National Academies Press: OpenBook

Practical Resources for Recruiting Minorities for Chief Executive Officers at Public Transportation Agencies (2011)

Chapter: Appendix J - Sample Leadership Succession Management Process

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Page 39
Suggested Citation:"Appendix J - Sample Leadership Succession Management Process." National Academies of Sciences, Engineering, and Medicine. 2011. Practical Resources for Recruiting Minorities for Chief Executive Officers at Public Transportation Agencies. Washington, DC: The National Academies Press. doi: 10.17226/13324.
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Suggested Citation:"Appendix J - Sample Leadership Succession Management Process." National Academies of Sciences, Engineering, and Medicine. 2011. Practical Resources for Recruiting Minorities for Chief Executive Officers at Public Transportation Agencies. Washington, DC: The National Academies Press. doi: 10.17226/13324.
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Page 40
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Suggested Citation:"Appendix J - Sample Leadership Succession Management Process." National Academies of Sciences, Engineering, and Medicine. 2011. Practical Resources for Recruiting Minorities for Chief Executive Officers at Public Transportation Agencies. Washington, DC: The National Academies Press. doi: 10.17226/13324.
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Page 41

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39 Leadership succession management is a process of prepar- ing leaders to meet an organization’s leadership needs over time and is part of a larger strategic talent management approach intended to engage and develop key people through targeted leadership assessments and development efforts. The process outlined in this appendix can be used as a general guide. Step 1—Strategy, Values, Culture Align the Succession Management System with organiza- tional strategy, values, and culture. • Assess/evaluate the organization’s structure, culture, cli- mate, work context (determine what those are currently, how they are changing, and what the desired future state may be). • Consider the importance of effective leadership at all lev- els and potential succession planning implications (e.g., is there a need to create a culture of shared leadership?). • Determine what external/environment factors exist (indus- try, economics, leadership talent landscape, etc.) that may influence leadership needs. • Ensure that succession management will be integrated with hiring, performance management, leadership develop- ment, total rewards, job design, and other elements of tal- ent management. • Determine who is accountable for successful leadership succession. Step 2—Assess Organizational Readiness Clarify organizational needs/objectives and assess organi- zational readiness through interviews, focus groups, or sur- veys of key stakeholders at multiple levels. • Build executive commitment/alignment to succession planning. – Develop shared understanding, – Determine talent management needs based on business strategy, and – Link succession management to achievement of busi- ness success. • Create a steering committee. – Determine criteria for steering committee members (leadership levels, cross-functional teams, etc.), and – Invite identified executives and facilitate steering com- mittee on-boarding. • Create a succession management communication plan (process/methods/content). – Communicate Succession Management System (useful for creating transparency and guiding overall succession plan buy-in and leadership development); – Inform all employees of the succession management process (e.g., purpose[s], the steps in this model, crite- ria for inclusion, participant responsibilities, benefits, etc.); and – Clarify that participation is not a guarantee of advance- ment, however, it could increase one’s chances of advancement. – Advantages:  If people know they are in the succession plan, they are more likely to be committed to the organization;  Transparency builds trust in management, the process, etc.;  Leaders initially excluded may perform better in order to gain entry; and  Development can be tailored to the exact needs and interests of the participant. – Disadvantages:  Some excluded leaders might become disengaged and  There may be unhealthy competition among leaders to get into the succession plan. A P P E N D I X J Sample Leadership Succession Management Process

Step 3—Define Success Factors Create a Leadership Competency Model (confirm and/or enhance framework of leadership behaviors and performance criteria). • Ensure a functional leadership competency model consists of the behaviors, knowledge, skills, and capabilities required for success in the leadership role (at all levels). • Leadership competency model will inform: – Succession management nomination criteria, – Assessment of high potential readiness, – Leadership development focus, and – Leadership performance criteria. • Analyze targeted leadership positions by performing the following: – Make the links between the organization’s mission, vision, values, strategic goals and the leadership role(s) explicit. – Determine future staffing needs for senior leadership positions. Identify the timeframe for when leadership roles will be open—consider “horizon mapping.” – Restructure roles as needed. – Examine total rewards for each role. Step 4—Position Analysis Map the existing pool of leaders against business strategy and identify specific positions critical for succession manage- ment and business success. • Determine key positions for a strategic leadership succes- sion plan. – Identify critical positions with likely vacancies and – Consider new positions that will be required in the future. • Create talent map of all stakeholder groups. – Outline key job families/roles throughout the organiza- tion, link to strategic horizons. – Articulate talent objectives for each stakeholder group. – Develop high-level talent management plans for each stakeholder group. Step 5—Identify High-Potential Talent Pool and Succession Mapping Identify individuals who possess the interest and thresh- old skills/capabilities for performance at the target level of leadership. 40 • Assess general capabilities/potential (utilize perfor- mance reviews, existing 360 feedback, recommenda- tions, etc.). • Assess participant interest, values, career directions, etc. • Nominate and verify successor candidates. • Hold talent review sessions to calibrate succession manage- ment activities across the organization. • Create succession maps and identify gaps in succession pool. • Manage information (track succession pools/maps using succession management software applications, spread- sheet, etc.). Step 6—Conduct Individual Assessment and Feedback Gain additional insights into participants’ leadership strengths and development needs (assess leaders’ current skills, capabilities, and future potential). • Utilize the following recommended assessments/processes to better assess and develop potential: – Standardized leadership capabilities inventories; – Structured interviews and situational judgment exercises; – Multi-rater (360) assessments; – Leadership development profile/plan/goals/feedback metrics; and – Ongoing one-on-one, peer and group feedback to suc- cession participants. • Integrate information from assessments into overall pro- files and classify leaders relative to readiness for next- level roles (e.g., “ready,” “near-ready,” and “long-term potential”). • Conduct group-level analysis to determine organization- level leadership strengths and deficits. Step 7—Development Planning and Implementation Guide high-potential development based on priority needs for the individual and the organization. • Create development plans that link current role, aspired role, and leadership development content. • Engage participants in development activities (such as action learning, mentoring, coaching, job shadowing, time-limited job rotations, task force participation, spe- cial projects/assignments, committee participation, con- ferences) and promote external training opportunities (certificates, etc.).

• Track development progress (with mentor and manager— individually and as a group). – Utilize 360-degree feedback system and other assess- ments to guide development. – Prepare an individual development plan that outlines specific activities to develop needed competencies; include a timetable with milestones to assess progress. – Track individual progress over time for use with rep- orting and determining adding or changing develop- mental opportunities (provide individuals with regular feedback). • Modify leadership development plans as needed. • Integrate succession management efforts with other HR/ TM systems. • Create/maintain candidate profiles in succession plan tracker. – Build a database of participants based on leadership potential for “next level,” – Regularly monitor skills and needs to determine any gaps and develop plans to meet deficiencies, and – Inventory current and future leadership needs and maintain that information for individual and group development. • Develop staffing plans to fill gaps in succession pool. • Place individuals into appropriate positions as openings arise. Step 8—Monitor Progress & Measure Results Create a transparent and measurable succession management process and conduct ongoing assessments of bench strength. • Monitor talent readiness and movement (update organi- zationwide succession map periodically). • Regularly communicate changes, updates, and organiza- tion implications to key stakeholders. • Measure business return derived from leadership develop- ment investments and movement decisions. • Determine key talent metrics that directly impact and ful- fill the business strategy; potential metrics include: – Retention statistics of key talent, – Advancement of succession participants (percentage of senior roles filled by succession participants), – Perceived value of development/succession initiatives by key stakeholders, – Levels of organization engagement/conduct all-employee engagement survey, – Increased innovation (i.e., creation of new business models and products), and – Enhanced productivity and cross-functional collaboration. • Collect/analyze/interpret relevant data to guide ongoing succession management. 41

Next: Appendix K - Success Profile Template »
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TRB's Transit Cooperative Research Program (TCRP) Report 148: Practical Resources for Recruiting Minorities for Chief Executive Officers at Public Transportation Agencies provides strategies to recruit minorities for chief executive officer (CEO) positions and offers resources to assist governing boards of public transportation agencies in the recruitment of minority CEOs.

The report also assesses the transit industry's recruitment processes for CEOs and provides a case for diversity that documents the benefits of minorities in public transportation leadership positions.

The report also describes strategies for retaining CEOs at public transportation agencies.

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