STRATEGIC
SUCCESSION
PLANNING
TALENT MANAGEMENT AND
GAINING A COMPETITIVE
ADVANTAGE
THE SPINA NETWORK
ANNAPOLIS, MARYLAND USA
PRESENTED BY James D. Spina, Ph.D
and Lori J. Spina B.S.E.
HELPING BUSINESSES SUCCEED SINCE 1977
[email protected]
1 © 2009
2. James D. Spina, Ph.D.
3 Lori Hemschemeyer-Spina, B.S.E.
PRESENTATION
OBJECTIVES
BY THE END OF THIS SESSION YOU WILL HAVE:
ASSESSED YOUR CURRENT
SUCCESSION PLANNING SYSTEM
EVALUATED A STRATEGIC
APPROACH TO SUCCESSION
PLANNING
DECIDED IF CHANGES ARE NEEDED
IN YOUR CURRENT SYSTEM
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ASSESSMENT
KEY EXECUTIVE
LET’S EXPLORE HOW AGE 60 YEARS
POWERFUL YOUR
CURRENT
SUCCESSION
PLANNING SYSTEM IS
FOR MAKING
STRATEGIC TALENT
MANAGEMENT “SUCCESSOR” X “SUCCESSOR” Y “SUCCESSOR” Z
DECISIONS READY NOW? READY NOW? READY NOW?
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THE STRATEGIC
MANAGEMENT PROCESS
MISSION
OBJECTIVES
EXTERNAL/INTERNAL ANALYSIS
STRATEGIC DECISIONS
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TALENT MANAGEMENT AND
INTERNAL ANALYSIS
DETERMINE TALENT NEEDS
RECRUIT/SELECT TALENT
DEVELOP/REWARD TALENT
RETAIN TALENT
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FROM REPLACEMENT OF
TALENT TO PLANNED TALENT
SUCCESSION
WHAT IS THE
DIFFERENCE?
WHAT DOES IT TAKE ?
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Replacement leaves little behind for the future
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Continuous planning Ensures talent
availability
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SEVEN STEPS TO STRATEGIC
SUCCESSION PLANNING
1. IDENTIFY CRITICAL JOBS
2. IDENTIFY CRITICAL SUCCESS
FACTORS
3. IDENTIFY DESIRED BEHAVORS
FOR CRITICAL SUCCESS FACTORS
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SEVEN STEPS …
4. REVISIT PERFORMANCE
APPRAISAL SYSTEMS FOR POSSIBLE
CHANGE USING CRITICAL SUCCESS
FACTORS
5. UPDATE CURRENT
ORGANZATION CHARTS WITH
SUCCESSION PLANNING
INFORMATION
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SEVEN STEPS …
6. CREATE INDIVIDUAL
DEVELOPMENT PLANS FOR
INCUMBENT EXECUTIVES USING
CRITICAL SUCCESS FACTORS
7. TRAIN KEY PLAYERS IN THE USE
OF THE NEW STRATEGIC SYSTEM
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DID WE ACHIEVE OUR OBJECTIVES
FOR TODAY? Assessment – Evaluation - Decision
QUESTIONS ?
TAKE-AWAY LEARNING POINTS
FUTURE DIRECTIONS
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