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Succession Planning

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  1. Succession Planning Ensuring Continued Success for Your Chapter Ray Scott, CFPIM, CIRM President, APICS – St. Louis Chapter

  2. What is it? Why do you do it? What do you do? How do you do it? When do you do it? Who does it? How do we implement a plan? Succession Planning

  3. What is it? A process to identify and develop people with the intent to fill key leadership positions within the Chapter Effective Succession Planning concerns itself with building a series of feeder groups up and down the entire leadership pipeline The succession plan helps appoint new directors quickly in a structured manner, allowing the Board to continue its business without disruption, meeting any business challenges that are encountered. Succession Planning

  4. Why do you do it? One of the key roles of any nonprofit Board is to continually ensure that it has the right set of skills, talents and attributes represented in its Board members. There is an increasing demand for highly qualified, dedicated, conscious, and aware professionals who truly add value to the organization. Failure to attract these people to the Board can lead to poor results, lack of direction, disillusioned Boards, puzzled stakeholders, and even the demise of the organization. Succession Planning

  5. Ensures the continued success of your APICS Chapter. Provides support for new and returning Chapter officers. There must be a commitment to the process to help create opportunities for future leaders. Succession Planning

  6. Do we have a formal approach to Board succession planning? Does it cover multiple years? Have we agreed on our required Board Skills, Talents and Attributes? Do we have agreed strategies for identifying potential directors? What role should our President have in Board succession planning? How do we attract high quality directors to our Board? Questions To Ask About Board Succession Planning

  7. Each chapter has in common the same basic requirements and expectations from APICS Corporate Each chapter and the community it serves also has its own unique advantages& challenges due to: Locale Membership Industries served Government Other local factors Succession Planning

  8. What do we need to do? Focus on Policies, Procedures and Practices - Not Personalities Establish Succession Planning as a key Board activity Succession Planning is the responsibility of the Chapter leaders - not the members Succession Planning

  9. How do we do it? Key questions to be asked include: What are the skills, talents and attributes that our chapter requires? How well are these requirements being met by our current leadership team? What additional skills do we need to recruit and/or develop? What people or sources can we use to address the gaps? Succession Planning

  10. The APICS Chapter Strategic Plan can provide guidance The vision and mission of APICS The mission of your Chapter (what you intend to accomplish) What is needed and feasible with respect to your members Key areas of focus for your Chapter Succession Planning

  11. Once you know the way – how do we get there ? How do we attract the right people to our Board? . Ideas – best practices…? Succession Planning

  12. When do you do it? Start planning now – it’s never too early Do not wait until the end of your term Succession Planning should carry through from year to year Succession Planning

  13. Who does it? The responsibility for succession planning often falls to a specific Board committee. Typically, this committee is responsible for: Developing a continuous list of eligible Board candidates Interviewing potential candidates Recommending candidates to the full board Ensuring each new Board member receives proper induction and training. Succession Planning

  14. Who do we include in our search? Active members New members Highly motivated students Academic professionals Recently certified members Succession Planning

  15. What do we do now that we have a plan? ThePresident must be ready to step aside and allow the successors to take over. Some chapters create a ‘Senior Advisor’ role. This allows the new president to have a resource when they hit a tough patch. In some chapters, the ‘Past President’ is a formal board position that serves the same role. Continue to move Board members through different roles to prepare them. Succession Planning

  16. Foundation & Execution Monitor & Evaluate Select High Potential Candidates Identify Key Positions and Competencies Implement Training & Development Activities Recruitment and Motivation Identify Needed Skills

  17. Conscious Governance, Nonprofit Strategic Planning for CEO's, Executives, and Nonprofit Boards http://www.conscious-governance.com Tips for Efficient Succession Planning http://blogs.hbr.org/goldsmith/2009/05/change_succession_planning_to.html\ APICS http://media.apics.org/cbox/Chapter_Leaders/StrategicPlanningHandbook.pdf Succession planning http://en.wikipedia.org/wiki/Succession_planning How to do Succession Planning – Sherri Mazurek http://managementhelp.org/staffing/succession-planning.htm Form a business succession plan in seven steps - Gregory K. Amundson http://www.bizjournals.com/louisville/stories/1997/05/19/smallb6.html?page=all Sources of Information

  18. What questions or concerns do you have?