Presentation Overview
Background
Existing WorkForce Planning at CalPERS 2002 - Strategic direction to focus on Succession Planning Established Succession Planning & WorkForce Management Project (SPWMP)
Adopted Leadership Development Framework Demographic Profile of CalPERS Leadership Risk Assessment to establish scope
Scope
Low Risk
50.0%
32%
25.0% 0.0% 2004 2007 Years 2009
17%
Incumbents age 60 today or age 55 with more than 10 years service Incumbents will reach Immediate Risk within next 5 years Not in either of above categories
Leaders differ in their perception about skills of the current team Most leaders have made career progress through self-initiated assignments and visible projects Most leaders understand the political context in which CalPERS operates; but, dont incorporate that into their daily performance
A broader, cross-functional understanding of CalPERS, including its strategic direction and how each function contributes Environmental awareness and ability to see a problem from a multi-faceted perspective Negotiation skills, team building, and conflict management Ability to navigate the political landscape Ability to lead and engage people (e.g., interpersonal skills), in particular to influence diverse stakeholders and constituencies Deeper and broader business acumen, to analyze problems and make decisions (e.g., financial, marketing, operations, technical, strategic) Ability to think strategically and creatively, to develop new products, processes, or solutions to meet a business need
Middle managers have not been valued and developed as future leaders
Do not have formal networks to share information Lack chance to work in more than one department / function Do not receive communication and attention to broaden or develop skills Many have worked for other organizations & state agencies and have a broader set of experiences that is not being leveraged
Requirements of Leader
Note: The Leadership Development Process is iterative with feedback loops between and within phases.
Leadership Assessment & Feedback Multi-source assessment (360) Employee Survey Other Assessment Assessment Center Exec Assessment Individual Performance Review Track record of results Values and competencies Development needs Top Leadership Skills Assessment Career history Performance & potential Strengths/gaps Future options
Leadership Development Actions Development through work assignments Change in job content or scope Job reassignment Project initiative or action learning Learning from others External executive coaching Mentoring
Broad Context Overall strategy Culture/values Leadership development principles Leadership expectations Specific Business priorities, goals and measures Business initiatives Leadership skills and staffing for today & in future Unit-specific strategies and expectations
Individual Development Planning Strengths Gaps Development goals Executive development action plan
Succession Planning Analysis of top talent slate Comparison to business needs Vulnerability Scenario charts for potential succession Training-based development Internal leadership curriculum External training or education Self-directed study
Requirements of Leader
Note: The Leadership Development Process is iterative with feedback loops between and within phases.
Identify candidates for succession through selfnomination process Managers review list of candidates Compile list of candidates
Candidate builds the profile by: Collecting relevant performance information Documenting work history Conducting selfassessment
Manager completes: Review 360 roll-up Review the profile & self-assessment Rate candidates readiness to assume greater responsibility Rate Risk for Separation Identify positions for future succession Aggregate Readiness Assessments
Review Roles & LSA process Discuss candidates against succession needs and each other - Strengths - Weaknesses Finalize readiness ratings
Conduct Feedback meeting with each Candidate Candidate updates Development Plan & Goals in Development Engine
7. Respond to Vacancies & Risks Consider other approaches to meet the position need Identify best candidate to fill vacancy Identify new candidates for succession Revise candidate pools
Create & maintain Candidate Profiles Report and maintain information on Candidate pool as a whole Discuss Candidate pool needs on a macro level
Legend:
5 Significant Strength
Significant Gap
RESOURCES
Alliance for Strategic Leadership www.a4sl.com