William J. Rothwell - Effective Succession Planning (2005)(3-e)(en)

Exhibit 10-6. A Worksheet for Identifying the Resources Necessary to Support Developmental Experiences

Directions: Use this worksheet to help you identify the resources necessary to support planned learning/developmental experiences.

In the left column below, indicate learning objectives and the planned learning/ developmental experiences that will be used in helping an individual qualify for promotion. Then, in the right column below, indicate specifically what resources— such as information, money, trainers, equipment, time, and so forth—will be needed to allow the individual to meet each learning objective and participate in each planned learning/developmental experience.

useful. For instance, individuals may wish to identify their own mentors and ask for their advice while negotiating an IDP. In unionized settings, union members may also wish to include union representatives.

Ask the experts to provide information on which they are qualified to comment. For instance, from their perspective, does an IDP appear to have identified the right learning needs, established the right learning objectives, identified the most appropriate learning strategies and resources, and established the best means by which to evaluate results? Is it practical and capable of being completed in the time allowed? What suggested changes, if any, do the ‘‘experts’’ recommend—and why?

Step 9: Carry Out the Contract

I have found that the implementation of IDPs is the Achilles’ heel of many otherwise exemplary SP&M programs. While well conceived, many IDPs are not well executed. Hence, some means must be established to ensure account- ability—and monitor results during the IDP’s time span. That can be done by planning quarterly IDP review meetings with representatives from each major area of the organization so they can report on the progress made in their areas. Alternatively, an SP&M coordinator can pay visits to individual managers to review the progress made on IDPs in their areas of responsibility. The effect of these actions is to draw attention to the plans—and to maintain an impetus for action.

Step 10: Evaluate Learning and Outcomes

Be sure that results (learning outcomes) are measured against intentions (learning objectives and needs). There are several ways to do that. One way is to establish periodic developmental assessments, much like project-oriented performance appraisals. If this approach is used, develop a simple feedback form to provide documentation of learners’ progress on each developmental experience. They can then be reviewed upon completion of learning objectives or at agreed-upon intervals during the developmental experiences.

A second way is to provide a checklist on the IDP form to indicate whether learning objectives have been achieved. That is a simpler, albeit less ambitious and rigorous, approach than periodic developmental assessments. However, it does have the advantage of being a time-efficient approach that makes it more likely to be used by busy decision-makers. A sample individual development plan (IDP) is shown in Exhibit 10-7.

Developing Successors Internally

Internal development is a general term that refers to those developmental activities sponsored by the organization that are intended to help an individual

Exhibit 10-7. A Sample Individual Development Plan

Directions: Use this individual development plan to help an individual qualify for advancement. The individual’s immediate organizational superior should complete the form and then discuss it with the individual. If the individual feels that modifications to it should be made, then the reasons for that should be discussed.

1.For what key position(s) should this individual be prepared? Alternatively, what kind of competencies should be developed? Over what time span?

2. What are the individual’s career plans/objectives?

3.What learning objectives should guide the individual’s development? (Note to appraiser: Be sure to systematically compare the individual’s current job description to a current job description for the targeted position[s] and list the identifiable gap below. Alternatively, compare the individual’s present competencies to those needed in a future position/level.)

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Exhibit 10-7. (continued)

4. By what methods/strategies may the objectives be met? (Indicate a specific learning plan below, indicating learning objectives, strategies by which to achieve the objectives, deadlines for achieving each result, and a checklist indicating whether the learning objective was achieved.) Add paper if necessary.

5. How can the relative success of each learning objective be measured?

qualify for advancement by closing the gap between present work requirements/performance and future work requirements/potential. Indeed, it is the means by which individual potential is realized as the future unfolds in the present.

There are several approaches to internal development. Many ways have been devised to develop individuals in their present positions,9 and as many as 300 ways have been devised to develop individuals.10 My 2004 survey identified common approaches to internal development. The survey results are summarized in Exhibit 10-8, and each strategy is briefly summarized in Exhibit 10-9.

Other strategies may also be used. These include:

1.Who-Based Strategies. These learning strategies focus on pairing up high potentials with individuals who have special talents—or management styles—worthy of emulation. For example, matching up a high potential with a participative manager or those possessing special abilities in startups, turnarounds, or shutdown efforts.

2.What-Based Strategies. These learning strategies focus on giving high potentials exposure to specific types of experiences, such as projects, task forces, committees, jobs, or assignments that require analytical skills, leadership skills, or skills in starting up an operation, shutting down an operation, converting a manual to an automated process, or another project of a specific kind. Additionally, service on interteam, interdepartmental, or interdivisional

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Exhibit 10-8. Methods of Grooming Individuals for Advancement

There are many ways by which to implement succession plans, since individuals may be groomed in different ways. Review the list of possible methods by which to groom individuals in column 1 below. Then, in column 2 , check ( ) yes or no to indicate whether your organization is using it and, in column 3, circle the code indicating how effective you feel that method is in developing people to assume future responsibilities. In column 3, use the following scale: 1 Not at All Effective; 2 Not

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Exhibit 10-9. Key Strategies for Internal Development

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