继任计划SuccessionPlanning.ppt

1、SuccessionPlanning&Retention“RoadmapforLeadershipContinuity”Jimmy Duncan,SPHRWorkforcePlanning&EmployeeDevelopment“Developing Our“Developing Our People”People”SCANACORPORATIONSCANACORPORATIONSessionTopicsqTheSCANAProfileqWhy“DevelopingourPeople”isabusinessimperativeqThebusinesscaseforensuringLeaders

2、hipContinuityqSCANAsholisticapproachtoDevelopingLeadersqSCANAsSuccessionPlanningModelqSCANAsLeadershipDevelopmentModelTheArtofEffectiveLeadershipatSCANAPortfolioofDevelopmentalToolsLeadersRoleinDevelopmentqResultsAssessment“Developing Our“Developing Our People”People”SCANACORPORATIONSCANACORPORATION

3、CompanyProfileq$9BillionFortune500CompanyqSoutheasternBusinessMarkets(GA/SC/NC)qHeadquarteredinColumbia,SouthCarolinaq8MajorSubsidiaries(Energyrelatedbusinesses)qSCE&GServingSouthCarolinafor156yearsq557,000ElectricCustomers&1MillionGasCustomers“Developing Our“Developing Our People”People”SCANACORPOR

4、ATIONSCANACORPORATIONStateoftheWorkforce qTotalSCANAworkforce:5800employees(12/31/05)qWorkforcegrowthtrend:Avg.growthrateof2%qAvg.annualturnover:5.2(lowerthanutilityindustryaverage)qAvg.yearsofservice:14.5yearsqAvg.ageofemployees:44q%ofworkforceover40:70%qEmployeeretirements:1%Annualavg.qAvg.ageofne

5、whire:34“Developing Our“Developing Our People”People”SCANACORPORATIONSCANACORPORATIONWORKFORCE PLANNING&EMPLOYEE DEVELOPMENTWORKFORCE PLANNING&EMPLOYEE DEVELOPMENTWORKFORCE PLANNING&EMPLOYEE DEVELOPMENTWORKFORCE PLANNING&EMPLOYEE DEVELOPMENTWORKFORCE PLANNING&EMPLOYEE DEVELOPMENTWORKFORCE PLANNING&E

6、MPLOYEE DEVELOPMENTVISION STATEMENTVISION STATEMENTToensurethatSCANAwill,onanon-goingbasis,havetheToensurethatSCANAwill,onanon-goingbasis,havetherightpeoplerightpeoplewiththewiththerightskillsrightskillsininthetherightpositionrightpositionavailableattheavailableattherighttimerighttimetomeetorganizat

7、ionalneeds.tomeetorganizationalneeds.WORKFORCE PLANNING&WORKFORCE PLANNING&WORKFORCE PLANNING&WORKFORCE PLANNING&EMPLOYMENTEMPLOYMENTEMPLOYMENTEMPLOYMENT MISSIONMISSIONWewillproactivelyconductworkforceWewillproactivelyconductworkforceplanningactivitiesthatanticipateandplanningactivitiesthatanticipat

8、eandplanforchangesintheworkforceplanforchangesintheworkforcecomposition,andthrougheffectivecomposition,andthrougheffectiveemploymentprocessesensuretheemploymentprocessesensuretheavailabilityofqualifiedtalenttomeetavailabilityofqualifiedtalenttomeetSCANAsbusinessneeds.SCANAsbusinessneeds.EMPLOYEE DEV

9、ELOPMENTEMPLOYEE DEVELOPMENTEMPLOYEE DEVELOPMENTEMPLOYEE DEVELOPMENTMISSIONMISSIONWewillproactivelydeliverlearningWewillproactivelydeliverlearningoptionsthataregearedtowardoptionsthataregearedtowardenhancingemployeeknowledgeofenhancingemployeeknowledgeofessentialcompetencies,leadershipessentialcompe

10、tencies,leadershipskills,andorganizationaleffectivenessskills,andorganizationaleffectivenesstoensureSCANAson-goingsuccess.toensureSCANAson-goingsuccess.“Developing Our“Developing Our People”People”SCANACORPORATIONSCANACORPORATION“DevelopingourPeople”:CriticalSuccessFactorDevelopingOurPeopleWorkforce

11、PlanExcellenceinCustomerServiceCost-EffectiveOperationsProfitableGrowthBusinessTargetWhatarewetryingtoachieve?Whocompletesthebusinessactivities?The“PeoplePlan”enablesourBusinessPlan“Developing Our“Developing Our People”People”SCANACORPORATIONSCANACORPORATION“Leadership Continuity is a Business Imper

12、ative”“Developing Our“Developing Our People”People”SCANACORPORATIONSCANACORPORATION“ScreamingHeadlines”qMcDonaldsCorporationCEO(JimCantalupo)diesunexpectedly(April2004)qHarleyDavidsonsCEO(JeffBleustein)stepsdown,butwillremainasChairman(December2004)qBoeingsCEO(HarryStonecipher)isoustedamidimproperco

13、nductchargesafterjust15monthsinposition(March2005)qDisneysCEO(MichaelEisner)tostepasideinSeptember2005insteadofSeptember2006(March2005)“Developing Our“Developing Our People”People”SCANACORPORATIONSCANACORPORATIONTheBusinessCasefor“DevelopingourLeaders”BusinessLeadershipSuccessFormulaq“Leadershipisth

14、ecatalystthatdeliversorganizationalsuccess”q“Leadershipcontinuityisthekeyforongoingsuccess(businessimperative)WhyisSuccessionPlanningimportanttoSCANA?qOurBusinessModelhaschanged(Businessvs.operationalemphasis)q15%ofallSCANAemployeesareformalleaders(832of5600)q42%ofourleaderswillberetirementeligibleo

15、verthenext10yearsqKeyorganizationalquestion:Wherewillthenextwaveofleaderscomefrom?qTomeetthisneed,aformalapproachtodevelopingourleadershasbecomeatoppriorityqKeychallenge:ThecurrentworkforcepipelinedemographicsmirrorourleadersqLaser-likefocusonleadershipdevelopmentisimperativetoSCANAscontinuedsuccess

16、Developing Our“Developing Our People”People”SCANACORPORATIONSCANACORPORATIONTotalStaffTotalRetirement0-5Years6-10Years11-15YearsExecutives764581621Managers304129196050SupervisorsII26312684969SupervisorsI17874123032Totals:82137448156172TargetedExitsatKeyLeadershipLevelsSCANAsLeadershipDrain “Develop

17、ing Our“Developing Our People”People”SCANACORPORATIONSCANACORPORATIONAverageAgeandServiceOverviewTheStateoftheWorkforcePipelineJob GroupAverage Active Employee AgeAverage Active Employee ServiceOFFICIALSandEXECUTIVES48.119.8PROFESSIONALS44.514.5TECHNICIANS44.315.3SALESWORKERS46.415.4OFFICE&CLERICALS

18、40.39.4CRAFTWORKERS43.816.1OPERATIVES40.910.0LABORERS44.614.0SERVICEWORKERS42.95.9Average43.814.5SubsidiaryAverage Active Employee AgeAverage Active Employee ServiceSCANAServices42.311.1SCE&G45.017.2SCPipeline44.615.4SCANACommunications42.94.6ServiceCare34.86.3SCANAEnergyMarketing41.86.3PSNCEnergy43

19、514.7Primesouth43.85.4Average43.814.5“Developing Our“Developing Our People”People”SCANACORPORATIONSCANACORPORATIONLeadershipDevelopment&SuccessionPlanningModelLeadershipDevelopment&SuccessionPlanningModelIncreasedleadershipeffectivenessincurrentroleIncreasedcapabilityorreadinessforgreaterleadership

20、responsibilityCurrentandEmergingSuccessionPlanningLeaders CandidatesTheSuccessFormulaSuccessionplanningwithouttheproperexecutionofleadershipdevelopmentisjustreplacementcharting.Tobeeffective,thesetwoseparatesystemsmustbehighlyintegratedandthesuccesscriteriamustbealignedtodelivertargetedresults.SCANA

21、sApproachtoDevelopingLeadersSCANAS Succession Planning ProgramApril,2006“Developing Our“Developing Our People”People”SCANACORPORATIONSCANACORPORATIONWhatisSuccessionPlanning?“Anyeffortdesignedtoensurethecontinuedeffectiveperformanceofanorganization,division,department,orworkgroupbymakingprovisionsfo

22、rthedevelopment,replacement,andstrategicapplicationofkeypeopleovertime”(Ken Rothwell,How to Develop Leaders)“Developing Our“Developing Our People”People”SCANACORPORATIONSCANACORPORATIONSuccessionPlanningProgram-PrimaryGoalsqProvideleadershipcontinuitytoSCANAanditssubsidiaries.qIdentifykeyleadershipp

23、ositionsthatarecriticaltoSCANAssuccess.qIdentifyindividualswhoarepotentialcandidatesforkeyleadershippositionsorhavethepotentialtoassumegreaterleadershipresponsibilities.qDevelopsuccessionplanningcandidatestorealizetheirfullleadershippotentialandtobeconsideredforappropriatekeyleadershippositionsacros

24、sSCANA.qEncouragethemovementofindividualsfromonepartofthebusinesstoanothertofillkeyleadershipopenings.“Developing Our“Developing Our People”People”SCANACORPORATIONSCANACORPORATIONSuccessionPlanningProgram-SuccessCriteriaqAnincreasednumberofsuccessionplanningcandidateswhoassumekeyrolesidentifiedinsuc

25、cessionplans.qAshorterperiodofvacancyinsuccessionplankeypositions.qAhigherpercentageofsuccessionplankeypositionsfilledinternally.qAnincreasednumberofsuccessionplankeypositionsthathavenamedcandidatesonareplacementchart.qAnincreasednumberofsuccessionplancandidateswitha“readynow”status.qAnincreasednumb

26、erofsuccessionplancandidateswhomovetohigherlevelsofreadiness.qAnincreasedretentionrateforsuccessionplancandidates.“Developing Our“Developing Our People”People”SCANACORPORATIONSCANACORPORATIONSuccessionPlanningProgram-KeyFeaturesqSuccessionplancandidatesaretoldthattheyareseenasindividualswhohavethepo

27、tentialtoassumegreaterlevelsofleadershipresponsibilitynotspecificpositions.qNoguaranteesaremadetosuccessionplancandidatesthattheywillbeselectedforopenkeyleadershippositions.qReplacementchartandhighpotentialcandidatesidentified.qBusinessareaseniorleadersowntalentprofilesheetdatathisisnotsharedwithsuc

28、cessionplancandidates.qDevelopmentplansarecreatedwithallsuccessionplancandidatesfocusedonincreasingreadinessand/orpromotability.qOptionaldevelopmentalassessmentsareavailabletoassistincreatingdevelopmentplans.“Developing Our“Developing Our People”People”SCANACORPORATIONSCANACORPORATIONSuccessionPlann

29、ingProgramProcessStepsStep1IdentifykeypositionsStep2IdentifysuccessionplanningcandidatesStep3DiscusssuccessionplanningcandidatesStep4CreatesuccessionplansStep5CreatedevelopmentplansStep6Implementandmonitorplans“Developing Our“Developing Our People”People”SCANACORPORATIONSCANACORPORATIONStep1:Identif

30、yKeyPositionsKey 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 areas business plan/strategic plan.Step2:IdentifySPCandidatesArea leaders:Request workforce planning analysisIdentify Key Positi

31、onsIdentify key KSAs for key positionsEmployees update SP DataArea leaders complete Performance&promotability assessment on all employeesArea leaders nominate SP candidatesArea leaders complete talent profile assessment on all SP candidatesEmployees provide relevant work experience(including interna

32、tional 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

33、 evaluate SP employee data and nominate SP candidates.“Developing Our“Developing Our People”People”SCANACORPORATIONSCANACORPORATIONStep3:DiscussSPCandidatesPurpose is to determine next possible positions and development options.Step4:CreateSuccessionPlansArea leaders hold talent discussions on:Candi

34、date qualificationsNext possible positionsDevelopment 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.

35、Timing:February-August“Developing Our“Developing Our People”People”SCANACORPORATIONSCANACORPORATIONStep5:CreateDevelopmentPlansDevelopment plans will increase readiness and promotability.Step6:Implement&MonitorPlansUse SP plans in filling of open positions and evaluation of the success of the SP pro

36、cessArea leaders:Can use optional developmental assessmentsDiscuss development with SP candidatesCreate development plans with each SP candidateLD recommends development optionsAssessment Options-360s-Simulations-Comprehensive assessments-Stand-alone assessmentsTiming:September-MarchSP Candidates im

37、plement development plansArea leaders consider SP candidates for open key positions Area leaders monitor SP development plans an update at least once/yearLD department evaluates SP process success indicators.“Developing Our“Developing Our People”People”SCANACORPORATIONSCANACORPORATIONSuccessionPlann

38、ingProgram-OwnershipandTimelineqSCANASuccessionPlanningProgramisownedbytheseniorleadershipteam.qAllsubsidiarieswillparticipateintheSCANASuccessionPlanningProgramonanannualbasis.qSuccessionplansmustbecreatedbetweenFebruaryandAugusteachyear.Plansshouldbereviewedandupdatedatleastonceduringtheyear.qSubs

39、idiarysuccessionplanswillthenbeavailableforuseintheseniorstaffdiscussionsonsuccessionplanningthatoccurinSeptember.qProgramadministrationsupportisprovidedbytheLeadershipDevelopmentareaandtheHumanResourceteamsupportingeachbusinessarea.SCANAS Leadership Development ProgramApril,2006“Developing Our“Deve

40、loping Our People”People”SCANACORPORATIONSCANACORPORATIONTheArtofLeadershipatSCANAqEffectiveleadersatSCANA,aremorethanproficientmanagers.qAtSCANA,effectiveleaders:Communicate:directly,openlyandhonestlyDevelop:individualsandteamsInspire:trust,enthusiasmandcommitmentBill Timmermann,SCANA Leadership Me

41、eting,February,2004SCANA CEO“Developing Our“Developing Our People”People”SCANACORPORATIONSCANACORPORATIONLeadershipDevelopmentProgram-PrimaryGoalsqAssistleadersinidentifyingdevelopmentalareasoffocus.qProvidedevelopmentalopportunitiesforleadersthatwillincreasetheireffectivenessintheircurrentroleandpr

42、epareleaderstoassumegreaterlevelsofleadershipresponsibilityandreducetransitiontimeintonewleadershiproles.qProvidedevelopmentopportunitiesthatincludeleadershipbehaviorsrelatedtoSCANAscoreandleadershipcompetencies.qEstablishaconsistentleadershipdevelopmentcurriculumacrossSCANAsbusinessareas.qIncreaseu

43、nderstandingofSCANAsleadershipexpectations.“Developing Our“Developing Our People”People”SCANACORPORATIONSCANACORPORATIONLeadershipDevelopmentProgram-SuccessCriteriaqImprovementsinperformance,promotability,orreadinessofsuccessionplanningcandidateswhoparticipateintheleadershipdevelopmentprogram.qIncre

44、asedknowledgeoreffectivenessinpreandpost-participationleadershipassessments.qOverallincreaseinthecorporatebaselineofleadershipassessments.qLeadershipdevelopmentprogramparticipantsbeingselectedforkeyleadershipopenings.qOverallbusinesssuccessinareasimpactedbytheleadershipdevelopmentprogram.“Developing

45、 Our“Developing Our People”People”SCANACORPORATIONSCANACORPORATIONLeadershipDevelopmentProgram-KeyFeaturesqLinkagebetweenleadershipdevelopmentandthecorporatesuccessionplanningprogram,andotherkeyHRsystems.qAfocusonleadershipbehaviorsthatsupportSCANAscore(forsupervisors)andleadership(formid-managersan

46、dexecutives)competenciesqTargeteddevelopmenttothreeleadershiplevels:supervisor,mid-manager,andexecutive.qLeadershipassessmentsusedtoidentifydevelopmentneedsandcreatefocuseddevelopmentplans.qAwiderangeofdevelopmentoptionsthatincludeeducational,relational,andexperientialopportunities.qAmixtureofintern

47、alandexternaldevelopmentresources.“Developing Our“Developing Our People”People”SCANACORPORATIONSCANACORPORATIONLeadershipCompetenciesBusinessAcumenEnsuresuncompromisingsafetyofbusinessareasDeliversexceptionalcustomerserviceDisplaysresultsorientationPromotesbusinessexpansionMaintainshighindustryknowl

48、edgeDriveschangeforcontinuousimprovementBusinessEthicsAvoidsillegal,unethical,orimproperconductMaintainsunquestionedintegrityCreatesaworkplaceenvironmentfreeofhostility,intimidation,andoffensivenessEncouragesgoodfaithreportingofallegedwrongdoingsEnsuresthatsystemsareinplacetoprotectcompanyassetsMoni

49、torscodeofconductcomplianceDevelopsPeopleCoachesandmentorsothersAttractsandretainskeytalentDemonstratescommitmenttodevelopingothersBuildshighperformingteamsValuesdiversityFinancialStewardshipDemonstratesfinancialleadershipCreatesshareholdervalueMaintainsprofit&lossresponsibilityEnsurescost-effective

50、operationsTakesprudentfinancialrisksManagesassetseffectivelyImpactfulCommunicationArticulatesthevisionTranslatesstrategicconceptsBuildstrustMotivatesothersRelationshipBuildingDisplaysempathyEstablishesdiversenetworksCultivatescustomerrelationshipsBuildsconsensusCreatesownershipthroughdelegationHasdy