3D Performance, Inc'

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3D Performance, Inc.

• Succession Planning
• Presented to
• 2003 Workforce Planning and Development Conference

December 4, 2003
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Agenda

• Introductions
• 3D Performance Services Clients
• Workshop Objectives
• Overview of Succession Planning
• Key Steps to Successful Succession Planning
• Systems Thinking Approach
• Case Study Application

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3D Performance, Inc.

• Founded by Sheila Jordan in 1998
• Atlanta based, national presence
• Consulting, documentation and training solutions
• ERP, CRM and financial systems
• Diversity, Leadership and Change Management
• 75 public sector, 25 private sector clients

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3D Performance Services

• Training
• Strategy Development
• Instructor-based
• Computer-based
• Web-based
• Train-the-Trainer
• Customized Workshops

• Consulting
• Diversity Consulting
• Project Management
• Change Management
• Workforce Development
• Business Process Analysis
• Assessments / Measurements
• Documentation
• Reference Material
• User Documentation
• Process Documentation
• Technical Documentation
• Electronic Performance Support Systems

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3D Clients

• Accenture, LLP
• ACS
• BearingPoint
• Cedar Enterprise Solutions
• Coca-Cola Companies
• Community College of Southern Nevada
• City of Atlanta

• Delta Airlines
• Employees Retirement System of Georgia
• Georgia DOL
• Georgia Merit Systems
• Teachers Retirement System of Georgia

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3D Performance Team

• Sheila JordanFounder and CEO
• Ms. Jordan, a professional consultant with more
  than 15 years experience in the training
  industry, is an expert in the design and
  development of large scale ERP/CRM training
  programs. She has worked with large and small
  companies implementing change management and
  performance based training solutions throughout
  the U.S. and Europe. Additionally, she has
  developed and facilitated hundreds of workshops
  and seminars in customer service, leadership
  development, team building and organizational
  performance.
• A graduate of San Francisco State University, Ms.
  Jordan holds a degree in Human Resource
  Management and an Executive Management
  Certification in training and development. She is
  a 2000 graduate of the State of Georgia's
  Governor's Mentor/Protégé program, co-founder of
  the Atlanta-based Jewish-Black Business Coalition
  and an acknowledged leader in both the business
  and civic arenas. Her excellent communications
  skills and tremendous leadership capabilities
  have garnered honors from her peers for her
  accomplishments in the industry.

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3D Performance Team

• Alysin Foster
• Senior Consultant
• Alysin Fosters experience spans 20 years as an
  international consultant and coach to executives
  and management in the areas of strategic planning
  and implementation, strategic human resources
  planning, diversity management, organization
  design, and leadership development. Large-scale
  planning and change efforts are her specialty.
• Ms. Foster has a broad range of experience
  internationally in both the private and public
  sectors. As part of her international experience,
  Ms. Foster has worked with Canadian government
  ministries on leadership and human resources
  development and has conducted public workshops in
  Australia on facilitation skills for consultants.
  
• Ms. Foster is published in industry trade
  journals and HR professional development
  publications. She holds a Bachelor of Arts in
  Psychology from Eastern Michigan University, and
  a Masters in Social Work from the University of
  Michigan.

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3D Performance Team

• Frank Foster
• Senior Consultant
• Frank has over 21 years experience as an internal
  and external management consultant, facilitator
  and trainer. Frank consults and trains executive,
  mid-level managers, and first line supervisors
  with much of his experience focusing on
  management issues in corporate and government
  settings. These issues include strategic
  planning, strategic management, strategic change,
  effective communications, Innovation, performance
  management, project management, and organization
  development. Mr. Foster has consulted
  internationally in Australia, Canada, Saudi
  Arabia, Singapore, Northern Ireland, and the
  United Arab Emirates.
• Mr. Foster holds an MBA (With Distinction), a
  Graduate Certificate in Project Management, and a
  Bachelors of Arts degree in Human Resource
  Administration (Cum Laude).

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Succession Planning

Learning Outcomes

• Know the importance benefits of Succession
  Planning
• Understand the need for monitoring key employees
  their progression
• Understand the need to identify critical
  competency gaps in the organization
• Understand the importance of retaining,
  developing, or recruiting individuals who can
  close those gaps

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Succession Planning

Learning Outcomes

• Understand issues related to logistics, fairness
  concerns defensibility of establishing a pool
  of candidates to be involved in succession
  planning activities
• Understand develop strategies to address
  concerns specific to public sector jurisdiction
  related to succession planning
• Understand the importance of documentation and
  its significance to the employment relationship.

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What is Succession Planning?

• A means of identifying and developing talent or
  high achievers in the organization.
• It also provides continuity in all key positions
  in the organization.
• It is part of the process of preparing for the
  future of the organization.

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Why is it important to have a Succession Plan?

• Provides a means for the Agency to develop its
  human capital and have full access to a broader
  base of talent.
• Assures an on-going supply of qualified people to
  be ready to assume positions and carry on and
  excel when the current people move up, retire or
  move on.

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Why is it important to have a Succession Plan?

• Aligns the future needs of the Agency with the
  availability of appropriate resources.
• Improves morale and commitment to the
  organization.
• Serves as a positive recruitment tool that your
  Agency is a good, challenging and stimulating
  place to work.

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Some Statistics

• 7 of government organizations have succession
  plans in place as compared to 61 of private
  sector organizations.
• 93 of private business say they are planning to
  have succession plans as compared to 28 of
  government organizations.
• - National Academy of Public Administration
  Survey

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Issues and Barriers

• What have been some issues barriers to doing
  Succession Planning to date?

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Goals of a Successful Succession Plan

• It supports the Strategic/Business Plans of the
  organization.
• 2. It is successfully implemented and is
  responsive to change.
• 3. It builds and sustains high performance of
  the organization.

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10 Key Steps

• Succession Planning must be linked to the
  Agencys overall Strategic Plan
• Identify critical competencies and
  characteristics needed at all levels of the
  organization to support the Agencys future
  strategic direction
• Identify critical competency gaps between the
  current and those needed for the future of the
  Agency

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10 Key Steps (continued)

• Establish measurements that will help guide and
  evaluate succession RESULTS
• Identify strategies that can help the Agency
  recruit, develop and retain talent who can help
  close gaps
• Monitor key employees and their career
  progression
• Align all phases of the HR process with the
  Succession planning process

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10 Key Steps (continued)

• Have consistency and uniformity in the process of
  job analysis, definition of competencies,
  criteria for selection, and in performance
  evaluations
• Understand issues related to logistics, fairness
  concerns and defensibility of establishing a pool
  of candidates to be involved in succession
  planning activities
• Systematically review the Succession Planning
  process modifying and adjusting according to
  the changing needs of the Agency

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Levels of Management
Senior
Strategic
Multi-Year
Middle
Strategic/Operations
Supervisor
Operations
Yearly
Employees
Day to Day
Operations
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Primary Skill Requirements of Management

• Creating Strategic Alliances

Senior

• Strategically positioning the Organization

• Collaborating Across Functions

Middle

• Integrating Organizational Outcomes

Supervisor

• Facilitating Workgroup Performance

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Systems Approach to Succession Planning

• Identify the
• Desired outcome (Future State)
• Key Measures of Success (Feedback)
• Current State
• Strategies and action steps

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Succession Planning Case Study Instructions

• For the next 30 minutes your team has been
  designated by your Agency to oversee the
  succession planning process.
• Select a Scribe / Spokesperson / Timekeeper
• Read the Case Individually and silently.
• When finished reading, as a succession planning
  team, use the Systems Thinking Approach to
  develop a succession planning strategy for
  Michelle

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Case Study Debriefing

• What was the experience like working as a
  Succession Planning team?
• What retention or development strategies did you
  create for Michelle?
• How many learning outcomes did you address in
  your case strategy?

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For More Information

• Call Us at
• 404-325-7875
• 3D Performance, Inc.
• 17 Executive Park Drive
• Suite 480
• Atlanta, GA 30329
• www.3dperformance.com
• We Design, Develop and Deliver.Performance