Evaluate Succession Planning Program (Friday February 24, 2017 4:00PM EST) on @Webvent – Association for Talent Development
Mark Donnolo outlines several major challenges to achieving a well-oiled account planning process.
We are all faced with a hobbling paradox. Most agree that employees make or break an enterprise, but the HR team often seems to be constantly catching up. Business leaders complain that they have to “break in” new HR people, and that individuals with HR degrees in college are not overly useful. Finally, when business leaders do praise HR, it is an individual person who gets praised, not the department. Obviously, this impacts Training and Development efforts directly. Any real effort to develop Big Skills requires a trust on the sponsor’s part and a competency on the deliverer’s part that too often are just not there. And any T+D efforts not around Big Skills is just treading water for the training group. As I work with global organizations, I have recently been aware of a staggering truth. Most HR groups have no succession planning for themselves. This is true even when HR works hard to create succession planning for every other part of the enterprise. If this is true, it both provides an explanation and a surprisingly easy remedy for the Hobbled HR group. And best of all, HR is already good at it: they know the tools of identification, rotational assignments, fast tracking, retention for strategic talent, partnering with business groups on critical projects, and global exposure. We have all heard the jokes about the lawyer who died without leaving a will, or the shoemaker’s children going barefoot. So maybe it is time for the doctor to heal thyself.
Future success for any business depends in part on who is leading the business, yet according to new research from the American Society for Training & Development (ASTD) the majority of companies admit their efforts in succession planning are weak. As the global economy struggles out of the recession it is incumbent on business leaders to identify key positions, critical knowledge and skills, and the talent needed to meet short- and long-term goals, as well as put in place a working process for developing and advancing employees in the succession pipeline. Despite this demand only 14 percent of companies surveyed by ASTD said their organization’s succession planning efforts were successful to a high or very high degree. ASTD surveyed leaders from 1,247 organizations for its new study Improving Succession Plans: Harnessing the Power of Learning and Development. Key findings include: The study also offers recommendations for creating metrics, candidate selection, and key practices to cope with barriers to effective plans. A “Lessons Learned” section shares some of the wisdom gained from study respondents. Improving Succession Plans: Harnessing the Power of Learning and Development is free to ASTD members and may be downloaded from the ASTD Store at www.store.astd.org.
There are generally three types of people in the world today – those who live for what was, those who live for what is, and those who live for what will be. If you take a moment to think about it, you can come up with people in your life that fit all three categories. Rarely do you find those who are wise enough to incorporate the lessons of the past, live fully for today, and plan accordingly for the future. As a volunteer leader, it is imperative that you become just that for the sake of your chapter! As an avid college basketball fan, I look not only at the current state of my team, but also to what the outlook is for next year, the year after, and the year after that. As they say in the sport, “Your program is only as good as next year’s recruiting class.” This mirrors a question that confronts chapter leaders every year, “How do we ensure that this year’s team maintains success next year?” The answer is simple – focus not on the team, but also on the program as a whole. To begin, take a look at your “starting lineup” – your current board. Who will be staying on next year? Who will be leaving? Who might be a rising star due for a breakout year, and who is burnt out and no longer contributing to the success of the chapter as they once were? Then, look at your membership. Specifically identify the members you will actively recruit to fill holes on the roster and list as “bench players”. Ask yourself, “Who is ready to step up and fill a gap immediately? Who needs additional training before they become a key cog on the board?” Once you have an accurate snapshot of your team, it becomes much easier to identify gaps in the roster and where to focus your recruiting efforts. A basketball team with a lot of returning talent amongst their big post players won’t make a pitched effort to recruit more big post players for the coming season. Rather, they focus their recruiting attention on the guards. This is the same strategy an effective chapter should employ. Let me use an example of a chapter that has an energetic V.P. of Membership that plans on remaining on the board for several years, but also has a V.P. of Programming that’s moving out of market. The best method to add to the team is to employ a targeted recruiting campaign rather than a “one size fits all” appeal to the membership. In this case, approach a member who has been vocal about programming (and they’re in no short supply!) to make the recruiting pitch directly. The other key distinction between team and program is prestige. How well does the name alone recruit? The University of North Carolina and Duke University are “bluebloods” in the college basketball world. The prestige of their names alone have the best of the best drawn to them on a continual basis. Their name brand sells itself, self-perpetuating the cycle of excellence. When your chapter has reached the point where people approach YOU to become the next generation of volunteer leaders, you’ll know that your chapter has arrived. All in all, your legacy as chapter leaders will be defined not only by the state of the chapter in 2009, but also by the state of the chapter in 2019. If you plan ahead, identify talent, fill vacancies before they become gaps, and keep your name brand strong through great programming, you will become a true program builder yourself by establishing a prestigious name that recruits on its own and becomes a “blueblood” ASTD chapter.
A lack of integrated talent management is a systematic failure of healthcare institutions. ATD 2016 speaker Leen Zaballero discusses the business case for succession planning.
William Seidman warns organizations against focusing solely on high- potential employees for their succession programs.
Does your healthcare organization have a succession plan or strategy in place? Christina Barss explains how.
Learn how to develop your career using competency models.
In this installment of the Growing Talent Management Firms blog series, Steve Cohen details the purpose, process, and payoff of strategic planning and scenario planning.
It is important to fully understand how to best use three critical elements of business planning if you expect to build and grow your talent development firm.
Regardless of how an organization defines and measures employee engagement, value is created only to the extent that the right actions are taken based on survey results.
ATD facilitator Shannon Tipton reviews why instructional designers should still turn to the tried-and-true ADDIE learning methodology.
William Rothwell discusses why it is important to talk about succession planning in healthcare.
William Rothwell talks about aspects of succession planning that have confused professionals in many industries.
Planning, measurement, and analysis are often seen as independent activities, but to be effective they need to be tightly integrated.
The NAC Leadership Team has the answers to your succession planning questions. Join their virtual office to learn more about filling future chapter positions.
William Rothwell explains the difference between succession planning and replacement planning.
From the ATD 2015 International Conference & EXPO: Most organizations have thought about succession planning. Some have something great lined up, others only have plans for a few key jobs, and still others aren’t quite sure where to begin.
Account planning is an essential part of a high-performing sales organization. It brings together critical information about your customer, your competitors, and your strategy to win business. The account plan forces the team to acknowledge the larger revenue and product goals and agree on a set of actions to move your team toward those goals. The act of incorporating a new activity into an already saturated schedule is tough. The route to making this planning into a long-term habit is crowded…
Meetings are at the heart of many of our most productive interactions with our chapters. Join us for this one-hour highly-interactive webinar, to pick up pointers on how to produce the most productive board and chapter-member meetings we can.
From the ATD 2015 International Conference & EXPO: Pick your destination or someone else will. People who have a career plan succeed more often than those who don’t because they have a target and know how to get there.
In healthcare, effective succession planning is a leadership imperative. Yet what is the definition of effective? How are the results of a succession-planning program being evaluated? Which metrics are most meaningful to executive champions?
Clarifying and managing talent is a critical step as technology advances, workforce needs diversify, skills gaps increase, and the needs of the organization become more complicated.
The Chapter Leader Roundtable is a virtual discussion open to all chapter leaders as an opportunity to come together and share ideas that work. What best practices does your chapter have around succession planning?
Join the NAC CARE team and a panel of chapter leaders to review CARE and best practices prior to the January 31, 2017, submission deadline.
During this fourth installment of a five-part ATD Healthcare succession planning webcast series, a healthcare lens will be applied to succession planning.
Hear tips from Alisa Cohn, one of the authors of Find Your Fit: A Practical Guide to Landing the Job You Love, on managing an effective job search.
New research from ASTD and i4cp indicates that companies are taking succession planning deeper down the org chart, but many indicate they need to improve the process.
Linking talent development to organizational vision and stakeholder value.
ASTD data finds that more than half of all organizations do not have a succession planning strategy in place.
Frequent reorganizations disrupt performance at all levels, and traditional succession planning alone does not help. Blending knowledge management and leadership development with succession planning overcomes these deficiencies.
In a knowledge economy, an organization’s ability to quickly adapt to changing realities is critical to its success. To facilitate the upkeep of knowledge and skills, workplace learning professionals seek innovative training design models and delivery methods so they can provide the right information at the right time to the right people.
Long-term success begins with a plan.
Use the completed job aid to identify specific strategies to incorporate into the final strategic plan. [PDF Download]
This job aid helps you do some early preparation for your presentation.
Use this job aid to ensure the learning environment will promote a successful session. [PDF Download]
Fill out this form with employees to determine which are most qualified to take on higher positions. [PDF Download]
Self-awareness is vital to your success. Take the time to ask for feedback about your middle management acumen. This job aid will help you plan your professional development.
Your team can use this worksheet to help them visualize different performance scenarios and plan accordingly based on their compensation plan, sales pipeline, and past performance. This tool contains a PDF form. You can edit the worksheet in Adobe Acrobat.
Without well-thought out succession plans, organizations face the real possibility of severe productivity losses and competitive disadvantage in the marketplace. This issue presents a four-phase succession planning program to create a fully prepared frontline and management staff that can take over leadership positions. The plan enables your organization to determine priorities; anticipate gaps; establish development, recruitment, and retention strategies; and stay on track with their strategic plans.
Your organization has a strategic agenda and a compelling vision of the future, right? But do you know what it is? Do you fully grasp its meaning and translate that into your day-to-day work? While most companies have carefully crafted strategic vision statements and a strategic plan to translate this vision into results, in reality there is often a large knowledge/behavior gap between what the organization says its strategic vision and agenda are, and what people actually know, understand, and do.This Infoline offers you a simple, straightforward look at strategic planning and strategic thinking and helps you develop practical approaches to bring the disciplines of both into your everyday work.
Discover a strategic planning method called scenario planning that is used to plan for the future of an organization while embracing uncertainty. A case study of the Royal Dutch/Shell Group illustrates the scenario planning method. And a checklist of trigger questions helps you identify organizational assumptions in the scenario planning process. Author: Joe Willmore
Product SKU: 259809 ISBN: 978-1-56286-171-1
Pages: 16 pages Publisher: ASTD Press
Whatever the format, satisfaction with a training program depends on how well it was conducted. And to be successful, efficient and effective organization behind the scenes is critical. This Infoline focuses on the logistical aspects that go into making a training event run smoothly and describes the knowledge, skills, and tools that organizers need to ensure a successful program. You will be able to:This Infoline also provides a job aid and numerous checklists that can be customized to ensure proper planning, organization, and communication before, during, and after the program.
How do you show that your training and performance improvement program meets the needs of the learners and the organization? This issue gives an easy-to-follow, eight-step process to assist in planning for, and getting results from, any performance or training intervention. The helpful tips, tools, and worksheets provided will enable you to save time and money, improve the quality and quantity of your data, ensure that all stakeholder groups are addressed, and fine-tune your budgeting process.
An explanation of the trainers role in implementing strategic succession planning tactics to ensure the future prosperity of your organization. Succession Planning Basics will equip you with the background and implementation tools to devise and execute a forward-thinking succession planning program. It will guide you through creating a workforce profile and conducting analysis, building individual job profiles, and implementing an employee development strategy.
Strategic Planning Training is an all-in-one, how-to guide for developing strategic planning, thinking, and decision-making competencies of CEOs, managers, supervisors, and frontline employees.
Sales growth starts with planning. Sales accounts are harder than ever to win, let alone keep. Globalization, cloud computing, and crowdsourcing create a marketplace where any account can be lured away by a hungry startup. And the face-time advantage? Forget it. Today’s high-quality sale will likely involve six or more decision makers.That’s why it’s time to get strategic about how sales teams frame their approach. In Essential Account Planning: 5 Keys for Helping Your Sales Team Drive Revenue, sales enablement expert Mark Donnolo blends his years of experience with expert interviews and stories to show you how planning can reliably drive revenue. His five-point framework will prepare you to address the arguments you’re certain to hear against account planning, such as lack of commitment, ownership, and time.Each sales organization is unique, but most have similar challenges and succeed using common principles. And chances are, sales reps in your company already perform many of these account planning tasks, albeit on the fly or independent of others. This book’s ready-to-use tools and templates will help you get everyone on the same page to deliver immediate results.In this book, you’ll learn how to: Many salespeople believe that more selling creates more sales, but the salespeople who invest in account planning become the true sales leaders. Use Essential Account Planning to bring stability to your sales organization and start seeing the rewards of planning today!
Create a dynamic strategic plan, central to your organizations ability to make critical business decisions, with this step-by-step walk through the strategic planning process. 10 Steps to Successful Strategic Planning offers a simple 10 step process to assessing your priorities, organizing your goals, and getting your organization on the path to planned success. Loaded with worksheets, exercises, tips, tools, checklists, and other easy-to-use and interactive learning aids, this title guides you through the entire strategic planning process.Part of the ASTD 10 Steps series .
Minimize your risks, prepare your team, and be ready for an emergency and its aftermath by following the steps in this video.
Use these strategic planning exercises to help your team anticipate and evaluate trends, and align their efforts with the organization’s goals.
Use “planning poker” in Agile project management as a fast, effective way of helping your team members to estimate the size, cost and timing of projects.
Learn how to plan an effective training session that meets the learning objectives of those attending.
Learn how to plan a productive retreat, that’s good for your company and its staff.
Planning a great workshop needn’t be an overwhelming experience. This article gives step-by-step instructions for planning a great event.
What if one of your key people left? Would your business continue on smoothly. or face major problems? Find out how to identify, develop, and retain talent for key positions.
Do a personal SWOT analysis to understand your strengths and weaknesses, and the opportunities and threats you face, so you can plan for career success.
Learn how to use this tool for choosing between different strategies.
This article from Mind Tools helps you manage performance stress and plan performance improvement.
Research and report on seven aspects of your venture or project to be sure whether and how you should proceed.
Learn how to get everyone in your organization moving in the same direction.
This article discusses some of the formal project management processes which significantly increase the likelihood of success for larger projects
This article explains a useful planning process for middle-sized projects
Create a plan to help your organization respond swiftly and effectively to an unexpected crisis, and minimize its consequences.
Organizations that don’t make contingency plans often do poorly when setbacks happen. Learn why contingency planning is critical to long-term success.
Time away from the office can be fun for a team, but conducting an effective and useful event can be challenging. Learn how to plan a successful away day.
Learn how to plan an effective market research project.
Learn how to work with an uncertain environment
Learn how you can plan and manage effective conferences.
Discover why reflection and planning are essential to starting a later-life career.
The success of consultative selling process lies on the shoulders of the salesman. Planning and reviewing of the case status is essential in consultative selling process.
There are many reasons why firms do not engage in strategic management or do poor planning. This article discusses some of the common reasons for such a scenario and highlights the important reasons along with stressing the importance of strategic management.
Lets understand the procedure for demand planning with the help of a diagram. We will also discuss – master based planning and some important terminologies of master based planning functionality.
Manpower Planning consists of putting right number of people, right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of goals of the organization.
Human Resource Planning or HRP is the process of forecasting the future human resource requirements of the organization. The article discusses the need for HR Planning and the various steps involved in HRP process.
Financial analysis and planning are the most important tasks of any finance department. Information technology has made a big impact on financial analysis and planning. Lets discuss the process of financial analysis and planning in detail.
Before you start looking for a 3PL partner, internal alignment with management, clarity of the project and criteria for selecting 3PL Partner is to be worked out in detail.
Capacity planning is a technique used to identify and measure overall capacity of the production. Lets discuss in detail about what is capacity planning, its classification and goals.
Succession planning is the process of identifying and developing talent for leadership positions in the future.
This articles provides a coverage on Job Analysis, the key steps involved in Job Analysis process, explains the concept of Human Resource Planning and the entire process of Human Resource Planning. It further describes how Job Analysis can serve with vital inputs for Talent Management and its strategic importance.
This article discusses the staffing and hiring role of the HR manager during the tech boom of the early years of the last decade and contrasts it with the same during the current bust phase. The key theme in this article is that HR managers must resort to strategic workforce planning as a means of managing talent shortage as well as smoothening the downsizing imperative.
Communications planning involves identifying the information and communication needs of the stakeholders. Project communications are both internal and external.
Personal development is no rocket science and one really needs to have patience and believe in oneself. Let us go through various steps in the whole process of personal development planning.
Planning is very crucial in job rotation. The entire process of job rotation needs to be planned and implemented in a step by step manner.
The page contains list of all the articles on – Enterprise Resource Planning – II.
The ability of a company to respond quickly and swiftly to an emergency is largely a function of the disaster preparedness mindset among its employees.
The article provides a lucid description on the key stages involved in the implementation of HRIS system, starting from the planning stage till its implementation.
It is very important to have an effective plan to manage production capacity, materials availability and shipment schedules. Lets study in detail about setting up of the planning engine in the ERP System.
This article continues the discussion of the Mintzbergs Configuration Theory of Strategy and discusses the role of planning, plans, and planners in formulating and implementing strategy.
In case of consultative selling, you need to gather and study all details of your product and your business so that you are very well conversant with your product or service.
Succession planning is one of the most important career development tools. Formal succession planning deals with preparing the employees at lower levels to handle the responsibilities of next higher levels
The page contains list of all the articles on – Enterprise Resource Planning – I.
Online marketing and advertising are done differently from the traditional ways. Lets understand the ways in which the online community builds and endorses a product or service.
Relationship between planning and controlling