KNOWLEDGE TRANSFER & SUCCESSION PLANNING

KNOWLEDGE TRANSFER & SUCCESSION PLANNING

KNOWLEDGE TRANSFER & SUCCESSION PLANNING Investing In Your Company’s Future Gay Lynch, MEd Senior Consultant www.ThoughtPartnersInc.com Definition...

949KB Sizes 0 Downloads 30 Views

KNOWLEDGE TRANSFER & SUCCESSION PLANNING Investing In Your Company’s Future

Gay Lynch, MEd Senior Consultant

www.ThoughtPartnersInc.com

Definitions  Knowledge Transfer The ongoing process of eliciting and communicating knowledge from one part of the organization others

 Succession Planning A process for identifying and developing internal people to potentially fill key leadership positions within the company

www.ThoughtPartnersInc.com

Knowledge Transfer Has A Special Place Within Succession Planning

KNOWLEDGE TRANSFER

SUCCESSION PLANNING

KNOWLEDGE TRANSFER

www.ThoughtPartnersInc.com

Knowledge Transfer  Information or experience  Held by an individual or unit in the organization  That is essential to the smooth operation of the organization  May or may not be documented

More Than A Matter Of Communication Knowledge resides in the organization’s…  members  tools  tasks  networks

www.ThoughtPartnersInc.com

Process Basics 1. Identify those who hold key knowledge within the organization 2. Motivate and enable those individuals and/or units to share 3. Design mechanisms to facilitate the transfer of knowledge

www.ThoughtPartnersInc.com

KT Questionnaire – Example 1  Exiting Employee “What are your current responsibilities.” “What do you consider to be the 5 most immediate needs in your work/program?” “Please list your most important contacts.”

www.ThoughtPartnersInc.com

KT Questionnaire – Example 2  Existing Employee “What do you consider to be the 10 most important tasks of your job?” “Who else can perform these tasks?” “What are the most frequent issues or questions people bring to you?

www.ThoughtPartnersInc.com

Mechanisms  Mentoring and/or Master-Apprentice Programs (formal or informal)  Work shadowing/Paired work  Cross-Training/Cross-Project Opportunities  Communities of Practice  Communication of “Best Practices”

www.ThoughtPartnersInc.com

(cont.)    

Knowledge Mapping Rewards and Incentives Competency Management Effective Use of Technologies (Knowledge Repositories, Collaborative Software)

www.ThoughtPartnersInc.com

Discussion 1. Pick a partner at your table 2. Share with your partner: - KT mechanisms used in your organization - How your organization could be even more effective

3. You each have 5 minutes 4. I will signal time to switch

www.ThoughtPartnersInc.com

Succession Planning  Definition A process for identifying and developing internal people to potentially fill key positions within the company.

www.ThoughtPartnersInc.com

1. Strategy, Criteria, Tools/Resources

2. Data Collection

4. Targeted Development

www.ThoughtPartnersInc.com

Strategy     

Manage others, Individual contributors All positions, Key positions Top tiers, Deeper levels of organization Annually, Other frequency Shared with individual, not shared

www.ThoughtPartnersInc.com

Criteria      

Readiness Risk and/or Impact of Loss Potential Mobility Performance Experience

www.ThoughtPartnersInc.com

Critical Competencies     

Leadership Technical/Functional/Business Delivering on Objectives Behavioral Indicators Rating Scales

www.ThoughtPartnersInc.com

Tools & Resources      

Employee “Profile” Performance Appraisals Manager’s Talent Assessments Automated System Development Plans Conversational Prompts

www.ThoughtPartnersInc.com

Talent Review    

Data driven Manager presentations Identifying strengths and development needs Creates snap-shot of organizational talent at that moment

www.ThoughtPartnersInc.com

SOLID

Performance

Too New to Rate

pPerformanceCap ability

High

“9 Box”

Low

1

Well Placed/ Low

2

www.ThoughtPartnersInc.com

SOLID

Potential – Versatility Potential – Versatility

High

Ready for next position

JK

Increase Performance

MR

Low

4

SOLID

Employee Feedback

Performance

3

WB pPerformanceCap ability

High

Increase Versatility

Well Placed/ Low

SOLID

Potential – Versatility Potential – Versatility

www.ThoughtPartnersInc.com

High

Challenges  Most common reasons succession planning fails… 1. Lack of leader/manager accountability for development 2. Inability to share and discuss talent information 3. Lack of a process-driven approach

www.ThoughtPartnersInc.com

Solutions  Build succession accountabilities into performance management process  Learn how to have talent-related conversations with employees  Develop a process (keep it simple)

www.ThoughtPartnersInc.com

Discussion 1. Pick a partner at your table 2. Share with your partner: - What content from today’s session particularly interested you and why?

3. You each have 2 minutes 4. I will signal time to switch

www.ThoughtPartnersInc.com

Questions and Comments?  Questions for CLARIFICATION  Comments to share INSIGHTS

www.ThoughtPartnersInc.com

Thank you! Gay Lynch Thought Partners, Inc. www.ThoughtPartnersInc.com [email protected]

www.ThoughtPartnersInc.com