继任计划SuccessionPlanning

1、jimmy duncan, sphrworkforce planning & employee developmentq the scana profileq why “developing our people” is a business imperative q the business case for ensuring leadership continuityq scanas holistic approach to developing leadersq scanas succession planning modelq scanas leadership develop

2、ment model the art of effective leadership at scana portfolio of developmental tools leaders role in developmentq results assessment q $9 billion fortune 500 company q southeastern business markets (ga/sc/nc)q headquartered in columbia, south carolinaq 8 major subsidiaries (energy related businesses

3、)q sce&g serving south carolina for 156 yearsq 557,000 electric customers & 1 million gas customersq total scana workforce: 5800 employees (12/31/05)q workforce growth trend:avg. growth rate of 2%q avg. annual turnover: 5.2 (lower than utility industry average)q avg. years of service: 14.5 y

4、ears q avg. age of employees: 44q % of workforce over 40:70 %q employee retirements: 1% annual avg.q avg. age of new hire: 34 vision statementto ensure that scana will, on an on-going basis, have the right people with the right skills in the right position available at the right time to meet organiz

5、ational needs. workforce planning & workforce planning & employmentemployment missionwe will proactively conduct workforce planning activities that anticipate and plan for changes in the workforce composition, and through effective employment processes ensure the availability of qualified ta

6、lent to meet scanas business needs. employee developmentemployee developmentmissionwe will proactively deliver learning options that are geared toward enhancing employee knowledge of essential competencies, leadership skills, and organizational effectiveness to ensure scanas on-going success. develo

7、ping our peopleworkforce planexcellence in customer servicecost-effective operationsprofitable growthbusiness targetwhat are we trying to achieve?who completes the business activities?the “people plan” enables our business plan“leadership continuity is a business imperative”q mcdonalds corporation c

8、eo (jim cantalupo) dies unexpectedly (april 2004)q harley davidsons ceo (jeff bleustein) steps down, but will remain as chairman (december 2004)q boeings ceo (harry stonecipher) is ousted amid improper conduct charges after just 15 months in position (march 2005)q disneys ceo (michael eisner) to ste

9、p aside in september 2005 instead of september 2006 (march 2005)business leadership success formulaq “leadership is the catalyst that delivers organizational success”q “leadership continuity is the key for ongoing success (business imperative)why is succession planning important to scana?q our busin

10、ess model has changed (business vs. operational emphasis)q 15% of all scana employees are formal leaders (832 of 5600)q 42% of our leaders will be retirement eligible over the next 10 yearsq key organizational question: where will the next wave of leaders come from?q to meet this need, a formal appr

11、oach to developing our leaders has become a top priorityq key challenge: the current workforce pipeline demographics mirror our leadersq laser-like focus on leadership development is imperative to scanas continued successtotalstafftotal retirement0-5 years6-10 years11-15 yearsexecutives764581621mana

12、gers 304129196050supervisors ii26312684969supervisors otals:82137448156172targeted exits at key leadership levelsaverage age and service overviewjob groupaverage active employee ageaverage active employee serviceofficials and executives48.119.8professionals44.514.5technicians44.315.3sal

13、es workers46.415.4office & clericals40.39.4craft workers43.816.1operatives40.910.0laborers44.614.0service workers42.95.9average 43.814.5subsidiaryaverage active employee ageaverage active employee servicescana services42.311.1sce&g 45.017.2sc pipeline44.615.4scana communications42.94.6servic

14、e care34.86.3scana energy marketing41.86.3psnc energy43.514.7primesouth43.85.4average43.814.5increased leadership effectiveness in current roleincreased capability or readiness for greater leadership responsibilitycurrent and emerging succession planning leaders candidatesthe success formulasuccessi

15、on planning without the proper execution of leadership development is just replacement charting. to be effective, these two separate systems must be highly integrated and the success criteria must be aligned to deliver targeted results.scanas approach to developing leadersapril, 2006“any effort desi

16、gned to ensure the continued effective performance of an organization, division, department, or work group by making provisions for the development, replacement, and strategic application of key people over time”(ken rothwell, how to develop leaders)q provide leadership continuity to scana and its s

17、ubsidiaries.q identify key leadership positions that are critical to scanas success.q identify individuals who are potential candidates for key leadership positions or have the potential to assume greater leadership responsibilities.q develop succession planning candidates to realize their full lead

18、ership potential and to be considered for appropriate key leadership positions across scana.q encourage the movement of individuals from one part of the business to another to fill key leadership openings.q an increased number of succession planning candidates who assume key roles identified in succ

19、ession plans.q a shorter period of vacancy in succession plan key positions.q a higher percentage of succession plan key positions filled internally.q an increased number of succession plan key positions that have named candidates on a replacement chart.q an increased number of succession plan candi

20、dates with a “ready now” status.q an increased number of succession plan candidates who move to higher levels of readiness.q an increased retention rate for succession plan candidates.q succession plan candidates are told that they are seen as individuals who have the potential to assume greater lev

21、els of leadership responsibility not specific positions.q no guarantees are made to succession plan candidates that they will be selected for open key leadership positions.q replacement chart and high potential candidates identified.q business area senior leaders own talent profile sheet data this i

22、s not shared with succession plan candidates.q development plans are created with all succession plan candidates focused on increasing readiness and/or promotability.q optional developmental assessments are available to assist in creating development plans.step 1 identify key positionsstep 2 identif

23、y succession planning candidatesstep 3 discuss succession planning candidatesstep 4 create succession plansstep 5 create development plansstep 6 implement and monitor plansstep 1: identify key positionskey position: a position of formal leadership that is determined to be of primary importance due t

24、o to: retirement risk difficulty in filling position impact to areas business plan / strategic plan.step 2: identify sp candidatesarea leaders:request workforce planning analysisidentify key positionsidentify key ksas for key positionsemployees update sp dataarea leaders complete performance & p

25、romotability assessment on all employeesarea leaders nominate sp candidatesarea leaders complete talent profile assessment on all sp candidatesemployees provide relevant work experience (including international and start-up experience), education, mobility, career interests, etc.supervisors provide

26、overall performance rating, promotability rating, areas of strength/development, readiness to assume greater responsibility and proficiency on leadership competenciestiming: february-augustpurpose is to input and evaluate sp employee data and nominate sp candidates.step 3: discuss sp candidatespurpo

27、se is to determine next possible positions and development options.step 4: create succession plansarea leaders hold talent discussions on:candidate qualificationsnext possible positionsdevelopment opportunitiesarea leaders create replacement charts for each key positions.area leaders identify and ch

28、art high potential employees (hipos)ld department creates talent profile sheets for each sp candidate and talent profile books for area leaders.timing: february-auguststep 5: create development plansdevelopment plans will increase readiness and promotability.step 6: implement & monitor plansuse

29、sp plans in filling of open positions and evaluation of the success of the sp processarea leaders: can use optional developmental assessmentsdiscuss development with sp candidatescreate development plans with each sp candidateld recommends development optionsassessment options- 360s- simulations- co

30、mprehensive assessments- stand-alone assessmentstiming: september-marchsp candidates implement development plansarea leaders consider sp candidates for open key positions area leaders monitor sp development plans an update at least once/yearld department evaluates sp process success indicators.qscan

31、a succession planning program is owned by the senior leadership team.qall subsidiaries will participate in the scana succession planning program on an annual basis. qsuccession plans must be created between february and august each year. plans should be reviewed and updated at least once during the

32、year. qsubsidiary succession plans will then be available for use in the senior staff discussions on succession planning that occur in september. qprogram administration support is provided by the leadership development area and the human resource team supporting each business area. april, 2006qeffe

33、ctive leaders at scana, are more than proficient managers. qat scana, effective leaders:communicate: directly, openly and honestlydevelop: individuals and teamsinspire: trust, enthusiasm and commitmentbill timmermann, scana leadership meeting, february , 2004scana ceoq assist leaders in identifying

34、developmental areas of focus.q provide developmental opportunities for leaders that will increase their effectiveness in their current role and prepare leaders to assume greater levels of leadership responsibility and reduce transition time into new leadership roles.q provide development opportuniti

35、es that include leadership behaviors related to scanas core and leadership competencies.q establish a consistent leadership development curriculum across scanas business areas.q increase understanding of scanas leadership expectations.q improvements in performance, promotability, or readiness of suc

36、cession planning candidates who participate in the leadership development program.q increased knowledge or effectiveness in pre and post-participation leadership assessments.q overall increase in the corporate baseline of leadership assessments.q leadership development program participants being sel

37、ected for key leadership openings.q overall business success in areas impacted by the leadership development program.q linkage between leadership development and the corporate succession planning program, and other key hr systems.q a focus on leadership behaviors that support scanas core (for superv

38、isors) and leadership (for mid-managers and executives) competenciesq targeted development to three leadership levels: supervisor, mid-manager, and executive.q leadership assessments used to identify development needs and create focused development plans.q a wide range of development options that in

39、clude educational, relational, and experiential opportunities.q a mixture of internal and external development resources.business acumenensures uncompromising safety of business areas delivers exceptional customer servicedisplays results orientationpromotes business expansionmaintains high industry

40、knowledgedrives change for continuous improvementbusiness ethicsavoids illegal, unethical, or improper conductmaintains unquestioned integritycreates a workplace environment free of hostility, intimidation, and offensivenessencourages good faith reporting of alleged wrongdoingsensures that systems a

41、re in place to protect company assetsmonitors code of conduct compliancedevelops peoplecoaches and mentors othersattracts and retains key talentdemonstrates commitment to developing othersbuilds high performing teamsvalues diversityfinancial stewardshipdemonstrates financial leadershipcreates shareh

42、older valuemaintains profit & loss responsibilityensures cost-effective operationstakes prudent financial risks manages assets effectivelyimpactful communicationarticulates the visiontranslates strategic conceptsbuilds trustmotivates othersrelationship buildingdisplays empathyestablishes diverse

43、 networks cultivates customer relationshipsbuilds consensuscreates ownership through delegationhas dynamic interactions with employeesstrategy developmentestablishes strategic directiondevelops strategic plansmakes decisions consistent with strategic directionensures organizational alignment of goal

44、sprovides global perspectiveq are the foundation to the middle manager and executive leadership development programs.q are in addition to existing core competencies.q address the additional responsibilities of middle managers and executives.q drive expected behaviors in middle manages and executives

45、.q are assessed as part of a leaders performance management cycle.q are included in a succession planning candidates talent profile.q participation in scanas ld program is optional. q the ld program is available to all supervisors and above, as well to individual contributors who meet specific parti

46、cipation criteria. q in order for an individual contributor to participate in an ld program offering, they must: be employed by the scana corporation for a minimum of 2 years demonstrate strong technical skills and high performance in his/her current job be preparing to be considered for a positiona

47、l leadership role within the next 3 years or have a specific business need based on his/her current performance plan q leadership career level defines participant group for each tier.q overlapping tiers allows flexibility of leadership level participation.q supervisor tier uses core competencies as

48、foundation.q mid-manager and executive tiers use leadership competencies as foundation.mid-manager developmenttarget audience: managers, and high potential supervisors / team leadersleadership career levels: 4 6executive developmenttarget audience: directors and above, and succession plan candidates

49、leadership career levels: 7 - 9supervisory developmenttarget audience: supervisors, team leaders, and prospective leadersleadership career levels: 1 - 3supervisor developmentmid-manager developmentexecutive developmentassessments:scana 360 for leadersleadership knowledge assessment for scanaassessme

50、nts:leadership competency 360simulationcomprehensive assessmentstand alone assessmentassessments:leadership competency 360simulationcomprehensive assessmentstand alone assessmenteducation:leadership community on the edgein-house leadership librarylead workshopsleadership online learning modulesctn b

51、roadcastseducation:leadership community on the edgein-house leadership library in-house mid-manager workshopexternal mid-manager education referraleducation:leadership community on the edgein-house leadership library in-house executive workshopexternal executive education referralexecutive book summ

52、ariesrelationship:coaching (internal/external)mentoringjob shadowingrelationship:coaching (internal/external)mentoringindustry networkingrelationship:coaching (external only)mentoringindustry networkingexperience:special projectsapprenticeshipsjob assignmentsexperience:special projectsscana cross-fu

53、nctional committeescommunity boards & committeesjob rotationjob assignmentsexperience:project assignments related to scana strategic planscana cross-functional committeescommunity boards & committeesjob rotationjob assignmentsp leadership development options are promoted through scana u on t

54、he edge.q assessments:scana 360 for leaders - behavior-based assessment of core competenciesleadership knowledge assessment for scana - core competency basedq education:leadership community on the edge online resource for leadership informationin-house leadership library books, videos, cassettes loc

55、ated in ld arealead workshops 13 separate workshops including core and elective offeringsleadership online learning modules 15 online modules plus hr101 cbtsctn broadcasts online broadcasts on leadership topics provided by ctnexternal education referral referral to local or regional workshops and se

56、minarsq relationship:coaching trained internal and local external leadership coaches, 3 - 6 months standardmentoring corporate guidance on administering a business area mentoring programjob shadowing corporate guidance on administering job shadowingq experience:special projects business area use of

57、special projects for developmentapprenticeships business area use of apprenticeships for developmentjob assignments business area use of job assignments for developmentq assessments:leadership competency 360 - behavior-based assessment of leadership competenciessimulation results-based simulation in

58、 fictitious leadership rolecomprehensive assessment - battery of assessments on leadership effectivenessstand alone assessment single leadership assessment, predictive in natureq education:leadership community on the edge online resource for leadership informationin-house leadership library books, v

59、ideos, cassettes located in ld areain-house mid-manager workshop 3-5 day local workshop, based on leadership competenciesexternal education referral referral to regional or national workshops and seminarsq relationship:coaching trained internal and local external coaches, 6 - 12 months standardmento

60、ring corporate guidance on administering a business area mentoring programindustry networking business area use of networking for developmentq experience:special projects business area use of special projects for developmentscana cross-functional committees business area use of committees for developmentcommunity boards and committees use of communi