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
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