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Succession Planning: 2 perspectives. Presented by: Tom Kristoph, PRI/Brooks Automation Vickie Smith, Timberland. Career & Succession Planning PRI/Brooks Automation. How Did We Get Here?. Managers ask “ what does the company expected of me”?

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Succession planning 2 perspectives

Succession Planning:2 perspectives

Presented by:

Tom Kristoph, PRI/Brooks Automation

Vickie Smith, Timberland

Career & Succession Planning

PRI/Brooks Automation

How did we get here
How Did We Get Here?

  • Managers ask “ what does the company expected of me”?

  • CEO defines “manager expectations” for Manager Survival Skills Program

  • CEO completes leadership benchmark questionnaire

  • Executive team completes leadership benchmark questionnaire

  • The results are in!

Pri leadership practices




Results oriented







PRI Leadership Practices

Brooks leadership practices




Results oriented






Brooks Leadership Practices

Why do this
Why Do This?

  • Identify company specific leadership behaviors required for success

  • Create a foundation for developing & retaining our current and future leaders

  • Provide a comprehensive development & feedback process for our leaders

  • Serve as a public statement to our managers, employees, customers & shareholders on the behaviors we expect from our leaders


Our leaders have a sense of direction that goes beyond today’s agenda; they understand the long range & big picture implications of their decisions; they plan and anticipate needs and outcomes; they understand the interdependence and impact of their decisions on other organizations

Potential Benefits

Potential Risks

Long-range, multi-year vision

Thinks in advance of the competition

Able to visualize a fresh future state

Helps others to see their roles in the big picture

Sees the connections between today’s realities and tomorrow’s results

Has breadth but not deep, analytical, problem solving

Sets unrealistic goals

Vision may not align with current company priorities

Seen as out of synch with current realities

Needs to surround self with & listen to other perspectives

Sends people off in too many directions


Our leaders take the initiative; focus on producing high impact, profitable results; they anticipate and move quickly; they are flexible, agile and highly opportunistic; they stay close to the action and have immediate impact on the big picture

Potential Benefits

Potential Risks

Practical, common-sense approach

Gets things done

Moves quickly to exploit opportunities

Close to the action/customer

Not bound by methods and procedures

Short-term focus balanced with long-term, innovative visioning

Keeps close personal eye on things.

Becomes overextended

May “do” at the exclusion of manage/lead”

Confuses activity with results

Jumps in prematurely; seen by others as micro-managing

Appears arbitrary and lacking in-depth thinking

Others get confused on their roles/responsibilities

Operates as a “model” not a “mentor

Leadership practices next steps
Leadership Practices: Next Steps

  • Communication

    • Company meetings

    • Web Site

    • Public statements

    • Box lunches, coffee w/CEO

  • Recognition & reward

    • Performance management

    • Public recognition

    • Merit/bonus awards

Leadership practices next steps1
Leadership Practices: Next Steps

  • Hiring

    • interview questions

    • interview feedback forms

  • Development & Feedback:

    • Executive 360/Self Assessments

    • Leadership Training

    • Key Talent Development

    • Career & Succession Planning

Career succession planning what is it
Career & Succession Planning - What is it?

  • A process to enhance the commitment, contributions & retention of People

  • A process to select and develop employees for key positions

  • A plan to ensure leadership talent and bench strength to keep pace with business growth

Career succession planning why do it
Career & Succession Planning - Why do it?

  • Our growth and success depends on having the right people committed & ready to take on leadership roles

    • Having “bench strength” ensures coverage and depth for current key positions

    • Having a “key talent pool” provides organizational agility/flexibility to take advantage of new opportunities

Career succession planning
Career & Succession Planning

1. Approach: Simple & Elegant

  • what do we need, what do we have, what do we do to close the gap

    2. Scope: Phased

  • start with VP level positions and top 20%

Career succession planning1
Career & Succession Planning

3. Linked with Other Business/HR Systems:

  • Business/Budget Planning

  • Staffing

  • Performance Management

  • Retention/Reward Programs

  • Leadership Development Programs

    • Leadership Practices & LEA 360 Assessments

    • Key Talent Program

    • Leadership Development & Training Programs

      • Manager Survival Skills

      • Leadership Training

Career succession planning2
Career & Succession Planning

  • Select the VP Level Positions in the organization, including your own

  • Define the “Success Criteria” for each position

  • Identify key people as “back-ups” with “readiness levels” & “at-large” candidates

  • Establish action plans, staffing plans, and development plans to ensure depth

( )

( )







( )

( )

Career & Succession Planning - Key Position Replacement Plan



Time in Job


( )

( )

( )

( )


  • you are not obligated to stay

    within your own organization

    in identifying backups

  • an individual may be a back

    up to more than one position

  • individuals can be identified

    as back up to different positions

    by varying readiness codes

  • back up may be “external hire”

Readiness Codes:

  • Now ( 1 )

  • 6-12 months ( 2 )

  • 1-2 years ( 3 )

  • 2+ years ( 4 )


_____________( )

_____________( )

_____________( )

_____________( )

_____________( )

Career & Succession Planning - Position Profile

Date____ Position_________________

Reports to:_______________________

Probability of position opening within next year? H__M__L__

within two years? H__M__L__

Key Success Criteria

PRI Leadership Practices (check MOST important) Job/Industry Specific Requirements

___Aggressive ___Empathy 1.

___Strategic ___Consensus 2.

___Innovative ___Empowerment 3.

___Results ___Challenge 4.

___Tactical ___Passionate 5.

Incumbent Name_______________Time in Position_________

Strengths Development Needs

Development/Action Plan

Backup Name____________

Current Position__________

Strengths: Development Needs:

Development Plan:

Backup Name____________

Current Position__________

Strengths: Development Needs:

Development Plan:

Career & Succession Planning - Employee Profile

Date__Name_____Joined PRI___Current Position____Department____Location___

Position(s) Identified as Backup For Readiness Incumbent

_________________________ Level ( ) ________________


_________________________ Level ( ) ________________

Major PRI Responsibilities/Significant Accomplishments:

Short/Long Term Career Goals: Willing to Relocate? Y__N__

Demonstrated Strengths:

PRI Leadership Practices Job/Industry Specific Requirements

___Aggressive ___Empathy 1.

___Strategic ___Consensus 2.

___Innovative ___Empowerment 3.

___Challenge ___Results Oriented 4.

___Tactical ___Passionate 5.

Development Needs: (Leadership, Technical, Industry, etc.)

Development/Action Plan

Career succession planning3
Career & Succession Planning

  • Keep it simple

  • Be Tactical & Strategic

  • Act today; plan for tomorrow


  • Timberland’s global Leadership & Talent Review (LTR) process was created in 2003 to provide a cross functional review of organizational talent.

  • The process creates a forum for leaders of the business to ensure alignment of people resources against strategic intent to drive business performance.

  • Right People….Right Time….Right Role.


Lack of succession planning presented four risks to the enterprise:

  • Readiness Risk: Risk of underdeveloped successors

  • Transition Risk: Risk of poor assimilation of talent into the Organization

  • Portfolio Risk: Risk of poor deployment of talent against business goals

  • Vacancy Risk: Risk of critical leadership positions being vacant

Four Key Objectives of the LTR Process

Identify and assess our internal bench strength

Drive Leadership development

Recognize opportunities to strengthen organizational diversity

Establish opportunities for broader internal succession across the organization (lateral depth and breadth)

Overview of the LTR Process

Organizational Analysis

Competencies Assessment

Leadership Assessment

Bench Strength

Diverse Talent

Overall Talent Assessment

Succession Planning

What we look for:

  • Individuals who have potential for significant growth

  • Exhibit high performance in new & different situations

  • Have a demonstrated track record of building and fostering collaborative relationships

  • Possess leadership potential with a willingness to take risks while exhibiting in all interactions our core values

Selection components

Talent Planning Methodology

Selection components:

An individuals experience

Languages and mobility

Career Interests

Performance History

Strengths and Development Opportunities

Potential, readiness & risk

Defined success factors

Shared values

Strong brand affiliation

Organizational Analysis

Identify organizational issues that are hampering the organization from forward progress that may include skill gaps, talent mix/balance and key strategic business imperatives.

Bench Strength

Positions vs. People:

  • Require scarce skill set

  • Integrally involved in delivering products or services

  • Are in high demand by competing organizations

Leadership Assessment Summary

Exceeds Standard




Exceeds Standard




Talent Planning Methodology

Tailored individual development plans include:

  • Hogan Personality Assessment

  • Business events (Sales Meetings, Factories, Analyst calls, etc)

  • Internal Development Coaching / Reading

  • Feedback on observed behaviors

  • Cross-functional team projects

  • Academic / Workshops