AIIR Succession Planning Presentation

SUCCESSION PLANNING

© 2014 AIIR CONSULTING

Engineering Succession Planning for Business Continuity and Long-term Success

Jonathan Kirschner, Psy.D. CEO

Rachel Benyola, M.S. Consultant | Global Client Development

WHY SUCCESSION PLANNING?

© 2014 AIIR CONSULTING

What if we choose the wrong leaders?

3

& Customers

WHO IS GOING TO SITTING AROUND YOUR TABLE?

© 2014 AIIR Consulting, LLC www.aiirconsulting.com


• Think Strategically

• Act For Change

• Develop People

• Cooperate Transversally

• Lead Teams

• Strive for Results

• Make Decisions

• Commit to Customers

• Embrace Challenge

• Partner for Clients’ Success

• Collaborate Globally

• Act with a Systemic Perspective

• Build Mutual Trust

• Influence Through Expertise

• Continuously Transform

• Communication for impact

• Help IBMers succeed

• Shape The Future

• Build Effective Relationships

• Energize the Team

• Deliver Results

• Model Personal Excellence,

Integrity and Accountability

LEADERSHIP COMPETENCY MODELS

SO HOW DO WE SUCCESSION PLAN?


IDENTIFY

ONBOARD

DEVELOP

SUSTAIN

AIIR’S SUCCESSION PLANNING MODEL


What Does it Mean to be A Leader at your Organization?


IDENTIFY

DEVELOPIDENTIFY SUSTAINONBOARD

ACTIONS• Create a success profile

• Choose an Assessment strategy for assessing against that profile

• Assess incumbents

• Select and announce successor and/or High-Potential Group


IDENTIFY

DATA ANALYSIS SUCCESS

PROFILE

N=50

assessment center

ASSESS

High FitModerate FitLow Fit

N=10


Emotional Intelligence

!Derailers

Leadership Strengths

Critical Thinking

Operative Style

N=20N=30


• Provide mentorship for new leader during transition period

• Vision and Align organization to vision

• Ensure there is alignment with board, stakeholders, and customers

• Preparations for Off-Boarding (if relevant)


ONBOARD


•Leverage assessment data to establish a leadership profile

•Create Strategic Development Plan to leverages strengths and closes leadership gaps

•Coach the new leader/s to make necessary changes to drive success and lead a high-performing team


DEVELOP


STRATEGIC DEVELOPMENT PLAN



• Create and implement a Talent Management Strategy for all levels of the organization.

• Engage in formal Talent Review meetings

• Create an Ongoing HIPO Program that has clear processes. It should combine assessment/coaching/leadership training

• Recruitment, retention, performance management, succession, culture

SUSTAIN

4 Main Drivers for Succession Planning

15

Risk Management

Top Talent Retention

Business Continuity

Business Growth

Succession Planning


THE REALITY•Succession Planning is an

emotionally charged topic

•This can get messy if not done correctly!

•Expert support is available

!


THANK YOU

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