap Analysis

  8. Core Competencies Identified • CUSTOMER FOCUS (9) Recognizes that we need to think from the outside in in order to grow and that the customer is the cornerstone of our success. Does a superb job for customers every day in quality, delivery, value, and technology; • PEOPLE MANAGEMENT (19) Effectively manages resources by attracting, developing, and retaining talent; engages the organization through approachable and accessible style; • TECHNICAL BREADTH (17) Is capable and effective in technical skills. Remains aware of advances and current thinking in their field; • ABILITY TO INFLUENCE KEY STAKEHOLDERS (17) Effectively manages key stakeholders in and outside of the organization; develops and maintains solid relationships needed to be successful; • GLOBAL EXPERIENCE (16) Views the business from all relevant perspectives and sees the world in terms of integrated value chains; • BUSINESS ACUMEN (13) Knows how the businesses work; is knowledgeable about current information affecting the businesses including the markets, industry, and competition; • OPERATIONAL EXCELLENCE (10) Effectively manages the organization’s operations to meet customer commitments and operational objectives; • ENTREPRENUERIAL STYLE (10) Demonstrates creativity and ability to innovate; shows passion and commitment to growing the business; • INTEGRATIVE THINKER (9) Demonstrates ability to assimilate various and conflicting information or opinions into a well-considered decision; (##) reflects no. of respondents referencing this dimension

  9. Candidate Profiles Candidate A Candidate B Developmental Needs Business Savvy Entrepreneurial Style Global Mindset Action Plan Coaching and participation in SBU roadmaps Brno assignment Training and goal setting Overall Fit: 77.7% Developmental Needs Assertiveness Strategic Orientation Action Plan Coaching and 360 feedback to increase assertiveness Training and participation in strategic task teams Overall Fit: 71.9% Note: Overall Fit - % of possible ratings including all 9 competencies with double weighting for People Mgmt, Technical Breadth, Stakeholder Influence, Global Experience, Customer Focus, Business Acumen

  10. Development Planning

  11. Assessment/Succession Analytics

  12. Q&A

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