developing your talent pipelinejan 31, 2018 · ©2018 aisling group llc coaching talent internal...

DEVELOPING YOUR TALENT PIPELINE

Presented by Sarah Eppink

2018 OPRA Conference January 31, 2018

©2018 Aisling Group LLC

Agenda ■ The Business Case for a Structured Approach to Developing Talent

■ Succession Planning Model – Identifying Future Needs of the Organization – Identifying Key Positions and Competencies – High-Potentials versus High-Performers – Aligning Development Opportunities – Coaching Talent

■ Keys to Effective Succession Planning

■ Wrap-Up


The Business Case for a Structured Approach to Developing Talent

Succession planning: ■ Increases your awareness of the talent (and gaps) in the

organization ■ Aligns strategic planning, rewards, development

activities, and candidate selection ■ Assures continuity of leadership ■ Minimizes premature promotion ■ Increases retention and employee engagement ■ Assists in recruitment efforts


Succession Planning Model

1. Identify Future Organizational Needs

2. Identify Key Positions and Competencies

3. Identify High-Potential Talent &

Succession Timeframe

4. Align Development Opportunities to

Successors 5. Coach Talent 6. Monitor & Evaluate

Progress


Identifying Future Needs of the Organization

■ What projections can you make about your organization’s future internal and external environments?

■ Given the internal and external environments, what results do leaders need to produce?

■ What knowledge, skills, and convictions do leaders need to develop to achieve those results, both short and long-term?


Identifying Key Positions & Competencies

What is the role?

What do they do? • Rare in the market? • Retiring within 5 years? • Department head? • Visible in community? • Specialized knowledge

or expertise? • Leads others? • Leading/doing core

work?


Identifying High-Potentials

Who are High-Potentials?

■ High-potentials consistently and significantly outperform their peer groups in a variety of settings

■ They demonstrate behaviors that reflect the organization’s culture and values

■ They exhibit a strong capacity to grow and succeed within their organization (more quickly and effectively than others)


High-Performers vs. High-Potentials

High Performing Employees High Potential Employees May require direction Are likely resourceful/proactive Demonstrates follower behaviors Demonstrate leadership qualities Perform their job well Exhibit skills and competencies

beyond their current role Given feedback Seek out and are receptive to

feedback Know the job Know the business


Categories for Successor Readiness

■ Ready Now ■ Ready in 1 Year ■ Ready in 2 - 5 Years ■ What if there are no internal

successors? – Examine why this might be – Create “buy” strategy to recruit

successors when needed


Aligning Development Opportunities

70-20-10 Model of Development


70-20-10 Model: A Closer Look

70%: On-the-Job Experience

20%: Informal/Social Learning

10%: Formal Learning

• New job assignments/tasks

• Developmental assignments

• Cross-functional team assignments

• Stretch assignments • Job rotations

• Feedback from leader and peers

• Mentoring • Ongoing coaching • Observation • Job shadowing • Networking

• Instructor-led sessions • Classroom courses • Online courses • Self-study • Industry-related

seminars and conferences

• Web sessions


Coaching Talent ■ Internal Coach

– Most effective when the coach is the immediate supervisor/manager

– Follows up on progress made on development goals

– Creates an environment of openness and trust through two-way communication, empowerment, and autonomy

■ External Professional Coach: – Provides an objective perspective – Supports the client in creating their own

path forward – Possibly provides assessment data (ex:

360-degree assessment) and follow-up action planning


Keys to Effective Succession Planning ■ Create as wide and deep of a leadership pipeline as possible ■ Actively develop rising stars ■ Share information about the employee with the employee ■ Spend ample time getting to know the employees in your organization

so you can determine who is high-potential ■ Regularly review and revise your plan:

– Is the current system working? – Are positions being filled internally? – Is the right talent getting developed? – Are successors more ready now than they were a year ago?


What Questions Do You Have?

Thank You! Let’s keep the conversation going. Please stay connected and reach out with additional questions!

Sarah Eppink Principal & Founder

[email protected]

developing your talent pipelinejan 31, 2018 · ©2018 aisling group llc coaching talent internal...

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