继任计划SuccessionPlanning.ppt

Succession Planning & Retention“Roadmap for Leadership Continuity”Jimmy Duncan, SPHRWorkforce Planning & Employee Development“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONSession TopicsqThe SCANA ProfileqWhy “Developing our People” is a business imperative qThe business case for ensuring Leadership ContinuityqSCANA’s  holistic approach to Developing LeadersqSCANA’s Succession Planning ModelqSCANA’s Leadership Development ModelØThe Art of Effective Leadership at SCANAØPortfolio of Developmental Tools ØLeaders Role in DevelopmentqResults Assessment “Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONCompany Profileq$9 Billion Fortune 500 Company  qSoutheastern Business Markets (GA/SC/NC)qHeadquartered in Columbia, South Carolinaq8 Major Subsidiaries (Energy related businesses)qSCE&G – Serving South Carolina for 156 yearsq557,000 Electric Customers & 1 Million Gas Customers“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONState of the Workforce qTotal SCANA workforce: 5800 employees (12/31/05)qWorkforce growth trend:Avg. growth rate of 2%qAvg. annual turnover: 5.2 (lower than utility industry average)qAvg. years of service: 14.5 years qAvg. age of employees: 44q% of workforce over 40:70 %qEmployee retirements: 1% Annual avg.qAvg. age of  new hire: 34 “Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONWORKFORCE PLANNING & EMPLOYEE DEVELOPMENTWORKFORCE PLANNING & EMPLOYEE DEVELOPMENTWORKFORCE PLANNING & EMPLOYEE DEVELOPMENTWORKFORCE PLANNING & EMPLOYEE DEVELOPMENTWORKFORCE PLANNING & EMPLOYEE DEVELOPMENTWORKFORCE PLANNING & EMPLOYEE DEVELOPMENTVISION STATEMENTVISION STATEMENTTo ensure that SCANA will, on an on-going basis, have the To ensure that SCANA will, on an on-going basis, have the right peopleright people with the  with the right skills right skills in the in the right positionright position  available at the available at the right timeright time to meet organizational needs. to meet organizational needs. WORKFORCE PLANNING & WORKFORCE PLANNING & WORKFORCE PLANNING & WORKFORCE PLANNING & EMPLOYMENTEMPLOYMENTEMPLOYMENTEMPLOYMENT MISSIONMISSIONWe will proactively conduct workforce planning We will proactively conduct workforce planning activities that anticipate and plan for changes in activities that anticipate and plan for changes in the workforce composition, and through effective the workforce composition, and through effective employment processes ensure the availability of employment processes ensure the availability of qualified talent to meet SCANA’s business needs.qualified talent to meet SCANA’s business needs. EMPLOYEE DEVELOPMENTEMPLOYEE DEVELOPMENTEMPLOYEE DEVELOPMENTEMPLOYEE DEVELOPMENTMISSIONMISSIONWe will proactively deliver learning options that We will proactively deliver learning options that are geared toward enhancing employee are geared toward enhancing employee knowledge of essential competencies, leadership knowledge of essential competencies, leadership skills, and organizational effectiveness to ensure skills, and organizational effectiveness to ensure SCANA’s on-going success.SCANA’s on-going success. “Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATION“Developing our People”: Critical Success FactorDeveloping Our PeopleWorkforce PlanExcellence in Customer ServiceCost-Effective OperationsProfitable GrowthBusiness TargetWhat are we trying to achieve?Who completes the business activities?The “People Plan” enables our Business Plan“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATION“Leadership Continuity is a Business Imperative”“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATION“Screaming Headlines”qMcDonald’s Corporation CEO (Jim Cantalupo) dies unexpectedly (April 2004)qHarley Davidson’s CEO (Jeff Bleustein) steps down, but will remain as Chairman (December 2004)qBoeing’s CEO (Harry Stonecipher) is ousted amid improper conduct charges after just 15 months in position (March 2005)qDisney’s CEO (Michael Eisner) to step aside in September 2005 instead of September 2006 (March 2005)“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONThe Business Case for “Developing our Leaders”Business Leadership Success Formulaq“Leadership is the catalyst that delivers organizational success”q“Leadership continuity is the key for ongoing success (business imperative)Why is Succession Planning important to SCANA?qOur Business Model has changed (Business vs. operational emphasis)q15% of all SCANA employees are formal leaders (832 of 5600)q42% of our leaders will be retirement eligible over the next 10 yearsqKey organizational question: Where will the next wave of leaders come from?qTo meet this need, a formal approach to developing our leaders has become a top priorityqKey challenge: The current workforce pipeline demographics mirror our leadersqLaser-like focus on leadership development is imperative to SCANA’s continued success“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONTotalStaffTotal Retirement0-5 Years6-10 Years11-15 YearsExecutives764581621Managers 304129196050Supervisors II26312684969Supervisors I17874123032Totals:82137448156172Targeted Exits at Key Leadership LevelsSCANA’s Leadership Drain “Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONAverage Age and Service OverviewThe State of the Workforce PipelineJob GroupAverage Active Employee AgeAverage Active Employee ServiceOFFICIALS and EXECUTIVES48.119.8PROFESSIONALS44.514.5TECHNICIANS44.315.3SALES WORKERS46.415.4OFFICE & CLERICALS40.39.4CRAFT WORKERS43.816.1OPERATIVES40.910.0LABORERS44.614.0SERVICE WORKERS42.95.9Average 43.814.5SubsidiaryAverage Active Employee AgeAverage Active Employee ServiceSCANA Services42.311.1SCE&G 45.017.2SC Pipeline44.615.4SCANA Communications42.94.6Service Care34.86.3SCANA Energy Marketing41.86.3PSNC Energy43.514.7Primesouth43.85.4   Average43.814.5“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONLeadership Development & Succession Planning ModelLeadership Development & Succession Planning ModelIncreased leadership effectiveness in current roleIncreased capability or readiness for greater leadership responsibilityCurrent and Emerging Succession Planning Leaders CandidatesThe Success FormulaSuccession planning without the proper execution of leadership development is just replacement charting.  To be effective, these two separate systems must be highly integrated and the success criteria must be aligned to deliver targeted results.SCANA’s Approach to Developing LeadersSCANA’S Succession Planning ProgramApril, 2006“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONWhat is Succession Planning?“Any effort designed to ensure the continued effective performance of an organization, division, department, or work group by making provisions for the development, replacement, and strategic application of key people over time”(Ken Rothwell, How to Develop Leaders)“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONSuccession Planning Program - Primary GoalsqProvide leadership continuity to SCANA and its subsidiaries.qIdentify key leadership positions that are critical to SCANA’s success.qIdentify individuals who are potential candidates for key leadership positions or have the potential to assume greater leadership responsibilities.qDevelop succession planning candidates to realize their full leadership potential and to be considered for appropriate key leadership positions across SCANA.qEncourage the movement of individuals from one part of the business to another to fill key leadership openings.“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONSuccession Planning Program - Success CriteriaqAn increased number of succession planning candidates who assume key roles identified in succession plans.qA shorter period of vacancy in succession plan key positions.qA higher percentage of succession plan key positions filled internally.qAn increased number of succession plan key positions that have named candidates on a replacement chart.qAn increased number of succession plan candidates with a “ready now” status.qAn increased number of succession plan candidates who move to higher levels of readiness.qAn increased retention rate for succession plan candidates.“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONSuccession Planning Program - Key FeaturesqSuccession plan candidates are told that they are seen as individuals who have the potential to assume greater levels of leadership responsibility – not specific positions.qNo guarantees are made to succession plan candidates that they will be selected for open key leadership positions.qReplacement chart and high potential candidates identified.qBusiness area senior leaders own talent profile sheet data – this is not shared with succession plan candidates.qDevelopment plans are created with all succession plan candidates focused on increasing readiness and/or promotability.qOptional developmental assessments are available to assist in creating development plans.“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONSuccession Planning Program – Process StepsStep 1 – Identify key positionsStep 2 – Identify succession planning candidatesStep 3 – Discuss succession planning candidatesStep 4 – Create succession plansStep 5 – Create development plansStep 6 – Implement and monitor plans“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONStep 1: Identify Key PositionsKey Position: a position of formal leadership that is determined to be of primary importance due to to: • Retirement risk• Difficulty in filling position• Impact to area’s business plan / strategic plan.Step 2: Identify SP CandidatesArea leaders:•Request workforce planning analysis•Identify Key Positions•Identify key KSAs for key positions•Employees update SP Data•Area leaders complete Performance & promotability assessment on all employees•Area leaders nominate SP candidates•Area leaders complete talent profile assessment on all SP candidatesEmployees provide relevant work experience (including international and start-up experience), education, mobility, career interests, etc.Supervisors provide overall performance rating, promotability rating, areas of strength/development, readiness to assume greater responsibility and proficiency on leadership competenciesTiming: February-AugustPurpose is to input and evaluate SP employee data and nominate SP candidates.“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONStep 3: Discuss SP CandidatesPurpose is to determine next possible positions and development options.Step 4: Create Succession PlansArea leaders hold talent discussions on:•Candidate qualifications•Next possible positions•Development opportunitiesArea leaders create replacement charts for each key positions.Area leaders identify and chart high potential employees (HiPos)LD department creates talent profile sheets for each SP candidate and talent profile books for area leaders.Timing: February-August“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONStep 5: Create Development PlansDevelopment plans will increase readiness and promotability.Step 6: Implement & Monitor PlansUse SP plans in filling of open positions and evaluation of the success of the SP processArea leaders:• Can use optional developmental assessments•Discuss development with SP candidates•Create development plans with each SP candidateLD recommends development optionsAssessment Options- 360’s- Simulations- Comprehensive assessments- Stand-alone assessmentsTiming: September-March•SP Candidates implement development plans•Area leaders consider SP candidates for open key positions •Area leaders monitor SP development plans an update at least once/year•LD department evaluates SP process success indicators.“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONSuccession Planning Program - Ownership and TimelineqSCANA Succession Planning Program is owned by the senior leadership team.qAll subsidiaries will participate in the SCANA Succession Planning Program on an annual basis.  qSuccession plans must be created between February and August each year. Plans should be reviewed and updated at least once during the year.  qSubsidiary succession plans will then be available for use in the senior staff discussions on succession planning that occur in September. qProgram administration support is provided by the Leadership Development area and the Human Resource team supporting each business area. SCANA’S Leadership Development ProgramApril, 2006“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONThe Art of Leadership at SCANA qEffective leaders at SCANA, are more than proficient managers. qAt SCANA, effective leaders:ØCommunicate: directly, openly and honestlyØDevelop: individuals and teamsØInspire: trust, enthusiasm and commitmentBill Timmermann, SCANA Leadership Meeting, February , 2004SCANA CEO“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONLeadership Development Program - Primary GoalsqAssist leaders in identifying developmental areas of focus.qProvide developmental opportunities for leaders that will increase their effectiveness in their current role and prepare leaders to assume greater levels of leadership responsibility and reduce transition time into new leadership roles.qProvide development opportunities that include leadership behaviors related to SCANA’s core and leadership competencies.qEstablish a consistent leadership development curriculum across SCANA’s business areas.qIncrease understanding of SCANA’s leadership expectations.“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONLeadership Development Program - Success CriteriaqImprovements in performance, promotability, or readiness of succession planning candidates who participate in the leadership development program.qIncreased knowledge or effectiveness in pre and post-participation leadership assessments.qOverall increase in the corporate baseline of leadership assessments.qLeadership development program participants being selected for key leadership openings.qOverall business success in areas impacted by the leadership development program.“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONLeadership Development Program - Key FeaturesqLinkage between leadership development and the corporate succession planning program, and other key HR systems.qA focus on leadership behaviors that support SCANA’s core (for supervisors) and leadership (for mid-managers and executives) competenciesqTargeted development to three leadership levels: supervisor, mid-manager, and executive.qLeadership assessments used to identify development needs and create focused development plans.qA wide range of development options that include educational, relational, and experiential opportunities.qA mixture of internal and external development resources.“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONLeadership CompetenciesBusiness Acumen•Ensures uncompromising safety of business areas •Delivers exceptional customer service•Displays results orientation•Promotes business expansion•Maintains high industry knowledge•Drives change for continuous improvementBusiness Ethics•Avoids illegal, unethical, or improper conduct•Maintains unquestioned integrity•Creates a workplace environment free of hostility, intimidation, and offensiveness•Encourages good faith reporting of alleged wrongdoings•Ensures that systems are in place to protect company assets•Monitors code of conduct complianceDevelops People•Coaches and mentors others•Attracts and retains key talent•Demonstrates commitment to developing others•Builds high performing teams•Values diversityFinancial Stewardship•Demonstrates financial leadership•Creates shareholder value•Maintains profit & loss responsibility•Ensures cost-effective operations•Takes prudent financial risks •Manages assets effectivelyImpactful Communication•Articulates the vision•Translates strategic concepts•Builds trust•Motivates othersRelationship Building•Displays empathy•Establishes diverse networks •Cultivates customer relationships•Builds consensus•Creates ownership through delegation•Has dynamic interactions with employeesStrategy Development•Establishes strategic direction•Develops strategic plans•Makes decisions consistent with strategic direction•Ensures organizational alignment of goals•Provides global perspective“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONLeadership Competencies……..qAre the foundation to the middle manager and executive leadership development programs.qAre in addition to existing core competencies.qAddress the additional responsibilities of middle managers and executives.qDrive expected behaviors in middle manages and executives.qAre assessed as part of a leader’s performance management cycle.qAre included in a succession planning candidate’s talent profile.“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONLD Program ParticipationqParticipation in SCANA’s LD Program is optional. qThe LD program is available to all supervisors and above, as well to individual contributors who meet specific participation criteria.  qIn order for an individual contributor to participate in an LD program offering, they must: ØBe employed by the SCANA Corporation for a minimum of 2 years ØDemonstrate strong technical skills and high performance in his/her current job ØBe preparing to be considered for a positional leadership role within the next 3 years OR have a specific business need based on his/her current performance plan “Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONLeadership Development Program ModelqLeadership career level defines participant group for each tier.qOverlapping tiers allows flexibility of leadership level participation.qSupervisor tier uses core competencies as foundation.qMid-manager and executive tiers use leadership competencies as foundation.Mid-Manager DevelopmentTarget audience: managers, and high potential supervisors / team leadersLeadership career levels: 4 – 6Executive DevelopmentTarget audience: directors and above, and succession plan candidatesLeadership career levels: 7 - 9Supervisory DevelopmentTarget audience: supervisors, team leaders, and prospective leadersLeadership career levels: 1 - 3“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONLeadership Development Program OptionsSupervisor DevelopmentMid-Manager DevelopmentExecutive DevelopmentAssessments:ØSCANA 360 for LeadersØLeadership Knowledge Assessment for SCANAAssessments:ØLeadership competency 360ØSimulationØComprehensive assessmentØStand alone assessmentAssessments:ØLeadership competency 360ØSimulationØComprehensive assessmentØStand alone assessmentEducation:ØLeadership community on the EDGEØIn-house leadership libraryØLEAD workshopsØLeadership online learning modulesØCTN broadcastsEducation:ØLeadership community on the EDGEØIn-house leadership library ØIn-house mid-manager workshopØExternal mid-manager education referralEducation:ØLeadership community on the EDGEØIn-house leadership library ØIn-house executive workshopØExternal executive education referralØExecutive book summariesRelationship:ØCoaching (internal/external)ØMentoringØJob shadowingRelationship:ØCoaching (internal/external)ØMentoringØIndustry networkingRelationship:ØCoaching (external only)ØMentoringØIndustry networkingExperience:ØSpecial projectsØApprenticeshipsØJob assignmentsExperience:ØSpecial projectsØSCANA cross-functional committeesØCommunity boards & committeesØJob rotationØJob assignmentsExperience:ØProject assignments related to SCANA strategic planØSCANA cross-functional committeesØCommunity boards & committeesØJob rotationØJob assignmentsp Leadership development options are promoted through SCANA U on the EDGE.“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONLD Program Options - Supervisorq Assessments:ØSCANA 360 for Leaders - behavior-based assessment of core competenciesØLeadership Knowledge Assessment for SCANA - core competency basedq Education:ØLeadership community on the EDGE – online resource for leadership informationØIn-house leadership library – books, videos, cassettes located in LD areaØLEAD workshops – 13 separate workshops including core and elective offeringsØLeadership online learning modules – 15 online modules plus HR101 CBT’sØCTN broadcasts – online broadcasts on leadership topics provided by CTNØExternal education referral – referral to local or regional workshops and seminarsq Relationship:ØCoaching – trained internal and local external leadership coaches, 3 - 6 months standardØMentoring – corporate guidance on administering a business area mentoring programØJob shadowing – corporate guidance on administering job shadowingq Experience:ØSpecial projects – business area use of special projects for developmentØApprenticeships – business area use of apprenticeships for developmentØJob assignments – business area use of job assignments for development“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONLD Program Options - Mid-managerq Assessments:ØLeadership competency 360 - behavior-based assessment of leadership competenciesØSimulation – results-based simulation in fictitious leadership roleØComprehensive assessment -  battery of assessments on leadership effectivenessØStand alone assessment – single leadership assessment, predictive in natureq Education:ØLeadership community on the EDGE – online resource for leadership informationØIn-house leadership library – books, videos, cassettes located in LD areaØIn-house mid-manager workshop – 3-5 day local workshop, based on leadership competenciesØExternal education referral – referral to regional or national workshops and seminarsq Relationship:ØCoaching – trained internal and local external coaches, 6 - 12 months standardØMentoring – corporate guidance on administering a business area mentoring programØIndustry networking – business area use of networking for developmentq Experience:ØSpecial projects – business area use of special projects for developmentØSCANA cross-functional committees – business area use of committees for developmentØCommunity boards and committees – use of community boards/committees for developmentØJob rotation and assignments – business area use of assignments & rotation for development“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONLD Program Options - Executiveq Assessments:ØLeadership competency 360 - behavior-based assessment of leadership competenciesØSimulation – results-based simulation in fictitious senior leadership roleØComprehensive assessment -  battery of assessments on leadership effectivenessØStand alone assessment – single leadership assessment, predictive in natureq Education:ØLeadership community on the EDGE – online resource for leadership informationØIn-house leadership library – books, videos, cassettes located in LD areaØIn-house executive workshop – 2-3 day local workshop, based on leadership competenciesØExecutive book summaries – online summaries of leadership books for executivesØExternal education referral – referral to national executive education programsq Relationship:ØCoaching – national external coaches, 6 - 12 months standardØMentoring – corporate guidance on administering a business area mentoring programØIndustry networking – business area use of networking for developmentq Experience:ØStrategic plan projects – use of projects related to SCANA’s strategic plan for developmentØSCANA cross-functional committees – business area use of committees for developmentØCommunity boards and committees –use of community boards/committees for developmentØJob rotation and assignments – business area use of assignments & rotation for development“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONLeadership Development - Leadership Community “Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONLeadership Development Program AccountabilityqSenior leaders are accountable for: –ensuring that development plans are being created–supporting participation in development activities –balancing developmental needs with the needs of the business –setting clear expectations for what is to be gained through participation in the development activity as well as how the development will be utilized at SCANAqAll program participants are accountable for:–driving their own development  –taking an active role in creating development plans–identifying appropriate fulfillment options –completing participation in the development that was selected–applying the development in a meaningful way to some aspect of their work at SCANA  qThe Leadership Development area is accountable for:–administering the leadership development program–developing and maintaining program content–scheduling program offerings–registering program participants  –tracking the participation of participants –evaluating the effectiveness of the program“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONqConnects the learning efforts for the SCANA family of businesses to the bottom line.qTargeted Outcomes:ØDrive SCANA’s vision and expectations for employee development.ØFacilitate the marketing of corporate and SBU learning and development options.ØServe as thee intersection for all learning and development communities at SCANA.“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONSCANA University“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATION2005 SCANA University MetricsEmployee Development Program / Process YTD ParticipationqEducation Program (Enrolled in program/Active status) qPersonal LeadershipqBehaviors for Success CourseqManaging Your Career CourseqCTN Broadcasts qE-Learning Modules (# of individuals granted access to ED bundle)354294128  46544  61vEducation Reimbursement Program Payout $ 728,322Leadership Development Program / Process YTD ParticipationqSCANA 360 for LeadersqLeadership Knowledge Assessment for SCANAqPM 360qLeadership Online Learning Module RegistrationsqLEAD WorkshopsqLEAD Certificates  27  47  13152561  49Total Utilization (ED/LD Programs)2,286“Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONLeaders’ Role in Development (Retention Focus)qAlign developmental activities with targeted business outcomesqView development as a process, not an activityqPrepare employee for current or future career assignmentsqRemind employees that development is a continuous processqHold employees accountable for their own development“What is Measured, Gets Done” “Developing Our People”“Developing Our People”SCANA CORPORATIONSCANA CORPORATIONResults Are On TargetqSuccession Planning and Leadership Development Programs have been embraced and fully funded by senior leadership.qTop 50 High Potential Employees have been identified and placed in acceleration program by senior leadership team.q2/3 of employment opportunities are filled by internal candidates.qOnly a 3% turnover rate in leadership levels during the last three years.qAll subsidiaries have begun to develop long range workforce plans which focus on the risk potential at the leadership level.qDevelopment has become embedded as a performance expectation through key HR and business systems.qManaging performance and ensuring workforce planning is an integral part of leaders performance expectationsQuestions。