97thAnnualConventionandTradeShow,September25th,2003,SUCCESSIONPLANNINGANDWHYITMATTERSNOW!,PresentedByDarylJohnson,B.Ed,CCP,CHRP,SettingtheStage,WhatisImpactingAttractionandRetentioninYourOrganizationToday?WhataretheAttractionandRetentionStrategiesYourOrganizationisConsidering?What“Alternative”WorkforceManagementStrategieshasYourOrganizationConsideredand/orImplemented?,DefiningSuccessionPlanning,Adynamic,on-goingprocessofsystematicallyidentifying,assessinganddevelopingleadershipandmanagementtalent;andassessing,developingandrecognizing“keycontributors”tomeetfuturetheorganizationsstrategicandoperationalneeds.,WhatIsYourStrategyforSuccession?,Doesyourorganizationhaveaneffectiveplanforexecutivesuccession?Tosecureyourorganizationsfuturesuccess,youshouldanswersomechallengingquestions:,Doesyourcompanyhaveaplanforleadershipgrowthtokeeppacewithbusinessgrowth?Whoisbeingdevelopedandgroomed?Doyouhaveaplaninplacetofillthegapsanddotheyhaveplansforcurrentemployeesto“stepuptotheplate”tofillthosepositions?Doyouhaveanobjectiveplaninplacetoidentifyanddevelopthefutureleadership?Doyouhavethebenchstrengthforfutureleadershipneeds?,Yes,No,Howcananorganizationmaximizethehumanassetpotentialandallocationforthebestalignmentwithstrategicobjectives?,DriversofSuccessionPlanning:Demographics,BABYBOOMERS,1946-1963,GENERATIONX,1963-1978,GENERATIONY,1979-1994,BabyBoomers,19461963Population72million(USA),BabyBoomers,19461963Population72million(USA),TodaysTraditionalistsConfidentinsocialsecurityandhealthcareaccessfollowingretirement,stillplantoworkduringretirement.TheSelf-ReliantAggressivesavers,confidentinretirementsavings,plantoworkpart-timeforthesakeofenjoymentmainly.TheStrugglersNotsavinganymoneyforretirement,notsatisfiedwithcurrentsavings,concernedaboutsocialsecurityandhealthcareaccess,willneedtoworkduringretirement.TheAnxiousNotoptimisticaboutretirement,notsatisfiedwithcurrentsavings,concernedaboutsocialsecurityandhealthcareaccess,willneedtoworkduringretirement.TheEnthusiastsOptimisticaboutretirement,donotplantoworkwhenretired,cantwaittoretire.,RealityGenXersthinkaboutworkdifferentlythanearliergenerationsArecautiousaboutinvestinginrelationshipswithorganizationsandemployersFearofunreliabilityInvestemotionallyinthemselvesandthinklikeentrepreneursAreindependentandcreativeproblemsolversSeekeffectivemanagersThriveonfeedbacksotheycanadjusttobecomemoresuccessfulComfortablewithcomputerTechnologyandinformationoverload,GenerationX,19641978Population62million(USA),MythsGenXershaveabadreputationasDisinterestedintheorganizationSelf-absorbedDisloyalViewtheorganizationwithdisdain,ThesearethesonsanddaughtersoftheboomersGenYerswanttoworkwithahighlymotivatedteamofcommittedpeople.Thisgrouphasperfectedmulti-tasking.Jobsatisfactionisdrivenbyplayingameaningfulrolethathelpsothers.“Paidvolunteers”mentality.FiercelyindependentlikeGenXers,butmorecomfortablewiththeirself-reliance.“OfcourseIcanfendformyself”versus“Idbetterbeabletofendformyself.Nowgetoutofmyway.”Havetypicallybeenmicromanagedbyparents,teachers,counselorsthattheyareeagertomanagetheirowntime.Willnotwanttobemicro-managedatwork.Haveneverexperiencedlifewithoutcomputersinfact,werelearningcomputersatnurseryschoolage.BusinessWeek,Sept.2001technicalcontinuityinkeypositions;retainanddevelopintellectualcapitalforthefuture;andencourageadvancement.”WilliamRothwell,PennsylvaniaStateUniversity,“WithaLargeBubbleOfBabyBoomersEdgingTowardRetirement,SuccessionPlanningWhatDoesdifferentiatePerformanceisaPersonsMoreDeepSeatedCharacteristics”-HayGroup,1999,Leadership,Definition:Leadership“Leadershipisaprocessinwhichonepersonsetsthepurposeordirectionforothers,andmotivatesthemtomovetogetherinapredetermineddirectioncompetentlyandwithfullcommitment.”,LaquesItRequire