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Organizational Succession Planning Board Discussion Framework. Succession Planning Program 2007. Objectives . Meeting Objectives: Prepare for critical short-term and long-term senior staffing needs at the organization

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Organizational Succession Planning Board Discussion Framework


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Organizational Succession Planning

Board Discussion Framework

succession planning program 2007
Succession Planning Program 2007

Objectives

Meeting Objectives:

  • Prepare for critical short-term and long-term senior staffing needs at the organization
  • Establish an executive succession planning process for the organization that will address the CEO, and key senior executive positions
  • Consider the roles of the Board and senior management in the process
  • Discuss how the succession planning process might work
  • Discuss Board committee expectations for succession planning at lower levels in the organization

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succession planning program 20073
Succession Planning Program 2007

Succession

Planning

Program

Elements

  • A statement of the program objectives, linked to the present and future strategic needs of the organization
  • A list of positions and/or persons covered in the program
  • A systematic process for succession planning program management, including accountability for program management
  • A detailed description of the desired qualifications and requirements (competencies) needed for each included position
  • Ready and forward replacement plans for each position
  • Individual assessment and development plans for each executive
    • Development in current position
    • Future potential
    • Action planning for future positions
    • Retention planning

(may also include forward replacements at lower than SVP levels)

  • Integration with the performance management program

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succession planning program 20074
Succession Planning Program 2007

CEO

Succession

Planning

Approach

For

Discussion

Developing a succession plan for the CEO position requires a process that involves both internal and external stakeholders. A possible approach includes the following following steps

  • Establish a project working group drawn from critical stakeholders; develop a time line and assign project accountabilities
  • Identify and interview key stakeholders, including Board members, the CEO, other key internal executives, thought leaders, industry experts, etc.)
    • Develop an interview protocol that focuses on the role of the CEO and the critical success factors for the position relative to the strategic objectives and mission of the organization
  • Present findings to the project working group which will develop draft position requirements
  • Present draft position requirements for discussion and review to the Board committee
  • Create a process for identifying internal candidates and external sources
  • Develop a plan for interim succession if circumstances require

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succession planning program 2006
Succession Planning Program 2006

Key Executive

Staff

Succession

Planning

Approach

For

Discussion

The following steps outline how it might be done.

  • Establish the roles of the Board committee, CEO and executive staff
  • Establish a project working group of the organization executives, as well as a process, a time line, and accountability for project management
  • Identify and interview key stakeholders for information about each position, including the CEO, position incumbents, and others (such as Board members, peers, subordinates, external customers.)
  • Develop an interview protocol that focuses on the role of the position and key success factors relative to the strategic needs of the organization and critical success factors
  • Present findings and draft position requirements to the project working group
  • Refine the position requirements
  • Establish a process for identifying and assessing ready and forward replacements for each position.
  • Create assessment and development plans for each position
  • Develop individual assessment and development plans for each ready and forward replacement
  • Develop a system to manage the process
  • Develop a process for reporting to the Board committee on the system and its progress

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succession planning program 20066
Succession Planning Program 2006

Why do

Succession

Planning

Programs

Fail?

  • Lack of a formal management succession planning process in place
  • Lack of commitment from top management and/or the Board
  • Lack of resources for mentoring, development, and training
  • Over design – too many forms and time demands
  • Lack of integration with other processes

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