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Succession Planning What Could Be More Crucial To Your Company’s Ongoing Performance?
Agenda
• Introductory Comments • Set the Stage for Our Panelists • Bud Leeper, Head of HR, GuFmann Energy • Amy Higgins, VP, HR, Aquion Energy • Carolyn McKinney, VP, HR, Peoples Gas • Open Q&A Forum • Review What Spells Success • Final Comments
Learning ObjecRves
• Review/discuss O&G industry succession planning pracRces as shared by our panel of industry pracRRoners. Find out what has worked, what hasn’t and why!
• Examine the required building blocks of a strong succession planning process.
• Discuss best pracRces for implemenRng succession planning processes.
What do you want to learn about
Succession Planning today?
Bud Leeper Director of Human Resources
The Guttman Group of Companies
Some quick Succession Planning stats…
• Targeted – 60% of companies – Hard to fill PosiRons – Key Talent
• Broad – 40% of companies – All employees or posiRons above a certain level
• Frequency – 49% meet annually – 27% bi-‐annually
• Average Number of Successors for Senior ExecuRve PosiRons – 24.2% One Successor – 44.1% Two Successors – 25.4% Three Successors
Corporate Leadership Council data
Keeping it simple… • It’s not about filling out documents • Use documents as guides for open and honest discussions about people and the acRons necessary to ensure your company is ready for current and future challenges
• Find ways to weave into the fabric of your day to day discussions about recruitment, development and strategic planning
• Make it repeatable • Know your audience
Talent Profiles
• Engage employees to complete Talent Profiles – Work History – EducaRon/CerRficaRons – Career Goals
• Short term: 0-‐24 months • Long term: 24-‐48 months
– Foreign Language proficiencies – RelocaRon preferences and/or restricRons – Strengths and Development Needs
Sample 9 Block Assessment Chart Key Contributor/Trusted Professional
High Performer/High Impact Performer
High Poten=al/Future Leader Top Talent
Highly Valued Contributor May have reached career potenRal
Strong contributor Coach, reward and encourage
Consistently exceeds expectaRons Promote and Develop
Capable Performer/Effec=ve Valued Performer/Core Employee
Rising Leader/Growth Employee
Solid Contributor Coach to strengthen contribuRon
May be able to move another level MoRvate, engage and reward
Challenge to maximize ability Valued talent Reward and develop
Under Performer On the Learning Curve/Dilemma Too New to Rate/Enigma
At Risk Performance Manage or Exit
At Risk Not delivering expected results Coach or reassign
New to Company OR May be in wrong job or with wrong manager
Growth Poten=al
Perform
ance
Low
Low High
High
Medium
Med
ium
ClassificaRons – so many choices
Successor Ready within 1 year
Successor Ready within 2 years
No Successor Ready within 2 years
Readiness Codes
N Ready Now
1 Ready within 1 year
2 Ready within 2 years
3 Ready more than 2+ years
New to PosiRon within 1 year
Expected to ReRre or be Vacant within 1 year
Readiness RaRngs
Ready Now (RN) 0-‐12 months
Ready Later: (RL) 12-‐24 months
Ready Future: (RF) 24+ months
Promoted within last 12 mos Promoted within last 2 years New to Company within 2 years
Succession Charts
Successor’s Name Code
Susan Energy N
Michael Hasgas 1
John Frackwater 2
Emergency Successor: Mary Marcellus
Posi=on VP of Natural Resources
Sam Shale
Posi=on VP of Supply Chain
Sarah Logis=cs
Successor’s Name Code
Wally Warehouse 3
Laura Loadingdock 3
Emergency Successor: Wally Warehouse
High PotenRals and Career Chats Name Title Hi-‐PotenRal
or Career Chat Time in PosiRon
AcRons
Sophie Masloff Dir. Engineering Hi PotenRal 2 yr, 8 mo AFend ExecuRve Leadership program through Univ. PiF
Mike Tomlin Sr. Mgr Research
Hi PotenRal 9 months Lead financial planning project; serve on advisory commiFee
Neil Walker Mgr Supply Chain
Hi PotenRal 2 yr, 6 mo Project Management cerRficaRon
Jim Krenn Dir. Sales Hi PotenRal 1yr, 2 mo 12 month Houston-‐based assignment
Sally Wiggins Machine Operator
Career Chat 13 months Assist with college relaRons at local tech school
Chris Kunitz Warehouse Lead
Career Chat 9 months Advanced Excel class
Fred Rogers Engineer Career Chat 6 months AFend management development program
Promoted within last 12 mos Promoted within last 2 years New to Company within 2 years
Gap Analysis and AcRon Planning
Organiza=on/People/Skills Gap Ac=on to be Taken Date to be Completed
Person(s) Responsible
Sales Department – no immediate successor for 2 senior roles
Begin external search for possible candidates with industry experience. Pending re=rement of Sales Director 3/15
11/14 to allow for transi=on of leadership
Sidney Crosby and Evgeni Malkin
Engineering Department Develop partnership with 2-‐3 top-‐=er engineering university programs, internship sponsorship to build bench strength for future engineering growth
Ongoing with internships to be in place for Summer 2015
Jamie Dixon
Produc=on – Andrew Carnegie Transi=on Andrew to a mentor role for upcoming produc=on supervisors as we develop future produc=on management candidates.
March 2015 James Harrison
Human Resources technology Recruit HRIS-‐experienced professional that will assist with new system analysis and implementa=on; hire external consultant to narrow vendor choices and prepara=on of RFPs.
June 2015 for RFPs September 2015 for new HRIS employee
Clint Hurdle
Amy Higgins Vice President, Human Resources
Peoples Move to a High Performance Culture
HR Energy Summit Carolyn B. Mckinney
April 1, 2014
• 128 year old gas uRlity company • Formerly Dominion Peoples, purchased by private equity
investor in 2010 • Two acquisiRons; T.W. Phillips & Equitable Gas Company • Peoples’ had 515 employees in Feb., 2010, now 1296 • Over ½ of work force union-‐represented; four Unions • Succession Planning needs have changed rapidly due to:
-‐ Fewer reRrements than expected -‐ AcquisiRons expanded the talent pool -‐ Planned infrastructure and territory mergers -‐ Increased compeRRon for some job categories
• Succession Planning execuRon thus far; just “scratching the surface”.
About Peoples’
HIGH PERFORMANCE CULTURE
RecruiRng & SelecRon
Performance Management CompensaRon Succession
Planning
• Revised Tools • RaRng DefiniRon • Goal Seung • Performance
Coaching • Training
• Benchmarking • APIP approach • Merit approach • Hot Jobs approach • EGC over max approach
• Total CompensaRon Statements
• Immediate • Long term • Depth Chart • Talent Review • Development
Plans • Training
• Staffing requirements
• RecruiRng • Interview • SelecRon • On-‐boarding
2014 IMPROVEMENT FOCUS
2014 is the year of “raising the bar” and increased emphasis on competencies.
18
• Strong links to employee selecRon, compensaRon and performance management programs.
• Hire and promote only the best performers. No seFling!!
• RecogniRon, development and reward of strongest performers is essenRal for retenRon and succession planning.
• The Succession Plan is a “living” document which needs constant vigilance, validaRon and revision.
• Development includes mix of training, self-‐educaRon, mentoring and job experiences.
• Link to industry job market; invest in “hot” industry specific job development as opposed to non-‐industry specific roles.
Succession Planning Philosophy
• Greater uRlizaRon of performance evaluaRons as filter for developmental needs.
• Increased emphasis on “how” vs. “what”, especially leadership competencies.
• Not just “hot jobs”, but also “hot people”. • Individual development plans for all staff, with parRcularly focus on “high potenRals”.
• For Peoples, focus on and execuRon of performance evaluaRons and developmental plans are greatest challenges.
• Evaluate our tendency to fill from within as opposed to outside hires.
• Periodic execuRve/board review of organizaRonal and talent depth charts.
Succession Planning ExecuRon
Q & A
Lessons Learned -‐ Takeaways
Enjoy the Day!
