HR

10 Asse ssi ng Internal Candidates

Outline

Succession Management and Career Development at Fluor The Firm's Internal Assessment Goals

Evalu ating E mployees' Fit w ith Other Jobs Enhanc in g lhe Firm 's S trategic Capabilities Gathering Informatio n w ith Which to Make Downsizing Deci sions Gathering In fo rm ati o n with Which to Make Restructuring Deci sions Max imi zing Fi t A ssess ing Acc ura te ly Maximizing the Firm's Ret urn o n It s Investment in Its Assessmen t System Ge nerati ng Positive Stakeho lder Reac tions S uppo rting the Finn 's Tale nt Phi losophy and Human Resou rce Strategy Reinforci ng the Orga ni za ti on's Emp loyer Image Identify ing Empl oyees' De ve lopment Needs Assessi ng Ethically Co mplying with the Law

Internal Assessment Methods Skill s In ve ntories Mentoring Programs Performan ce Reviews Mullisource Assessme nts Job Kno wledge Tests Assessment Center Methods Cl ini cal Assessme nts The Nine Box Matri x Career Crossroads Model

Managing Succession Deve loping a Successio n Ma nage me nt Syste m . What Ma kes a Succession Ma nagement System Effecttve?

Career Planning Develop Your Sk ills: Making a Ca reer Developm ent Plan

Integrating Succession Management a nd Career Planning Successio n Management and Ca reer Development at Fluor

Summary

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282 Ch.:iptcr 10 • A.s.scssmg Internal Candidates

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LEARNING OBJECTIVES After sludying this chDpttr, yv u shou ld be Dble to:

Identify the goals of internal assessment. Discuss how internal as~ sme nt can enhance a finn ' s strategic capab ili ties. Describe different internal assess ment methods. Discuss the impona nce of integrating successio n manageme nt and career deve loprncnL Describe two models of internal assessment.

Succession Management and Career Development at Fl uor

Fluor Corporation is a global engineering, co nstruction, and maintenance com pany with 41 ,000 employers across si~ coniincnts. 1 In 2013 ~luor ranked ~r51 in the ~nginec~ng and Constru: category of Forrrmt magui ne's list of _most adm1_red compamcs . Fluor s comm~tm~nl to de\'C'°Plna its cmpl o)ecs has become C"\cn more important m 1hc face of increased globahzauon and an agi ~ori:forcc. Man y of the firm' s employees arc nearing retirement while its need for global leade!l incre~in g.3

F1uor1 s espcc iall y concemcdaboutthe1alcntpipclincforits projcet managersbecausethcyare

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!:~:;:r ~:;~!s~~~~o:rw~:==: the continued de,·clopmcnl of th is key group of cmploytts and ensure that imixirtant positions do ncx. go unfilled . Imagine that Flu or as ks your advice about how to best manage the succession managtmau and earcerdc\elopmcnt of its project manager5 . Aftcrstudying th is chapter. you should have some good ideas

In ternal assessmen t is the eva luat io n of a firm's current employe es for trai ning, rcassignmeo~ promotion , or di smis sal purposes. In addition to evaluating which em pl oyee skills are needed to execu te their business strategics and assessing their employees to see if th ey have lhesc s~lls, firm s asse ss their workers' suitability for other jobs and create devel opment opportunities f11 them . If done on a l'Ont1nual basis, in ternal assessment enhances a fi rm 's workfo rce capabilities and better aligns cmplo)'Ccs' com petencies with the firm's business stra1cgy.

De spite the fact that internal assessment is suc h a cri tical sta ffin g functio n, many companies do in ternal staffing very poorly. Beca use emp loyees arc "known," their managers and organiza- tion s often mistakenly assume the employees do not need to be syste matically and deliberately assessed. Thi s can be particularly problematic in smaller firms where most emp loyees rtgutar\y work with each othe r and feel that they know eac h other's capabilities.

In thi s cha pt er, we disc uss some of the primary goals of intern al assessment followed by• variety of interna l assessme nt methods. Finally, v. e dis cu ss two in tern al assessment models and way s of evaluating the effectiveness of an internal assessme nt system. After reading thisehapter, you should have a good understanding of the imponancc of in tern al assessme nt and asses sing employees fo r a variety of staffi ng-re lated purposes.

THE FIRM'S INTERNAL ASSESSMENT GOALS The as sessmen t goals ide ntified in the pre vious chap ter arc relevant 10 inte rna l assessment 15 v.ell. These goals are as follows:

• maximizing fit, •assc ssing accuratcly, • maximizing the company 's return on its investment in it s assess ment syste m, • generati ng positive stakeholder reac tions, ' suppo~i~g the fim1 's talent philosophy and HR strategy , • establ ~sh'.ng and reinforcing the firm's human resource strategy , • establi shing and reinforcing the firm' s employer im age,

Chapter 10 • Assessing Inte rn al Candidates 283

, identifying employees' deve lopmental needs, , a, ,cssingc th(ca lly, and , comply in,g with the law.

Internal assessment can serve three additiona l purposes : evaluating employees' fit wi th the ·~ othe r jobs. as~ssmg employees t? ~nhane~ 1_he fion' s strategic capabilities, and gath eri ng

fir:t~ nauon with which to make downs121~g de_c1s1o~s - We discuss each of these goals next, as :;;135 )IOW the extern al assessme nt goals 1dcnt1fied in Chapter 9 apply to interna l assess ment .

e-.ialuating employ ees' Fit with Other Jobs ·sess ing employees' compe tencies to dctennine their fit with the requ irements of othe r jobs in \,ornpa ny is one of the m~t _common uses of 1n~e mal a.ssessm:nt. ~en an employee ",'ant s to th considered for another J>?Slllon or fo r a prom_o_tJon, he or she 1s typically evalu ated agains t the hi: ,'s values and requirements for the pos1lion compared to other applican ts. For example . con~pa:~aluating sto re employees for promotion opponu nities, lhe discoun t retaile r Costco evalu • ;t~:: r~iployees on their intelligen~e, pc.ople skills, and me~handisin_g savvy.5 Inte rn al leaders hip

ments can also be used to 1de n11 fy who a company s po tential future leaders shou ld be. a,,,c~:nadian Petroleum. for example, actively tries to ide ntify "bright lights" and employees who ~sm cri tical skill s by scanning the entire orga nization for high-potential young managcrs. 6

enhancing the Fi rm's St rate gic Capabilities

Ali £mng a fim1' s talent with its vision, goals, and busi ness slrategy posi tions the fin n to con'. pete , ff;cuvely and wi n in the markct p\~ce. 7 To be abl e to pl an _a nd prepare for its future bus me~s

·d•. a com pany needs to assess its current employees w1lh an eye toward the future. Th is ~:;lud;: s their abili ty and willi ngness to learn and adapt to new situations. 8 In addit ion, a co m- Jn)' can not know what trai ning to offer cmplo}eCS unless it first assesses th.cir stre ngths and

~l'a~nmes. Although thi s is true fo r all companies, it is panicularly true for !inns changing their busi ness strategics or pursuing a different co mpe titi ve adva nt age .

When FedEx wanted to adjust its pol icies-an d-procedures-driven organ izatio nal culture to f01.: us on leadershi p and getting the job done, it firs t needed to assess and develop the leadership s~ill , of 11_., mid •levc! managers. To do this, it used a Web- based tool to evaluate and devel op the ,even leadershi p compe tencies FedEx considers esse ntia l for mid-level manage rs. 9 When a m:irlct leader in the food ind us try wanted to bcllcr exec utc its growlh slr:l.tegy. it shifted its foc us from managmg costs to generati ng lop-line growth.. The company knew it needed empl oyees 11 1th new capabi lit ies. incl ud ing the abil ity to innovate, lh in k strategically, and mai ntain a stro ng cu,wmcr foc us. To detcnni nc who these people woul d be and to develop the ir skill s. the finn con Ju, tcJ an in tern al talent assessmen t by prese nting future-orie nted si mulations in an assess- n:cm center. The develo pme ntal pl anni ng and coachi ng enhanced panicipan ts' capabilities and im proved the company's abi lity tocxceutc its new stratcgy. 10

After a lirm a ... sesscs its employees. underpc rfonn ing empl oyees with low po tential arc l) pKall y transi ti oned ou t of the com pany. Meanwhi le, "blocked" emp loyees-that is, good employee s who lack promotional opportunities-arc ass isted in tenns of improv in g thei r moti va- tion and p..• rformancc. High-pote ntia l employees arc identified for furthe r deve lop ment and arc prepared for Jdvance m..: nt oppo nun itics. 11 Some firms prefer to call groups of employees targeted for .iccckrated deve lopment "acceleration poo ls'" rather than '" high- potcnti~I poo ls"_ bcc~usc ~tc latter tcnn implies th at employees not in the pool arc not hig h potential. 1• To av~1d ahcnat '. ng cm pl o}ce, not labeled "high potential," Yahoo! avoids calling any employees high potent~al. The firm 's executive train ing program is offered not onl y to indivi duals i.dcn tific~ as p~motton candidate,, but other employees as we ll. Nonetheless, Yahoo! pays special attention to us stars and focu\es on the training and career deve lopment of select employees 1_0 rcdu~e the_ chances that the se ley employees wi ll leave. Th e leadership potential of employees 1s also 1den_t 1ficd through Uk!1 r pe rforma nce reviews and at an annual session held by Yahoo!'s senior execu tives.

Gathering Information with Wh ich to Make Down sizi ng Deci si ons In additio n 10 bring in g in new emp loyees and movin g empl oyees in to othe r jobs in lhe co m?~ny, I\Jfftng some time s involves transitionin g empl oyees out or the co mpany through dm\:nswng . Firnn uftcn dow nsize to red uce th ei r headcount and correspo nding labor cos ts, or to rmprO\c

284 Ctupicr IO • A .. ,~in.g ln1cmlll O111d1d;11 ~

the ir efficiency. As 11 e ha,e indicated, in additi on to using internal assess ments to id . pcrfo m1e rs ,,ho ~hould be down sized. empl oyees can al so be as sessed wi th an enti fy low rnmpctcncies and ca pabilities the fi m1 antic ip:itcs needing in th e fu ture. tbc the compc1cnCK'S the compan y needs to execute its business strategy or 10 com pcliti, e advaniagc mig ht be reta ined, and employees lacking the ch tics the fi rm needs 10 succeed in th e future might be the one s let go. The department of one particular firm is a case in po in t. After completing that prc,•iously promoted employees based solely on how we ll they had perfo the dcp.1rtmen t began conside ring the compete ncies it would need in the fu ture. As a n:s ul pre viously high -pcrfom1i ng employees were asked to leave beca use they were jud cd I.some to ]cam and apply new tec hn ology. Ot~cr employees who were n't curre ntly high g rt unable were kepi becau se their skill s and expcnencc were consis tent with th e co mpa ny's f:Urco:ers needs. JJ Some companies also :issc.ss not on ly whether employees ha ve th e co mpctcneies en i firm needs to co~pcte succ~ssfully m th~ f_uture, but al so ~·hcth ~r or not they reall y wa nt to Ilic those compe tc nci es. 14 We discuss downsm ng more extensively m Chap ter 12. Use

Gathering Information with Which to Make Restructuri ng Decisions

Res ~cturing_ in\'olves reorganizing work we~~ance the fir.m's .slrategic executi on. This usual] ~ quires moving some employees to other positions, cha_ng1ngJob req ~irc ments, and tmnsitio/ mg some employees out of the company. Both restructuring and downsizing decisions should be based on the firm' s business plan and consider the ability of ind ividua l employees to eontrib to the new plan. Understanding a compan y' s profit-generating processes, serv ices, and produute and how a firm 's jobs and emp!oyees contribute to each of them will make employee reassi~~ men1s more strategic and effecu ve.

Maximizing Fit

Pe rson-job. person-group. and person-vocation fits, described in Chapter 9, arc re levant to inter- nal assessment as well as ex1emal assessment. Ju st as new hires need to be ab le to pc rfo nn the jobs for which they arc hired, employees need to pe rform their new jobs and effec tively work with thei r new supervisors and coworkers.

To hire the besl managers, the nat ure of the hiring process is as importam as the assess, ment methods used to evaluate candidates. Due to union contracts or co mpany policies, some organizations promote employees because of sen iority ra1her than beca use they wo uld be the bcsl fit with the open job. Although experience and seniority fend to be somewh at rela ted to a person ·s on -the-jo b performance. th e re lationship is not always strong. There is no f uarantee tha t the most sen ior employee will be the most qualified. or the best fit . for lhc job. j It is as imponant to assess intemal candidates on the characteri stics required in the open pos it ion as il is to assess external candidates.

For example. many public instituti ons use a complicated sys tem of job bidding for stale jobs whi ch is based on bo th seniori ly and job qualifications. Ir a depa rt me nt 's admi nistrati,·e as sistant posi tion is vacated at the state university. empl oyees in th e same job classification from across all state agencies ca n bid on the position. The department may ultimately have 10 select. not from an ideal pool of candidates with uni versity experiences, bul ra th er from a pool of emp loyees with simi lar jobs fro m co rrectional institutions. state gove rnm ent agencie s, etc.16

To maximi ze the person-organization fit, a firm should assess its employees' qualifications, s1ylcs, and values th at relate to the organization 's strategy. va lues, and processes. As pcopl e mo1·e up th e company's hierarc hy, they arc increasin gly responsible for shaping and rei nforc in g !he compan y's culture. Ensuring that the people who are promoted will rei nfo rce rathe r than under- mine the organ iza1ion·s values can be an important internal assess men t goa l. At the same 1ime, !t is no,. always bes t for the ne xt generation of managers to maintain the sta tus qu o. Le :ide~hip, mno vauon. and competi tive reass essme nt all determine what a firm wi ll need in the future .

Complementary and supplementary fits arc also re levant interna l assess ment goa ls. An employee being tran sferred or promoted needs to comp le men t or extend the compe tencies of his or her ne w work gro up. Toge ther, complementary and supplementary fit he lp to ensure thar pro- :~i'r: dt~:,::at:s:iee~cd employees will wo rk we ll in their new work groups and bring new, helpful

Ch apter 10 • Assess ing Internal Candidates 285

.4ssessil"l9 Accurately .

1 a~scss mcnt sy stcms must also be valid and accurately ide ntify the cand idates who would

Jnl ~:~ nio~t and least successful in open jobs. No assess me nt system is perfect. Obviously. ~M\cr. 111 orc _va_lid ~sscss ~ ent sys'.em s do a bc_ucr Job than less va lid ones. High vali dity, or h,,ur.itcl)' pre~ ~cu ng JOb _pe onna nc e and other important crite ri a, suc h as tenure and prom ot- ; ihl)', i~ a criu cal fu~c t10n of bo th 1~tcrnal and ex ternal assessment systems. As you Jc amed ,n Ch:ipt~r 9. th ~ g_oal is 10 genera te hig h numbers of true positi\'C and tru e negati ve hirin g oul- ,-.,;ncs, and minimize the nu mbe rs of false pos1t1 ve and fal se nega tive outcomes.

Ma ximizing the Firm's Return on Its Investme nt in Its Assessme nt System h'r important intern al assessment goal is to maximi ze the firm' s re turn on its investment

;~" 1 ~: ~n tc rna l asse ssmc~t syst~m . As w~ explained in Chapter 9, some co mpanies si mp ly do

nol ha\'C ihc money to invest .in expensive assess ment sys tems. eve n if they more accura tel y ,d~nu f)' the bcsL_talcnt. Sometn~ es less cosily sel~ction procedu res-for exam ple, using be tter r,: rfo rm:incc reviews _and asse ss ing cmpl~yecs wh1_le th ~y rotate through job assig nm ents-ca n lldd comparable. val_1d ~suits. The _eq uati ons prov ided m Chapter 9 provide a way to esti mate a ~mpsn y·s return on lls in ves tm ent in a new assessment system.

Generating Positi ve Stake holder Reactions

.\lcctin!! the needs of different sta keholders in the staffing process is another assess ment goal. As ~11hex~cma l assess ment methods, if an internal assessme nt met hod docs not also me et th e needs of the firm' s employees, hirin g managers. and recrui ters. ii is not as effec tive as it could be. For cumpk . a fi rm· s managers mig ht not want 10 regular ly assess eac h of thei r employees' pro mo- uv n ro1cntial an<l developme ntal needs because of the sheer time involved. Employees migh t rcJct ne gat ive ly to the processes used to detcnni ne who gets a promot ion if they perceive them to t,.: un fa ir. An assessment meth od ' s fa irness, ease of use, speed, and abi li ty to predict impo rtant Job success out co mes a.ll in0uence whether recru iters, supervisors. and managers use it co rrectl y and cons istently. Train mg people abou t th e bene fi ts of assessment tech niques and the ir use and 1~11 anJ in g people for doin g so correctly and consiste ntly ca n help. So can ha vi ng a reli able and .:o mpe tcnt a~scss mcn t sys tem expert available to assis t them.

Another negative stakeholder reac ti on can occur when empl oyees are turned down fo r the rromotions or lateral move s for wh ich they we re considered. Th ese employees migh t poten tially bi: Im motiv ated or even ll)' to leave the organiza ti on . The potenti al for thi s to occ ur is even rrc atc r when an employee ha s been turn ed do wn multi ple ti mes. It is impona nt to treat the se cm rlo)CCS with a gre at deal of respect and maxi mi ze their procedural an d int cractional justic e pcn:cplions. Honest communication abou t what they co ul d do 10 be more co mpet iti ve for the prs11io ns they arc interested in , and developin g an ac tio n plan to give them train ing or develop- mrn t:il C\pcrienccs that would better prepare the m fo r the posi ti on can enh ance th eir motivation. Ii an empl o)CC is interested in a posi tio n that the firm feel s he or she will not likely ever get, it is import ant to communicate thi s honest ly but sensi tive ly lo the employee and to try to find another CJiccr path for the person. If a talented employ ee who has been passed over for promotion or lrJn,frr in the past is a fina l isl for a current posi ti on, it ca n be a good idea to conside r thi s whe n ;hoos ing \1hom to promote or transfer. The choice may be betwee n promoting the person or losmghi m or he r.

After spending the time and money 10 hire, train, and deve lop subordin ates. s~me ~?nagcrs do not 11 ant their best employees transfe rred out of th eir uni t. This can reduce their w1ll 1ngn ess to part icipa te in inte rnal assessment prog rams. If managers fear the ir re sources could be poached from 11i 1hi n. policies and procedure s such as a minimum pe ri od of tim e an employee must stay in a Job lx.-forc bei ng promoted can be implemcnted. 17 Other ma nage~ n~turally feel rewarded by dc1elopin g and mentorin g their employees to move up in an orga mzat1on. Indeed. ~an_agers 11 ho arc kn ow n for deve loping their direct reports and who are mo r~ _rapidl y promoted wnhm ;he rim1 arc also li ke ly to be mana gers who have li ttl e difficulty re cnutmg talented empl oyees 11 ho 11 ant io 11ork for th em

\Ia nagcrs should be assessed and rewarded for the ir abi lity to de ve lop promotable talent. n1c~ need to believe the rewards of part icipati ng honestl y in th e process arc greater than the

286 Quri:er to • .-\s..-e,..smg lntc-m:U C:indJd.ltt-s

re v. an.ls of not doi ng so. One w::iy to do thi s is by tymg their_ pc~fo m1ancc appraisals lhc1r par1.1ci pa1 ing 1n intcm::il ::issessmcnt programs. Commumcatmg · llnd PIYto st::itcmc nts of th is nature to managers can help get thei r buy- in to the idea that clq- 1hc co mpany r.uhcr th an them se lve s. For example, when Wamcr-Lam ben's team prcpan.'tl a se t of pnnc1ples as part of a rede sign of ns pr::ic t1ccs, th e frrst pri nci ~SOlJrc-cs "Tale nt across the company is managed for tl1c larger interests of the company, Our d· P_ Sl&ttd_ the stewards of that talent. and company- wide interests prcvail : oJS Lvtsionslrt

Supporting the Firm's Talent Philosophy and Human Resource Strategy

Another goal of an asM" ssmc nt system 1s to support the orga nization's talent philosaph huma n rcM>urce strat egy. Viewing e~ ploycc s as investo rs migh t st!mulatc a company tor iod po ratc more dc\·cl opmc ntal feedbac k into the assess ment process to improve the promotab'lillCor. empl oyees. By co ntras t, a firm that vi ews its empl oyee s macly as assets is less likely to d

1 0

ty ~f An organizat io n that wants pe ople tocontnbute over long- term careers needs 10 view em 1 this. m tcm1 s of their long-term career potential withi n the company, and to hel p em pl oyees ~Yecs and pursue care er paths that in terest them . In thi s case. identifying th e compe tencies, sty; ntify traits required fo r career ad vancemem with in the co mpany is al so re levant . cs, iJld

Reinforcing the Organizat ion 's Employer Image

M~ nta_in i_ng _an organ izati on's employer image is 11 n.!mportan t staf~ ng goal. ~o establish Ind maintam 1ts rm age as an em ployer, a co mpany mu st walk the walk and gen uinely be what i clai ms to be . An organization claiming to prov ide an enviro nment in which em ployees can gro~ their caree rs will not be succe ssful in establ ishing or ma!~tai ning that image if it docs not gwc th em pe rformance feedback and dc\·clopmen t opport un11 1es. On_e of the goals of the intc:rna1 assess men t process should be to re info rce the organiz.atio n"s desired image among employees. llns can al so help improve employee retenti on by re minding them that the company values them ::ind by clari fying how the y fit in to the comp:my's stra tegy and fut ure di rection.

Identifying Employees' Developmental Needs

As we have disc ussed, if an employec·s asse ss me nt shows that he or she lacks criti cal skills that will be needed in the future, trarn ing and develop ment can be provided to correc t the situation. For example, Wyeth Pharmace utica ls regul arly as sesses its em pl oyees' skill s. Empl oyees 1ttlto fa il to obtain scores of at least 90 perce nt must im mediate ly improve their skills and then la!tr unde rgo an other round of te sting of them . 19

Assessing Ethically As we di ~ ussed in Chap ter 9, the entire se lection process nee ds to be managed ethi cally. The process needs to be hon est. Employee s need to un derstand how it works, including how their teM results wi ll be used and en sured that the ir privacy wi ll be protec ted. The finn also needs to com- munica1e with cand idate s wh en it pro mises to. As we exp lained in Chapter 9, test adminis tratro should be properl y qual ified and tramcd, and the firm shoul d carefu ll y co nsider the ethi cs of usi ng any assess ment methods appl icants find invasive.

An add iuonal eth ic al iss ue Invo lves the co nfide nt iality of an empl oyee 's applicouon fo r an other pos iti on in the compan y. If a supervisor or work gro up thinks that an emplo}ee is like ly 10 leave, they may 1rcat the empl oyee diffe rent ly an d invest less in the pe rson's fut ure deve lop ment. Some employees do nut want the ir supe rvisors or cowo rk ers to know that they art co nside ring othcr opponunitie s. Conscquenll y, it can be impo rtant for the firm to have confiden• ti::ility policies and procedures in pl ace to res pect the wis hes of these em pl oyees.

Complying with the Law

The Um form Gui deli nes on Em ployee Selectio n Procedures di scu ssed in Chap ter 9 app ly t~ all se lection proc edures used to mak e empl oym ent decisions. inc luding perfo rm ance evalua uons and other internal a~scs~me nt methods. 20 The Principles f or the Validation an d Vu of Pusonnrl Selectio,1 Procedures and lhc Standards fo r £d11cario11af and Psychological Testing discussed

Ch ~pter IO• Assess ing Jn te ml l Candidates 287

in (11:iptl• r 9 arc also re lc ~ant for in tern al as well :is C:>.ternnl assessment. Fai r, con sisten t, :ind ,t, e,iiic a~sc~smcnt s arc key to assessme nt sy stems be ing legall y compliant ' l ~l onitorin~ cqu~I em pl oyme nt opponunity (EEO) statistics based on pos itio ns and le\·els in ihC colll pany 15 an impon ::in t part of EE~ com pl iance, too. In fact, the liab1hty ri sk is often

,31,r with internal ve rs us externa l assessmen t and staffi ng effons. Thi s is parti cu lar ly true 11 come s to em pl oyee tei:m m.:i ~i on decisions and "t; la~s cei ling" proble ms, which lim it the

:,d, anccnient of wo men an d mm onties. Companies includin g Texaco and Coca-Co l:i have foun d i.t,.:rn~dl' es m legal trou ?lc fo r pro_moti ng minon11cs at lower rates than Caucasia ns. Robem 1'. fruico' 1 (ound th at African A~ en eans were significantly underrepresented in high-leve l man- a~ cnicot Jobs. and th ::it ~ a_ucasia~ ~mployees were promoted more frequently and at for higher r;tcs fo rco rn ~ar~blc _posi ti ons ~1 th m Texaco. P

The plamt1ffs m a la~su11 lost by Coca-Co la· alleged th at the company's written and onll nu~n polic ies and p_racuce s a_llo~·ed su pervisors to esse ntiall y hand pic k caodidates via word (lf n, ou1 h based on subJccllv c c~tena. _Jobs were fi lled wi thou t being posted, candidates were c!JllS<.'O in ad\ an cc, an_d supe~ isors disreg arded inte rview resu lts and manip ul ated sc ores in MJ.r tu en sure that their. fa vontcs were chosen. Because this system prevented quali fi ed African Amcn(a ns fro m compctmg eq uall y for positions or from C\'Cn knowi ng that the y were av ailable , iht)' 11cre de nied th e oppon uni ty to advance to the same level and at the same rate as equally quJh ficd Caucasia n cm ployc~s.

To ope n up the promotion process and re lieve the conce rns of wome n and mi norities who (llkn f~cl shut ou t of promoti on opponu mties , Kodak' s Leadersh ip Assessment an d Developme nt c~ ntcr t,q;an an open- door program to develop anyone interested in bei ng co nsidered fo r a super- ' is('()' position. Th is approach enhanced the pe rceived fairness of the promoti on process, and the (\ p,:nencc helps many empl oyees reali ze th at they nrc not interested in higher-le vel jobs after all. After auc nding the introd uctory course, .. So You Want to Be a Leader?" about 25 pe rcen t oi 1'Jrt1c1pa11ts '"dese lec t" the mse lves, and after the second co urse giving instru cti on on handling ,o pcn isory dut ies includ ing budgeting, staffin g, and prod uction, anothe r 25 perce nt drop out. 23

:\ finn· s intern al se lec tion proc: csscs c::in be heavil y influe nced by unio n contracts as well. Umonsgcncra ll y negot iate fo r pro motions to be based on seniority, :ind any internal asse ssme nt rr in t.-rna l stafli ng tcm1 s incl uded in a union co ntract must be complied with. The National Labor Rela tions Acl of 1935 protects cmployl'CS fro m disc rimination based on thei r involveme nt in a union , and prohibits empl oyers from maki ng staffi ng dec is ions to disc ourage union mem - !,,:r-hip. Em plO)'ecs also may not be disc ri minated against because they fil ed charges or gave 1c,timo ny under the Natio nal Labor Relations Act. Although America is los ing its manu fact ur- 1ngco111 panic~. unions rcrn ::iin strong in acade mia , hospit::ils, and the pub li c sec tor.

INTERNAL ASSESSME NT METHODS The a~,css mcnt met hod s desc ribed in Ch::i ptcr 9, incl uding biographi cal infonna tio n, structured inter, icws, ~mm lations, assess me nt cen ters, and cli nical assessmen ts, can be as use ful for assess- ing internal candida tes as they arc fo r extern al candidate s. When an inte rnational medical products ,urply company redefin ed its fi eld sa les managers ' roles to be tter address the com pany's bu si- ness l"ha lkngc~. it iden tified new competencies. behavi ors, and pe rfonnancc standard s. It then 1mmcr!>l.'d i1 s curre nt and potentia l fi eld sales man age rs in si mulation s th:i t rencc1cd tl1c changing nature an d demands of the ne w rol es. The idea was to assess the employees' fi t with the job ski lls they \lou ld need . It also prov id ed ::i realistic pre view of the pos ition 's new requ ire ments 1Jcm1ficd the stre ngths and weaknesse s or employees and the de ve lopment they would need. -

I 11 add1t1on 10 all the assessment me thods used with exte rn al appli ca nts, the re arc a vari ety of addit iona l as !.CS5 mcnt me th ods that can be used with interna l job candidate s. Becau se internal Job canJ1da tc s already wo rk for the company, more and ric her infom1atio n is usually av::i ihtblc to recruiter~. Althou gh empl oyees can be assessed by an ou tside con1rac tor: info nna l asscss m~ nt mc1ho,.h co nduc ted by the employee an d superv isors can be equall y effccll\'C ::iml less cost!y .-5

Ski ll s Inventories A, John Walker, the glo bal leader of Dow Che mical Compan y's huma n re source de panment. \l~tc,. '",\ lot of organizations talk about their core compe tencies, bu t un k~ s they measure them ttl".11 1 be diffic ult 10 kn ow wha t they rea ll y llrc: ·26 A skill s im·entory (or ski ll s databases ) allows

Sli/LLS I .W E,\ T ORr acmnr<111y•11wmtauitdlm ourlur111i; ,./r,d, r,nplo)·u i lunr rutmn 1/i.tlls. rumptrt11r,es. " nd 01/rrr "'"""' Jo b ch11ructtn<t1rs

288 Ch.lpicr 10 • -~ing l mcm:i.J Ouidid.11~

.\1£\TORL\'G

a C\·,.,,,,.,r. rroprocal ~lana,uh1p brn,.rrnatn0ft'~<prnoirrd m,ployrr (mrnw r} and a_,,,. ; umor tmploJU (pmtigi) w~ d a1 pr.,,,,,,n,,g rhe ca,.,.erdn t lop,,,,.,,r ofbcth

a company 10 maintain a list outlining whrch employees have certain skills, compc othcr relevant Job charac1eristics. For exam ple, if a fim1 were to nc tcncies, llld SJX"aks French, the com pany could sim pl y query its skills invcn10 \\ fio for cat·h Job can also tit- used to create training and devclopmcnl · 10 evemually apply for I.hose jo bs. 11-·ant

Some companies u~ sophisticated software systems to manage t.he procc at.hers rel y on p:ip.:r_ or sp read shee1 s. Technology can assist in the effect ive com ssl \\herclll prescnmion of t.h1s informat ion, incl uding modu les from SAP, PcoplcSo n. Orac1~• ati on Software. When kept in a dat.abasc, the in fonna tion can be quick ly ' aM to new projects or to help identify employe es to consi der fo r other pos ition s. lions hol d emp! O)C'C'S responsible for keepi ng their skills inventori es updated and ace _- t.hc company"s intranct. Once an employee possesses all of the qua lifications necess urate \'Ja considered for another posi tion, the software ident ifi es the employee as ready to be co~j: bt when a vacancy anses. red

The organi£ation an d its budget determine the number and types of sk.i lls tracked what level of detail each is eva luated . Skills inventories ca n be lim ited to basic inform an~ at s uch as the education, work expe rience, or traini ng an d certifications compl eted by ent:on, ees when they initially begin wo rki ng for the co mpany. Al ternative ly, the inventon/ 0Y·

con tinuall y updated as employees acqui re ~dd11ion~I sk.11ts an~ qu ali fic ations . The ta;~~ 1s pref~rre~-thc_ better and mor~ e~rrcnt the 1_nformauon tn _a ski ll s in ve ntory is, the more u~fu l 1t will be tn rerm s of pred1cung _who .wall_ do the bes t Job and where. IBM considers skills to be a co~pany asse t, and ke_eps 11s skill s ,mve ni ory ope n to managers and employees. M~agers can view and update their emp loyees fi les, an d emp! oyees can vie w and updaie the ir own files . When fomung team s. staff me mbers query the in ve nt ory to fin d out 11-bich employees have complemeniary skill s. 27 When gaming co mpa ny Caesars Entena inment reor. ganized its opera1ions, the senior team crea ted a data base of the pc rfo nn ance and potential of the company's top 2,000 managers. It also analyzed th e abi lity of th e to p ISO managers to assume different posit ions. 28

Mentoring Programs

Men toring is a dynamic. reciprocal re lations hip between a morc-ex~ rienced em ployee (mentor) and a more junior employee (pro1CgC) aimed at promoti ng the career de velopment of both. 29 i\kntoring re lation ships can be established through forma l mentoring programs in which a men1or is assigned to an em pl oyee. or they can be informal and develop on th eir own.

Mentoring people can he a good way 10 ini tia ll y assess employees as well as enhance thei r careers and improve their chances of be ing promoted. Mentors can be asked to nominale I.hei r protCg6; for posi1ions th ey feel they arc ready for or vice versa. Me nt ori ng ca n also be an effective tmining tool for smal ler companies tha t ca n't afford fo rm al trai nin g programs.

Via its Executive Coaching Prac tice program. Wachovia Corporatio n de veloped 0\'er 70 imernal coaches who mentor and suppon 189 lcadcrs across the bank . TI1 e coaches evaluaie participams · leadership competencies, create in divid ual deve lopme nt plan s for the m. and pro- vi de them with ongoing suppon. fn 2006, Wad1ovia estima ted tha t the program reaped the firm over S360.000 pi=r coaching engagement. 30

Pe rformance Reviews

An empl oyee's supervisor usually cond ucts performance review s (a lso ca ll ed performance appraisals). An employee's supervisor is oflen the perso n not only most familiar with the cmployec·s performance. bu1 also re sponsib le for it. Thus, empl oyees generally expect pcrfonnance appraisals from their supervisors and prefe r it to be thei r mai n source of fetd- back.31 Nevertheless, thi s does n't mean the appraisa l process has to be li mi ted to supervisors on ly. For example. an employee's pee rs and subord inate s sec differe nt aspec ts of the pers~n 's work behaviors and performance.32 Moreover, in some situ ations, an em ployee's supervisor is actually less ab le to obscr.e him or her 1han other people. Trave ling salespeople arc a good exa mple. Many of lhese people spend most of their time working alon e- not unde r ~e eye of il1c1r supervi sors. In this case, people other 1han the s upervi so r might be be tter qualified to evalua te the saJespeoplc.H

Chapter 10 • A sse~~mg Intern al Candid ates 289

FI GURE 10-1 Mult iso urce Assessments

Multisource Ass essments

.\ lull isou rce assessments (so metimes call ed 360-degree assess ments) involve an employee's su r,:r\JS0T as we ll as other pcopl~ familiar with ~he employee' s job perfom1ance. ~cs~ raters l)pically include the emp loyee. his or her subordinates , peers, and even 1he eom ~n n~ s mtemal anJ cx1anal custome rs.34 'lllc sources can be used alone or together, as shown m Figu re 10-1, .irJ ~hould be weig ht ed based on their credibili1~. A source's ab ility 10 nct_~nlly obse rve and x:: ur:11cty ralc 1hc employee sho uld also be co nsidered. Table 10-1 su mmanzes the frcq u~ncy 111111 whidi each ra ting sourc e is :ible to obse rve an employee' s lask :ind int erpersonal be haviors i\e~1. 11c discu ~s eac h of the sources in more detail. . ..

A~J..ing an emp loyee to assess hi s or her own performance and capab1ht1cs can be ~s_e ful. Sdf-~~sessments help ide ntify areas in wh ich employees feel they cou ld benefit from add_1uo nal coachmc or deve lopment. The prob le m is that people arc n' l always gOOO judges of lhcir own tJlents. Some hig h pe rfo rmers tend to rate themselves lower than do other raters, and others rate themsc hes 100 high.35 The key reaso ns to include sel f-evaluati ons arc to all ow employees 1_0 prolidc pcrform::mce doc ume nt ation that their supervisors or others don't have and co nvey their dc1dopmen tal goals and desi red career tracks to the firm. . . .

Pcm le nd to ge t a good look at each other' s task and interpersonal bchav10 rs: Th is 1s c,(':mlly the case when work is done in team s. At the consu lt ing finn Booz ~ lkn H_am 1hon, for nampk, employees rece ive 360-degrce compete ncy assessme nts annuall y, m~o lvmg as ma ny a~ !5 of their col lcagues .36 For peer rati ngs to work well. employees must believe the process 11fair 17

To reduce the innuence ofpol iti~~ and .friends~ips, P:~~;::~st~n~~:~~~nt~t ; 0:'it~~t~~ 1<.11c~ req uired for success and be fami liar ~nh t~e ~ob ~c lowest and hig he st peer ratings and 1sdonc 11ith Olym pi c j udges, some co mpames ehmmatc er' s romotion readiness or to rank aierJ~c the rcst.

38 Employees can be asked 10 ;;:;sftr:~ :k em~loyees to nominate peers the y

or1.kror 1ote for their most promotable peers. . . h b 11 found 10 have an average red 11uu1d be good ca ndi dates for openings. Peer_ rat m~s . a;; cc 1 Jll(h t} of .51 ,~hen it comes 10 pred icting prom otion cntcna.

MULTISOVRCEASSESS.\lt.',\7S

/1t,fom1111wrrr,/r,,J//uuimu/,,-,m tmp/<)Jrl' 's Jupn,unr ill "·ell m orhtr ptoplt fm111/111r uul, ,1,,. tmplo yu "J Job pofvn,,w1.r

I -I 7 I

290 Oupicr 10 • A~=ing lmrm:i.J CanJ1d~1c-s

,,., The Frequency with Whkh Different Rater, are Ab le to Observe an Emp loyee's Task and Interpersonal Behaviors

TaskS~a vrors

ln :erpersan.1/ B~h.1 vrors

Self

High Fre-qu ency High Freqvency

Supen1isor

Medium Frequency Low Fre-quency

Subordinates

Low Frequency

Peen

Med1vm -to -H19h Frequency

Internal Custom e rs

Medium Frequency

Med1um-to-H19h Med1um-to-H1gh Medium Frequency Frequency Frequency

ExternalCustorn,,i Low ------.:.. Frequency

Medium Frequency

multis:i~:~::~~~~: 1 :~;~~;,~:~h~hue;~ :::::ail~;;::a:

1 ~:1~:;' of I

behaviors, they very oft en S('C their m1_erpcrsonal and leader-:hi p bch_av io rs. Th us, su ~ina~

~:::. ~~;i~~~r1~:m1;~1::~:~1:;:;:1~:;~a~~e;: ,~:,":::rdi~~:; 1 ;::-0 ~:::n!t~s~t:~~ ;mita.

afr.:iid to give their supcn:i sor:. ncgative feedback ._ Rater anon~mi ty is cri tical. If subordi::t: feel that their re sponses n11gh1 be identifiable (e.g., 1f_c he ~upe rv1sor h~s onl y~ fe w subordinatcs

:!t:;c~i: 1 :~;::r~i:a::1:~·~:rt~f~:,~;::c~~::.l. th en subord inate rnu ngs are not likely

/memal customers are ~scrs of any products or services suppl ied ~y an other employee or group within the same organ11a ti on. f!.xtemal _rns1omen arc th ose outside the firm, including other companies and the genera! pu011 c. Both miemal and cx lcrnal customers ht1 ve a modeflle oppon un ity to observe employees' !ask and mlerpcrsonal be haviors. Thei r feedback helps to incorporate the pcrspcc 11 vc of the compan y's srnkc holders beyo nd the typi cal d 1t1in ofcoltlmand, Bec ause employees arc often rewarded only for sa tisfyi ng the expectation s of the people v.ho control their compensatio n, incorporati ng cuswmcr feedback into the rewards process expands the r.:ingc of sta keho ld ers empl oyees will see k to please.

Because external (' UStom ~•rs do not sec or understa nd the work proce sse s and rules thal influence employee s' tas k behaviors. they often cannot easi ly separa1e an employee's task behaviors from the regulati ons. policies, and resources that affect and con strain the employee's options. As a result, so me experts believe that it can be be st to ask ex1crnal customers to only evaluate :m employee·s imcrpcrsonal bchaviors . .io

Often the racings prov id ed by peop le who do not supervise the worker arc used only for employee dcvdopme nt and pcrfonnance eva!u:11ion s. By co ntras t, promotion and transfer deci- sions are usually based on supervisors· ra1i ngs. In addit ion, most firm s requ ire a supervisor's

::::;~~~ ; n:~~~ ::~~~: :~: :;:~i~:; 1 ~_i1:gc n1 in co nductin g an emp loyee's pcrfonnatKt

Job Kn o w ledge Te sts

Job kn o"lcdge te sts can be as usefu l for interna l assessrnen1 as they arc for ex ternal assessment. Beca use well-developed and vahda ted job knowledge tests can meas ure a person's knowledge, experience, cogni ti ve ability. and motivation 10 learn, th ey ca n help to predict which employ«s will per fo rm the bes t in an open posi1ion. Many organiza tion s, in cluding police departmen ts, use job knowledge test s to assess promotion candida1cs. At the U.S. Customs Service, eva.luat• ing employees for promotion to special-agent posi tions involves a live-hour banery of tests that incl ude s a job kn ow ledge test a.~sess ing a ca nd ida1e ·s technical skill s: a critical thinki ng test;and an in- basket exercise that measures 1he candidme·s leadership co mpetencie s, incl uding how 11 ell they plan, prion tizc , sc hed ule . and delegate work . Applica nts who pass the battery then take 1 writing-skills assess ment tcsr and pan ic ipatc in a stru ctured intcrview.42

Assessment Ce nter Methods

As yo u ha\e learned. a~scss menc cen ters mea.sure job cand id me s' know ledge, skill s, abilities, and competencies by pu11mg them through a series of simulations and exercises that re Oect the typ ical chall enge~ of the job they ' re appl yin g fo r. Assess ment cente rs can very efTecti\'cly

Ch;ipccr 10 • i\ ssc~s ing 1n1cmal C1ndidmcs 291

iJ<-nllf}' a person's Slrcngt hs and_ weak.nes~. TI1c ce nters also can do a good JOb of predicting h " sucCC)sfu l cand1da rcs arc likely .to be 1n panicular positio ns,4J The degree 10 whi ch the ,;nlef) res ult i_n ad\'erse impac t, or dis~ponionatc hiring rates fo r different ethnic or gender

rtJups, vanes dependmg on the exercises used . Assessmems typically include an interview, ;~:~ 1111 c tes ting , ~rsonality te sting, and a simulation.44

· !}cca use Cessna Aircraft Company has fewer people doing more work th.:in it used 10 , it f~d~ thal it ~-an't affo~ 10 mak~ a_ bad hiring decision. Thus, the company wants to have a good loO~ :it how peo ple will do their J_obs bcfor_e they hire them . Cess na' s Inde pendence, Mi ssouri.

r1•1111n~:: :; ::u~;:;e;~:;~.~~1~:Sb ;:~~=!::~~~;:~: 03r~::~.1\~ ~h;h~~~: ~;r anJ in -basket st uffed with files and leuers. Throughout the day, the job ca ndidate works thro~f; 1;:ct;;i~:~:t~:d:;;:;b;:;~u;; :a~ ~~o;;;i~! :s:s;~:~f~~~srt:'.1~~;}:::~~: t ,,rn: A~ we ha,·e explained, because of their high cost rc lati,•e to other assess ment me thods. a.s!tt,sme nt cente rs arc used more for managerial and higher- level jobs. Many of the sk ills and ,o mpciencics assessmen 1_cen1ers ev~J ua1e can also be assessed by giv ing employees the oppor- tun ity 10 demonstrate their managcnal !~le nt b~ becoming a projrct team leader or comrniHec chJJT. Assrssmen~ centers seem t_o work:. 1~ a vanc ty of organizational se tting s. and ca n be useful for maki ng sc lcct1on and promotwn decisions as well as training. caree r planning. and improv ing 3

pmo n· s managerial skill s.

Clin ica l Ass essment s Clinkal ussessments rel y on trained psycho logi sts to subjectively analp.e a cand idate' s wnbu tcs, val ues, and styles in the context of a panicular job. Abi lity and personalit y tests, intcr- 11,11 ~. and di reel ohservations of the behavior of employees are different types of ac ti vities done during clinica l assessments. The clinical assessment is usually presented as a wrlnen descri pti on of 1hr ca nd idate, and may or m:iy not contain a "clear hire" or "don' t hire" rccom mendat ion. 46 Like 1hc icsts conducted at assess ment centers, clinical assess ments arc expensi,·e. Consequent ly. they 1~nd 10 be used for higher-leve l posit ions, such as ex ecut ive and CEO posit ions-th at 1s. ['O)l lion , associa rcd wi th grea ter power an d influence and for whom the job descri ptions may be more nex ihle . In cases such as these. compani es sometimes use a psyc ho logi st to try 10 eva lua te acand 1J,11c's strengths and weaknesses and determ ine the broad impact a candidate woul d likely hJ 1e on th e orga ni zat ion if the person were hired.

Th e Nine Box Matri x

1\ ninl' bo.x matrix is a combined assessment of an employee's pcrfom1a ncc and po te ntial. MJn} Fo,11m e 500 co mpanies inclu ding Bank of America. GE, and hkdco Health Solut ion s use ,omc varie ty of the nine box matrix for cl assifying their managers' curren1 job pe rformance and ro 1~nual fo r :idvanccrncnt. Th e nin e box matrix plots three levels of curren t job perfom1ance honwnwlly: e:,;cep tiona l perfonnance, fully pe rfomi ing, and not perfonning. Verticall y, three lc,d, of ix-rfonnance potential are plotted: elig ible for promotion, room fo r growt h in current ros11ion. and no t like ly to grow beyond curre nt posi ti on. A high pe rformer wi th hig h pote n- 11 .1! 11ould be given the highes t rati ng, followed by both high current pc rfo miers wit h modera te f'O ls' nl1al and mode rat e current perfonncrs with high pote ntial. 1lle reason s fo r the unde rpcrfo r- m1n ,,' of 101~ perfonne rs with low pote ntial should be assessed. and these employees then ei ther a-s ign ed to a lower lc \'c l or differen t position or transitioned out ol" the com pan y.47

The \'aluc of the nine bo:,; matri x depends on the qualit y of the assessment methodo logy 1hJ1 J~ 1en11i ncs the box in which eac h ind i\'idual is placed. The nine box matrix is u method for displJ)i ng judgments made abo ut employees, not for maki ng those judgments. It ca n help c.:i mr.in i~s unders tand the overall stre ngth of their wo rk forces, but on ly if the employees arc lcc uratdyc\aluated in the lirstplacc .48

Career Crossroads Model When Walt Mahler, n hum an re sou rce cons ulrnnt and te ac her, got in vol\'cd in the de sign of Genera l Elcct ri c's success ion manageme nt process in the early 1970s, he fo und that differ- ent le.ida~hi p leve ls in an orga ni za tion req uire different sets of compe tencies an d valuc s.49

CLJ.VICA L ASSESS.UENTS aJll'\Sml'1UStha1rt/yo11 Jf<llflt"dpt) ~ r/w/,,i:1.,uwrnbJl'rr"·l'ly a n<'ly;::l' u rMd1d<1tl' ·s aunbu1t"5, w,fol'.l, and sr,lumthtro,1/l'.xt ofapart1rular1ob

NI NI~ ROX M,\TNIX a combintd <1nu.1mem of"" emplv)u ·, , ,nfurm,ma a11d pm f11/u,/

)

• I

I

292 Clupi ~ 10 • As~ing \nu:mal C:inJ1da1,:s

st'CCESSIO.\' MA.\'AGEM£\T

Wl<Jtlf.Outf.p rou s.,r,fs)~rt,,.,,,,cally '4crmfy111s, ,w~umg. ,mJ dntl,,p,n¥ a,i ort""o;,"o,, 'J/radn ,lr,p rnpab,l,- n~,,,, , rJ,ar,u11Jprrform,JT,U

t..lahlerconcluded that the most succcssf~ l lcaders change the ir perspective on v.hai is 1111 as they move to higher levels of leadership. For ex:lmple, a finance m~nager has to sec hu rolc differently when managing the finance fu~c1 1on th:l ~ when managmgan ent ire busincs.s~hti, If the business-u nit leader failed to broaden hi s or h,:r .\'1ew of finance as the most CflticaJ l$ llll. of his or her JOb, the Icade" "'"ld oot<mat,,nho,d ,>it iooal ,,o ofio, mco o, ""' It can be \'Cry difficult for individ uals to change their pcrspcclive about,, years of schooling and work upcncnce . That said, a leader's values and to fil the enhan ced breadth of eac h new position he or she holds

The career crossroods model foc uses ~n managerial and lcad ~rship positions rather technical or professional work . The natural hierarchy of work that ei1.1sts rn most lnrgc, dctc °'- izcd busine ss organilations cons1s1s of six cmcr ~as~gcs--:--fro m the entry leve l to the t1>pllflal. with each pass:lge represent ing increased com pl c,1ty. The si x passages are : Jab.

• Struting Poin t: t..fan agrng yourse lf • Passage l : Managing others • Passagc2 : Man:lgingmanagers • Passage3: Managrngafunct1on • Pa~sage 4: Mana ging a busine ~s • Passage5 : Managrngmuluplcbusmc sses • Passage 6: Man:lg1111,::thccnterpnsc

Each passage require s that a pcr.o~ learn new value ~ and skills and unlearn old ones, One of 1hc h1ggcs1 tale nt mistake~ orgam1.auons ca n make. 1s to pr~motc peop le based solely on their mastery of the ir current po~111ons r.1ther t~an on their .r:c'ten11al and readiness to assume the responsib1ht1cs and adopl the val ues of their new pos 1t mns as leaders (ahhough 50cnc con1.1 nucd devclopmcnl and coac h mg 1s gene rall y required for thi s to occur). Effccti\'C S1.1Cee5- sion manageme nt should produce an abundance of high-pe rforming, high-pote ntial talent to draw from fo r each leaden.hip level . Because the career cross roads model take s a Jong-term per. ~pcctl\C, it enhances the organila!lon· s ab1hty to create its own leadership tale nt from a broad talent b35C rather than relying on 1dcnt1fy,ng and hiring u ternal star pcrfonnc rs to bccomc the firm's leaders.

In small er organ i1.ations , the number of leadership layers is reduced , but the skills ttquirtd of leaders arc similar. Managing others rather than sole ly mana gi ng o nese lf is the m~t common transition. and one th:ll many people find difficult. In very small organizati ons, the owner typi- cally manages everyo ne el se 111 the company. Howeve r, m mcdrnm-s ized companies, there m1y be :l middle layer of management 111 which managers or supervisors arc themse lves maoagcd. DeJ)<!ndmg on the organi1.at1on' s needs and struc tu re, func tional managers may exist, and lhe owner :lets as the CEO. Smaller organ11.auons :lrc also unlikely to ha\·e the lux ury of having a !arge number of employee s to choose from whe n a leadership position opens. 1be si tuation can be C\'Cn more cn11cal for the suf\ 1val of smaller organi,ati ons because the depanure of e\en oat key person con cripple thcorganitauon 1fa succcssorisno1 fou nd quickly.

MANAGING SUCCESSION Succession management 1s an ongoing proce~s of syste mat ica ll y identify ing, assessing, and devel oping an organ11.a1ion ' s leadership capabil1t1cs to enh:lncc its pcrformance,50 Succession management mvol vcs ongomg stra1cg1c talent pl an ning, retirement :lnd retention planning, and talen t a~sc ssmen1 and dcvclopment. 51 As we explained in earlier chapters, succession manage- ment can en sure the co nt inuity of :l firm' s leadership, prevent key posilio ns fro m remaimng \acan l, and pre\'ent em pl oyee s from being promoted pre maturel y.

Succession managemen t requires muc h more than simply identi fying which emplo)ctS ~hould be promoted. It shou ld integrate the management of a fim1's talent with the organili· tio n's strategi c plan. If done far enough in advance, successio n manogem ent can sometimes affect the ch oice of v.hich husmcss matcgy to pursue. For examp le, if a regi onal clothing sun is plannmg to expand n:uiona!ly. having a subs tantia l amount of managerial talent in the firm's pipeline can be a prerequisite for opening the new stores. If the firm 's succession planning md icatc s lhat mana1,::cnal talent is in short supply, the orgo nirntio n can make hirin g employees WJ!h the polential to become s1ore managers o key goal of i1s recruit ing and hiri ng proets)

Chapter 10 • A~~ssing 1n1emal Candldmcs 293

\t,•rfwlli'd)' , the com_rany can plan to hire s1orc m:lnagcrs from outside of the company 10 staff A. ncii 1oco11on '> . Or, 11 can scale back its expansion plans altogether. its In short. succe ssion m:lnagcment affects the. orgam1.at1on's long-tenn direction and growth . n,,s 1,. panic ulnrl y imponan t wi:,en you C0M1der the fact that so many b:lby boomers are rctir-

nic 1ncrc11sed dcm:lnd fo r diverse emplO)ees 1s :llso becoming more important. As a resu lt, ,n~~1 organ11.a1ions :lfe in1e grau ng v,.orkforcc diversity into their successio n m:lnagcmcnt.

5 ~

m~~(Jtc. fo r oamp.lc . has successfully used sucttssion management 10 ensure that it identi- A _. nd deve lop s dl\'C rst sl ates of qualified candidates for all ils key positions. The insurance ~: ~

1 ~ny 3sscsscs all employees ' cu~n~job skill s and creates road maps for them outli nin g the

·tc nc ics they need to :ldv:lnce w1th111 the comp:lny, The company then makes sure the y get :~;:ming '.hey n~~d, includi ng coaching and mentoring, classroom trai ning, :lnd a \•ariety of c:irccrc.,pcncnces. _ . _

,\[th ough succession m:lnagement can expedite the process of repl ac mg 11 depart.mg cmplo)CC. employees ide ntified by succession management as candidates for an open posi- 11,, n should not be \~ c on!)' em ploy~s considered for the Job, Ideall y. in format ion about an

0 ~~::~ ~~o;~:c ~i;~ ::!~:~:~'.0f:Vyeot~::;d 0::i:~~~\;: :~~~c~:rti:

: irnrortant to ensure that information :lbout position openings docs not become a sec retive, (rnplo)·cc-al1ena.ting ~i 1uation. It is_ obviously not ideal for a qual ified employee who would h~vc t,ecn 1ntcrcst(.'J m a Job opportumty 10 not learn about lhc vacancy and miss !he opportum ty. :>\orco\Cr, somcume s it can create legal problems for companies, as the Coen-Cola discrim ina• 11 0n example presented earlier in the chapter illustrated. When done well. succession plan ning remf1,rces a company's philosophy oflreati ng its employees as investors rather than assets. It is a ~C) dmcrofe mployec retentio n and sends a signal to the firm's stakeholders that the company's ic J<krs:lre preparin g fo r the future .St

Successio n management plans are written policies that guide the succession man agement prlX'C"· Succession management pl ans should be put in pl:lce before they are needed, and can be i(()' good mvestment'>. One study fou nd that chief e.,ecutives hired from outside the company 111c paid :ilmost three time s more than those promoted from withi n.s5

SUCCESSION MANAGE.\IE,\7 PlANS "nUtt1f'(!l ,ci t JJJ,m11 u,dttl,t sura,

When McDon:lld 's CEO Jim Can1al upo died unexpectedly, he was replaced six hours later. ,\ k\1 1\ccks later, his replacement, Charlie Be ll, was diagnosed with cance r, and the company's t,o.mi of director-, again made an ordctl y replacement, in pan because McDonald' s had a good suc,,:c~sion management plan.¾ By contrast, when Frank Lanza, chairman ond CEO of defense con1 r.te lor L- 3 Com munic:i tions, died suddenly and unexpectedly at age 74 . the company hadn ' t rn:p,in:J for 1t . The finn's hoard of directors took three days jus1 to name an inte rim chief ex<:culi\·c, anJ the company was widely speculated to be a Ulkeovcr u1rgct because of the lcadcr..hip cri sis.~7

1t should be noted th at succession man:lgcme nt not onl y helps a flmi" s futu re manage rs onJ top cxe<:utives prepare for the ir positi ons, it also resulls in the creation of a se ri es of "fcedcr ~wup}" up and down a firm 's leade rshi p talent pipcline.~8 By contrast, replacement planning 1~ nlIT0\\ ly foc used on creating backup c:l ndidates for speci fic senior management position s. Rcp!Jccmcnt pl:lnning is helpful for quic kly ide ntify ing a possible successor whe n a positio n urnpcctcdly ope ns. However, it does little to improve a fi rm' s long-term leodership readiness .

Deve loping a Successio n Management System ,\ her choosi ng the pos ition on which to foc us, the firs! ge neral step in a su~-cession man:lgcmcnt rrnJc, 1 1, to chec k that the job description outlines the curre nt and fu ture compe tenc ies, bcha v- t()r,. and valu.::s a J)<! f'S0 n needs to perform al a high level in the key position. For example , if the mi;3n1 ,Jt1on 1s pl ann ing to change its culture to become more serv ice orien ted, new customer 1mt~e competencies will probably need to be added to the job req uire men ts matrix and job ~Nniic -11 1on . If technology will become more integrnuxl with the position , 1cchnology ski lls ~hr,ul d he addeJ . As people move up in an organization , new ways of man~~i ~~ and lcad ing_arc n.:.:d,·J 111 tl'fm, of ( I) the capabilit ies required to execute the new rcspo ns1b1l1t1cs; (2) new time frJmc , governi ng how one works : and (3 ) new work values, or wh:lt is believed to be im portan t ard th.:: foc u~ of one's cffort.59

TI1c scco nJ ge neral step is to ide nt ify each imerc~ted candidate's .strengths, w~nk.nesses. and succc,~ion readiness through form al nsscssmcn1 centers nnd sl..ill s tcsung. or more mformall r

REl'LA Cl-:.Mt:,\7 PI.A'li\'ISG tMprio:ruo{<rt<11in;:ba<b,p <wid1 d.:itt.1 Jor sptc,fic .1tmur,..anagt mtnl

)

• ' I

2~ Chap.er 10 • As=ng lntemal CanJid3te~

l11('11ml:itn l

Cu..aomrr Sco,,;,, l',:l(ffl)' AmyFmn

fohn M, Ul\h S.V. ~knc<ok1

S1"ni11/u"lc.iJr r,,h1p. cu~1omc, !oe r,,H:e,lilll \ 'frdr budg,,11ngc \ J><n<:~

FIGURE 10-2 5utctu1on M.1 na9t ment 0atab.t~t

\ ia super\·1sory asse ssments. M::u nt:un in g skill s in ventory records can s.cc m burdcn50rnt 1s u cn1ical 111sk. One of the oomc rs to success full y ma in tainmg these records 1s the 1101 ' bl.ii it mfo rmuuon that is so men mes requested from managers respon sible for updatin g the sy llfllcor the system 1s uscr-fnendl y and only data relc\ ant to maki ng a<lv:inccment decisi ons iseo~tn. lJ thentheburdenw1 ll bercdu ccd Ctted,

The '.hmJ step 1s 1.0 create a pl :in to conunuall y and syste~_atKall y impro\'C thcctllibihu of al l 1dcnufied succe ssion candidates. Th i~ require s th:1 1 success ion management be thought cs a continuou s process, not somcthmg thm 1s done on ly once or twice :i year. Using the~ ofb of candidate s· comp.:1enc1e s, trmmng programs and developme nt opponun ities can be idtn:: 11

to mcrt.'!.SC candidates ' readmcss for the key posit io ns. If ca nd1da1 cs arc given informatioa the ureas 1n l'>h ich funhcr development would ~ Ip prepare them fo r their targeted positions lbc can be a.cove panners m ~ystemauca ll y building the compe tencies they need 10 move lO positions. As Yoe c~plamed carhcr m thl' chapter. some companies enable employees to acccu the ir ownprofilc s 1o cnsurc 1hatthcmfom1anonabou11hcm 1s updmcdand accurate. Thisllso (end s to m:ikc emplo}ecs active panners in the successmn management process,

The fou nh step 1s to create a plan to ident ify qua lified and intere sted internal candid'1lc.s fi:r open po~ iuon s. A thorough and upd ated d:itab35C of ski ll profiles can gre atly faci litate lhiJ itcp In :iddiuon, work assignments nnd other devclopmcn rn l acti\·iti es need to be regul arly assiglltd 10 ~·and1dntes who arc likel y to be promoh.:d or who 10o ant to be pro motl'd.

Fig ure l0-2 shows a data0asc used to track succe ss ion candidate s. lbe succession pool fi:r Customer Se rvice ~lanagcr Pe1er Fry 1s sho 11n. as 11 cll as the time frame in which each weccs, sor is expected 10 be ready to as~ ume Fry "s position. Click.mg on each succession candidate's namebnngs up add1uon al info rm.1t1onahou1thatrnnd 1date'sstrc ngths andde \"e] opmentnetds.

The fifth step 10\ olves e\ a]u aung the company ' s succession man3gc ment sy stem. One larsc organi1.ation boas ted h.1vm g a succe ss ion managem ent process , bu t tifi cr analyzingtlw: data about the progra m ·s succe ss. it real i1.cJ that 1·1nually no senior managers ever came out of 11. Clearl y, some othe r ~ubjcc11vc critcn a were be ing used to detennmc promotions, whichnsb demor.1h 1.i ng good em pl oyees and 1ncfl.'asin g their tum over.60 The six th, and fi nal step, 1s IO contmuously 1mpro1·c !he succession manageme nt system . Successi on plan s shou ld also be con- tmuously rev ie wed and mod ified as an orga nirnu on changes. The process shou ld be designed to be ongoi ng , nu1d, and adap table to a fim1' s shifting hus mess cond ition s. Table 10-2 summarizes the s1cps 1n voh·cd in dcvel opin g aneffi.•c1ivc succcss10n plan .

I. Assess cu rrent and fut ure co mpetene,es, bthav rors, values, etc., needed for futu re job performanc e in the chosen pos1 11on

2. Assess ea ch 1dent 1fi ed al'\d interest ed candi date's stren gths , weaknessts, and readiotu to move intoother pos111 cns

J. Create a plan to continuall y .1nd syste mat,c ally improve the ca pab1ht, es of all 1dent1fiad success,oncand,d ates

~- Crt at e a plan to 1dent1 fy qual,!1ed and in terested interna l cand ida tes for open posotioos :,. Evaluate the syste m on relevant cn ten a incl ud ing the number of pos1t1ons fill ed with

cand dates who have been th e targe t of success1 00 management act1111t1es 6. Contonu ally improvethesystem

Chlptc r IO • As!CS~ llll: lnl cma l Cand1dalts 295

Succession Management Tips

,we are some e~pert l" reco mmend ations fo r C1Ht1ng and ma, nta ,ning an effective successi on nJgementsystem ·

~' Keep the proce5s simple Make the process log,cal .t nd s, mple so that busy hne manager1 do not lee l 1hat thep roce ss1sburdensome61

1 , Use technology to support the p rocess lnforma\Jon technology enables th e 1,mely

mon ito ring an d vpdaung of developmental needs and actMties 62 , p,1,gn ;our succe ss ,on managemen t plan with your firm's over.JI/ busmess str.J tegy Top

e, ecut,ves and l,ne managers will be more support,vt of a system that clearly reinfor ce s the 0rgan1 u11on's corporate goals and obiectives.hl

, f ocus on de velopment Succession management must be a flex,b\e system ontnted 10.-,~,d developmenta l act1111t1es ~ther than merely a list of high-potential employ ees and f~ tuiepas111o ns they m1ght fi ll.64

, Model effectwe success/on m•nagement beh.1v101"J at the top. Comp.1 ny execut ive s need 10 both model effectL ve succeu\oo management beha~ior1 and hold l,ne managers re spcns ,bie fo r de ve loping their subordinates' skills and knowledge 6~

, Approa ch succen,on ma nagement as a key bu siness actMty Because 11 plays a ~ey role 1n ~: :~:;::~t

1 ~;7

0 ~~~n~ ~:~!ategy execution, succession management shou ld be treated

What Makes a Success ion Manag ement System Effe ctive?

~~~\1tc~e~:~:~ogn e~ ~;:; csb:~c t:e l; na:-t:w~:;in 1 ~s cf:~~ ~~:~~£m;: ~

e~am pk. 1f thc successmn manageme nt system fa ils 10 identify quahficd inte rn al cand idate s for J p.in i, ular posi ti on, actio n plnn s ne.,>d to be developed to remedy the 1:ilc nt gap. The compan y mighl look e~tern ally fo r talcl\\, or, it might red esi gn the work 10 reduce the need fo r the tale nt (\pt.:tcd to be m short suppl y. In 20 12, three in ten newly appointed CEOs came fro m outside me orfJwa uon.M The sy Mcm mig ht also reveal thal a fim1 has a larger num be r of inte re sted ll!.!1.julhfic<l1nte mal candidatcsfora targttpos1tionthan wasexpcc tcdorthan isrcahsticall y nc:cdcd Tin s kn ol'>ledge can help an organizati on plan al ternate career pa ths fo r the surplus talen t. helpi ng to preven t the turn over of these employees whe n they do not ge t the pro moti on~ for ,,,. hic h thcy urc ready .

,\ , wi(h assessmen t methods, fa irness and communication openness are crit ical co mpo- n,.: nlS of ~ucce~sion management. The process shou ld be imp:t.nial, ope n, and backed by top m.1n1gcmen\ Empl oyees ~hould be nb!c to ex press an in tere st in being con sidered for posi tions tlwtap p.:11 to them, and should not be coerced into pursui ng positions in wh ich they arc not 1~1cr,· ,1cd The succession man age ment proce ss also needs to make sense to, and bl: u~ ble by, d1 tfcr,n t ti u,inl'ss uni ts . A stand ardi zed process can he lp to focus and guide the developm ent of ~mrl")CC\ to meet the stra(cgic needs of the organization. and inc rease employee ix, rceptions of l'-: rrn~rJ m' s fai rness by red ucing opportunities for favoritism.

Th~ process should also align with other huma n resource processes . includin g rccru it- 111:nl, sckc\1011 , rcw.lrds, training, and perfonnancc management. For example , if the current ,~ ,·.:" 1on plan for a position indi cates th at the organization lacks dept h in a particular talent , l<lJu~tmc nts 10 the recruitment and selection system can bring more of lhat 1alcn1 into !he orga- w ouun Fin .i ll y, fo r a succession manage ment program to work well , a firm' s managers need to t\: lnl"(>\ vcd in and committed to the process . Their employee assessments, promotabihy rat ings, .m.l employee deve lopme nt ac1ivitics are crucial. Table \Q .J prov ides some tips fo r cffcct in· >occc ssinnmanage mcnt

CAREER PLANNING Carrer planning is n cont inuous process of career -oriented self-assess ment and goal sctt ing.6'1 CARt;BR Pl..A.,\ ".\ 'l .\'O l\ h;: n integrated with the organizat ion' s succession manage ment and la~r .fo rccastm g pro · "'o,,11r1~nu.,procosvfNrt rr- ,m tt11c ,, .:a rcn plann ing and succe ss ion management can hel p gwe uny orgnmza11 on a snapshot of t mtd <tlf.antl""tni ood goo/ mnng t'le1Jkn1ava1 lat> le to mccti ts current and fu turcneeds.

10

2'36 ChJptM10 • Assc»mirlruerroJ Camll d;m:ll

In the carccrplanm ngproccss, 1hc goals, prcfe rc ncc s,an d l;1pab1\u1csofc mplo) ec assessed via interest Jn\cntonc s. m1crv1cws, :isscss rm: nt ce nte rs, ;md ~o fo rth llic e~l#t and fuiurc needs of the organi1.at1 on based on the hu ma n resource ~trntegy and SUCct a1 plln of the firm arc then compared 10 the ta le nt s and motl\ a11 ons of employees !.tJCII degree of match or misma1ch rs di scussed with each md i\' idu:il emp loyee. Career •delfld the mcn t opponumties arc ihcn 1dcn111icd 10 hc! p v, orkcrs _bu il d '. he co 111pctcn ~ies and t~~: the y need to ach ici c the ir future goal s. Gc n~ral ;\l1 ll s rn '. lor~ c:i_ch cmplo)cc_ s career de~cl , op mc nt 10 his or her profcss1o nal needs, long -1cm1 asp irati on s, and potcntJal fo r PtllOll,IJ sro wth .71

Orgamia tions canmc rcascc mploycc rctcnu on an d thc d~plhof1alentava1lablcforl ership posiuons by mtcgratmg the career pla nning an d successi on management processes, e:; by hnking them 10 organilational goal s and ~•ra1_eg1cs. By help1_ng 1nd1v1duaJs match their caree r inte re sts wi th real 1suc career opportun1 t1es rn the orgam.wt1on m v,h1eh they eurrt v, ork , carccrplan oingcanred ueecmployce s' pcrce p11 0ns that thc y needtoleave 1hc orgtn;! uon to acc omplish the ir career goals. Ki mber ly-C lark. fo r examp le, provide s its emplo career paths that an: both broad and d1\ c_r,c. By gin ng us employe es c~oss-functional 111 n1ucs (opponun it ies m differen t pos 1t 10ns m d1 ffcrcnt dcpartmcnts),

1 the cornpanyhel them mcre~c the ir respons1b1 lr ty !c\'el s, c, pcn1~c. and leade rs hip c;ipab111tic s so they C: rcach1he1r goals.

Like succe ss ion management , caree r planning needs 1o_comp lemen1 the cxpcclcd fu!llft talen t needs of1he or£an1l.llllOn. For example, 1fan orgamla11on expec ts to e~pand in thcnc~t !O years. rnrcerpla nn1ng can hc lp 1dcn t1fy current em ployee s who are 1-11llmg to pursue advance.. mem opponumtics ,n 1he company and ~ lp ll c~ecu te its expans ion goals.

Too of1en succession rnana£cmen1 is done with out tel ling employees that the Ol'pltiza. uon rccog m1.es their po1ent1 al. An organin11 on' s hig h-potcntrn l takn1 ~hou ld be informed or their status in the com pa ny and shou ld know that the organ11.a tio n has its eye on them for ad\·anccmcn1 m thc co mpan y. Carecrpl annmg hclps to fo cilitateth is proccssan d coonlnute ~mployccs· pe rsona! goa ls wi th the organi1.a11o n· ~ needs. For cirnmp lc, as pan of us C&rffl planni ng effo n , The Hartford Fin ancial Services Group has a Web si te that em ployees •lid their managers can searc h hys ubjec t, compe len cy, coursetit le, and so fonh to1den11fydcvtl- opmental opportun11 1es fo r employees Em plo) ecs can also use The Hartford's intranct to look up jo b fa mil1e s. ident ify poss 1bleadva ncc mc ntpath s, and idc nt ify 1hediffcrcncesi ncxpec1.1. 11o ns. rcs ponsibilities . and compc 1en c1es rcquircdfo r thcpa1hs.73

As 1-1 uhs ucccssio n ma nagc ment . the careerplann ing process shou ldbeevaluatcd tnd 1mpro\·ed as the organi za uon ' s and employees' need s c ha nge . Because emp loyees netd to stay with the orga n11.auon long enough IO 1ra nsition mto ihe oth er posit ions fo r the suc- cession man age ment and career plann ing proc c~ses to be 1-1orth1-1h1le, the re turn on the career plan nmg and success ion managemen t inves tment is obviously greaie r fo r org1nlza- 11ons wnh lov, er level s of emp loyee turn ov er. Integrated career planni ng and succession ma nageme nt program s can show crnpl o) ccs 1h at 1hc ircarecr goal s can be reac hed within thc organuatio n.

Thi s chapter' s Develo p Your Ski lls fea ture dc scrrbcs how to crea te your own car«r developmen t pl an Many caree r de\"c lopment tools arc avail able to expand and improl"t emp loyee s' skill se ts and pre pare them 10 bc comp<: titive fur other posi tions in the organ i- 1a 11on. These tools increase the probah ility th at future interna l recruitment efforts will be success fu l. and incl ude·

• Asunmenl ctnttrs that simul ate the pos 1t 1on an employee 1s mtc rcsted in pursuing so the perso n can c1alua1e wh ether or not bc or she will be a good li t fo r the job.

• Career coun seling and rareer de~elapm ent warkshops that hel p indiv iduals understand the Jobs that be st match th~1rasp1rJ 11 ons an d tale nts as 1-1 cll as dc\clop 1heskillsthey necd tosuccc ssfu ll y compc tcfor opport un1tics.

• Training and _ron 1i11 uing eduratio11 1ha t can provide emp loyee s with skills trai ning in a more fo nnal1tcd cduc a1ional se tt ing . Profc s~1ona l as~oc iali ons can also be a source of cont rnui ng cdu c;m on

1:1ii·i4'i-i'lil1i!lit ;in g a Career Development Plan

Ao~t::;e~~~;:~~:~;1 :r~cnes~hoi~!c~1~; ~:~~~:~:e;a;~~: ~nd;~a;~1g :e~,:~t ;nna~::~:o~ ~iu~~::%:~ a;~;o~s;:~::: ~~~e lopme nt plan typically contains both short- and long term , aree r goa ls as well as the ac tions. courses, act1v1t1es. dn d other typ es of development that you plan to undenake to meet 1hem In mak in g a career development plan, follow ,Mse th reesteps

1_ AS.sessyourselfl den t1fyyourcurrentsk1lls.knowtedge , abil1t,es. and 1n terem lf youdon'tcurrentlykno.vwha1 career you inte nd to pursue , boois1~ and cr,l,ne Cdret'r developm ent tools, such as the follow,ng. can be of help • res1•ng Room (http//qu1ntcareers test ,ngroom com) After

you completea sell-asses5ment.theWebsl\ewgges\520 1040 ca reers that fi t you

• Greer Planne< (www careerplanner com) ProVJd~ onl,ne career tests. one-on-one careercounsel,ngse-ssons.and free career planning rnformauon. advice. and ideas

. 5,,dgesr,ans1 11onslnc {https//acce'>Sb11dgesconvau1h/ lc g1nd o?ma rk et=a dult) Helps you 1den t1fy possible care er choices by matc hing careers with your chosen ch aracte11stics

2 5etgoa!s ldentrfyyour!Jlort-andlong-1ermcareerg0,3 ~ based on your persona! and career mteres\5 Your career goa ls might 1nvoll'€ being promoted or attaining greater

Chapta 10 • M ~~ tng Internal C:indidltCS 297

res.ponsib,hty and vanety 1n your pre-sent positi~~ When

~~:ti~~~;':~ ~~:l~.u~~;~;d;;a\~e~~~~:;;gyour goats forluturecarecrdcvelopment1

• What competencies would you hke to develop to pos1· t1onyoursell lorfut ure successandcareer growt.h7

• Are there any chan ges ta l(l ng place m your company that couldaffectyour de-.•clop me ntal pnorit,es7 I

• Generateahstof g0,3 lsa ndt henpnont11e the top three goals onwh 1c h toconc entrate you r efforts

• Seek feedback and discuss your options w it h your supervisor and othe1s la m1lrar wit h your wo rk per - form ance. in terests, and ap11tud es to ga in additi ona l insight

3. Develop an ac tion pla n Evalu ate the gap betwee n your cu rren t s11uat1onan dyourg oalsa ndclarify what capa• b1htl esyou need to develop For each ob1e ct 1ve. 1d ent1fy the tim e fr ame for its completion and how you pla n 10 develop the capab ility You r action plan options incl ude on -the-Jo b or form al educa tio n or t ra mmg. me ntor- ing , makin g a late ral move. ch anging to a lowe r 10 b grade for developmen ta l purposes . gam mg ex per ienc e ma diff erent geo graph ical region or cult ure, or taking

; o::~t~1 1 ~;'t is1~'.~~~ ~:: acanne;n~r:io~~~ o~:

re~1-.ed as your goals cha nge and as your comp eten cies develop

• Job ,.,1a1ion, cl,al/engirlg auignmtnts, a11d mentoring th at can provide s kill deve lop- me nt In~ fom1ally .

, Sabbaticals th at can be used to rec nergize empl o)·ees nn<l give them the opponun ity to dc1e lop ,~ ill s an<l pursue other interests vi a workshops, fo rm al cl asses, or r.ravcl.

, Clwlln 1gi11g and de~e/opmtntal j ab assig111n 1n rs th at enhance empl oyees' key compctcn- c1e ~ anJ gi1·c 1hemon-thc•jobexpc ricnce bc forc they assu me new posi tions.

Ole IJst ite m in the hst-c haHcngmg Job ass1gnments- 1s one of the best career dcvclop- menr 100h 11 However, ii is common for organizatiol\S to try to fill chall engi ng assignments with r«'f'k ab le to do the job well nght now rather than 10 consider the assignments oppo rtun ities for career de1 cl opmc nt. Someti mes fmns arc reluctan t to use challcngmg job assignments for c.utn 1kvelupme nt beca use their managers bchevc tha t moving people arou nd and taking them lil) fr cm11hcir currcn t JOb respo ns1b1\ i11cs is not wonh the disruption . The re can al so be a lack nf clJrit) about wha t skil ls should be <lei eloped in whom and ,,,. hat learning opportunitie s the job a" 1~nmen t offcr~.78

• Bc~·ause pi:oplc learn when they arc pu t in situations that require skill s th ey do not current!~ h.1 1c. organilat ions shou ld cons1 <lcr using challenging job ass ignments as pan o r thm career Jn,clopm cnt proce ss . Some organiwuons have fonn al sys tems to C\'a] uate the d~1 d opm en1 pote ntia l of projects and assign the Jobs associa ted w11h them to fast-trac ked IJknt Co , Communicat ions, a cable -TV 11nd te lceommunicat1on s pro~1der, beg in s ils tale nt rc1 1ew prr>c es, by ga theri ng info nn at ion abou t its em ployee s' care er interests an d 1\•_ill ingncss to reloca te. /'.fonugcrsprovidc feedbac k to thei r employees through a series ofrc v1cw m~ct - m~,, and th en 1-1ork with the m 10 create develop ment plan s to matc h them to projec ts based oni hmn~c d, .79

h gurc l0-3 showsa sampl c carecrplan

I l I

I

29$ Ch.ipttr 10 • A,.,_~mg lotmi al CanJida1cs

After you analyze your talents, interests, and goats and research poss ible OCcupa you are ready to set career goals and plan how _t~ reach them. A careerptan helps bona, identify bolh short- and loog-!erm goals and actMl!es lo help you succ eed in Y0ur You chosen career.

Career Goal: To become a robOtic eng ineer and ultmately des ign , plan, and s upe rvise the construction of robots to be used In pollce work.

Requirements: Bache lor's or master's degree In engineering. Teamwork skills. Creativity. Analytica!skllls. Knowledge of mechanica l and electrical engineeri ng.

Related Current Skills and In terests · SurrrnerworkerforA obotronics lnc. Earned A's 1n high schoo l and college robotics and engineeri ng courses faperienceworklng lnateam. 3.814.0hlghschoolGPA. 3.9/4.0collegeGPA

Career Plan. Ea rn a bachelor's degree from Virginia Tech's College of Enginee ri ng . Gain rela!ed )Ob experience by finding a surrmer robotics ln!e mshlp through lhe umversity'scareerplacementcenler. Network todevelop relationshipsw1thfiveroboticengineers. Networil !o develop relationsh ips with three robotic engineering professors In my areas of interest. Join campus organizations for engmeenng studen ts. Joinanat1ona!roboticsassoclarion.

Short-Term Goals: Mamtainh1ghcurrentGPA . Graduate ln thetop10percentofmycollegeclass Earn good test scores and be accepted to a quality robotics grad uate program . Continue!oao:iuirerelatedwo rk experienceatRobotronics, lnc. lmprovemycreatlv1tyandanalytic alskillsby takingcoursesdeslgnedto enhance them

FIGURE 10- 3 ASampltCaretrPlan

INTEGRATING SUCCESSION MANAGEMENT AND CAREER PLA NNI NG AnorganiLation' s succc~s 1on managemen t andcarccrplanning proccsscs shouldbcthoroughly integrated with one another. The two also need 10 be in1cgratcd with the fi rm 's other hWl\lll resource funct ions and system s. The goal is to 1dc nt1 fy human resource manage ment i--acuccs that presently encourage or d1scourai;c cfkctivc succe ssion management and employee de,-cl- opmenl. For example, ifcmplo)ccs tend to perceive a particular promotion as una1traeli1e ~c ause urcqu1rc s lon gcrhours,grcatcrrcspon >1bil ny,and very li1tle add itionalpay, addre»- 1ng thc ,c 1~wc s can incrcas.:: the desirability of the po~ition . Likewise, if an organization's

Chapter 10 , AHcning lntcrrui! Candi dates 299

1 , t~rn.11 n:nu itmcn l aod sc k ~on sySlcms do not rcsuh rn talented and promotable new hire s, h" ,u;;cc ss1on n_ianagcmcnt a Carttrdciclopment programs will h:we very liu lc raw m:i tcrinl ~:1h,,b,ch 10

11 ork . ~s a result, a li~'s talent '"_bench'" is likely to staywenk n.: gardlcss of thc rrc-in irauon 's co'.11 m_1~mcn t to promotion from w!lhin.

· Odt3 A,r Lmc~ is an cx~mp!c of II compan y !hat has successfu lly integra!td its successio n nunlgcmcnt and ~arc.er pfo nn~ns proccssc_s. Otha Air Lmcs' s hum an resource plan ning process in:,•fra 1c s cmp lO) CCS c~rcer 1~tcrc5ts, skills , and abi lities as wdl as their perceptions of their (\" n JO b pc rfomiance wil h thei_r _manage rs" assessments of their performance and experie nce s

10 35 ,c )s cn1ployee~ prom ol3 bLll ty, po ssible job moves, strengths, and developme ntal need s.

o"n n:; review mect1,ngs . lhe a_sscss m~~lS arc examined and validated, an d th e succession plans f,,r ,ill the company s cxccu~ive positi ons are reviewed. Man:i.gcrs the n prov ide feedback to tlJ. ir cmplo)ccs and wor_k w i th th em to create an appropna!c develo pmen t pl an. The highest• r,':~n llJI employees ~cive a ye ar of focus~ de,·elopment and special exposure opportunitie s. lh~ ,ucccss of Dcl1a s ~uman rcsouree pl~nnmg pr~es s ts evaluate d by meas uring Ulc promo- U( ,n\ of employ ee s agiunst the company s success ion plans, the diverse mi., of those people tOOufhl 10 be promotable, and the retention of high•potcntial employee s.so Colgatc•Pal mol i\" c , ,,;, its l"'rfo rmance ~anngcmcn t process and eac h employee ' s ind ividual deve lopment plan 1~ 1dcnll fy lugh;polenual t~l~nl at the comp;iny·s locnl, regional , and global le vels. When it' s . Jn,iJc nng sca tting a positi on, Col gatc-Palmo ll\'e dOC$ n't consider only what Ule business : ::~; lt: ~;lr~n~:.s~c\"clOpmcnt needs of various candidates to roun d out each can didatc ·s

Finn~ also need to assis t and encourage employees to dec ide for themselves where they ., Jnt 1hc 1r c:.n:crs to go. American Gree tings interviews nil of its hi gh-pote ntial employe es w J,·tcrmtnc what they like and di slike about their jobs and what their indiv idual goals :i.rc. bcn 1f an employee ~!aims 10 have no in terest in udvancemen t, American Greetings creates a : :~~o~;~ca:;1:~:.~t•1t h the prim ary objeclivc of making him or he r more effective in the job he

Su ccession Man agement and Career Develo pment at Fluo r

~,-.:aL-C Fluor") project managers arc a key dri ver of 11S l'C\"COUe, f<1u 0f in\'C!IS heavily in an extensive minton ng anJ l":111.'CI desclopmcnt prognm for I.hem. Every projc:c1 manager is also expected to help t/l : n,11 ;-, nrrauon ohlaln the 1klll1andupcrience necdcd to succccd in 1he job.u Formal :tnd info nml kamir~ pro~rams In add ii ion 10 indiv;duaJ dc\"dopmcnt plw tod annual performance re,·icw feedback '"~i"J'I cm r lo)ce~· e:urerde,·elopmenL

Flu{'[ al so 1dcrlt1fied 52 unique dcvclopmtnl fnmc-..or\.s that describe the rompcteney rcquircmenlS ll C.ll l). m1.Jdlc, and later career poinis within a Job famil y. From their fim dJ.y on the job employees ha1·c ).-..· c--, 1omlonnation about requittdand recommcndcdtraining. rcadi ng,ski !ls, andworkcxpcriell(esfof r ... h Jlll h t.J hdp !hem oblain the i.1.ills and experiences they need to lld,-aricc in the company.J.I

To providcalong•tcrmprogramforscnior lcadrnhipdc1·c!opment andsucc=ion,as well as c-~r~,-nq plJnning, Fluor' s Boord of Dirci:tM ' Organii.ation and Compensation Comrniucc plans 1or 1:'l 1rf uocuuve officer succession as -..·ell as for other 1.:ey .1tnior management positions. The CEO ,ro11dr< th~ ,ornmiucc with an annual ~$ mcnl of .1enlor nwugers and their polential lo assume the , 1rwu1 role, The Organi2a1mn wid Compensation Commiuce gi ves an 3MUal succession planning l~f'.111 !O the board of directors that includes plans for a wdokn and unplanned inability of LIie CEO or c:htr «-nior nccuL i\·es1ofill theirpositions.1.1

Su mm ary n c 1uccc s\ofan internal s1affings1r.11cgydcpc nds in large clsewhcre, and minimizingthcriskoferiticatpositionsi n1he p.rt on the retentio n and development of internal talent. A organi Zll tion remain ing vacan t after the departure of an incum· ~uam1111nc111 10 interna l recruitm en t rather than st:iffing higher- bent, Succession manage ment practices he lp to ensure that sue• kid IXN llons externally ca n give organiza tion s a eompctith·e ccssors arc developed and r~ dy to assum e thei r new roles when l(h an!JfC ove r the ir compe titors by enabling succession pl an- an opening nrises. By fac il itati ng the smooth transitioning of ning. redm:i ng thc riskoftop em ployceslcavi ngfor bc llerjobs to.lent as peop le mo,·e through theorganizauon :ind optimall y

300 Ctupta 10 • ~s.i ng lntcm al Cand1JJ.t~

deploying talent across the organization, succession managc- mcnl and intern.ii recruiting help an organi1.a1 ion execute 11s business strategy and mttt its business goals. Can::cr planni ng

Takeaway Points I. A co rop;u,) 's internal assessment goals largt-ly mirror it s

e,.tcm3I :w,essment goals. These objectives indude e,aluat - mg the fit of rmployttS "-1th other jobs. enhw,dng the firm ' s srr:uegk C3J),lbilities. gathering mfonnation "'ith \1-hich to make do,H1s iLing dc,.-isions. ma.,1m1zing fiL makrng accurate and e1hi - c::i..l = ments. groer.11ing a hrgh return on the firm's in , est· mcn1 in its asscssmcnl system. gent-raung positi•c stakeho ldt-r r("3Ctions. support ing the firm' s rnknt philosophy and human

sttateg). r('inforring the organization' s employer im.:tge. tden tifying de\'elopmenl needs. and maintammg It-gal t-omphanC'C..

2. By=si ng1 ts cum:n1capabihtiesandfu ture1 alcn1n t-ed s as "ell as the potenual of 11s emplo)ecs to learn necessary new skills. a finn can enhance its stra tegic position. In addition 1o ensu ring that the company has the right amount oft ht' ngtu s.hlls in place "hen it needs them . the info rmat ion t-an be used to de,·elop C3J'ttr p3ths for rmployees and pro,ide them "' i1hthetra.iningthey nced1 o rcachtneirgoals.as "ellasthe n rm·sgoal s.

Discussion Questions I. Ho" ' is internal assessment U5eful fo r more than just e1·alu3tmg

emp lo)ttS fo r otherposition ~mthecompany? 2. Do you feel thai multisou m- fttdbad: is appl'Opriatt- '! Why or

"hynot? J. Using the nine box matru. an t-mployee domg a good job might

acru.aUy bc-rated lo "'·crthanamediocreemploya!11hohasbt't-n worting in a de1·el op menta.l stretch assignmen L Do you feel that this isfair? Whyor11h y not?

Exercises

1. Strategy E.turu e: Working in groups of thrt:e 10 fh t' students. read the follo\1- ing ,·ignene and de,elop some sugge stion s for the t-ompany based on the material )OU read in this chaptt-r. Be pre • pared to~ hart ) Our ideas with the class.

Twisted is a ~mall company with big dre301S . Tht- shopping null-orientcdhotpretzel companyhas succc;sfullygrownitsrc1•e. nuesby arateof lOpcrccntannually over1helas1 IQ years . Twisted "ants to sustainitsgro"1hratei nthc ) carsahcad. The companyha.s traditJOnaJly hircdncwstmmanagersfrom outJ.1dc ofthecompany. Ho"e,·cr. in the last few years. it ha.shad a difficult time recru it- ing enough of these people. Tht- CEO feels tha t there arc probably :i l;u-gc number of ernpl o) ee.s II ho mi ght m:ikc good managers However. the comp,iny has no good intcmal asSQ~ mrnl S) stcms in ploce to idemify them. The CEO asl.i, your group to help the firm identify in1cmal managerial ta lent so i1 run contin ue 10 punuc its ~" th ~1r-11rgy Wh3! methods " ould ) OU \uggcst fo r doi ng so?

2. De, elop Yo ur SA d/5 £1ernu: Tlus dupter 's De i t-lop Your Skill s fea ture descnbcs how 10 create a ca ree r de1elop men1 plan It 1s

1s best done in conju nctio n with SUC'C'e ss 1on rn ana ensure that em pl oyees de sire the job an d career op~~~1,io that the organiza ti on would like them lo pursue, nltits

J, The mclhods u~ to conduct an in tern al assei.smcnt inclUdc in,·entorics. mentoring. job knowledge tests, pcrf00nalX"t rt~~ testsconducteda1asscssmentt-en 1c rs,and elimca l assess S. The nine bo:,. matrix and the t-a.reer nossroads mode l arc t::ru.s, of in1emal :mcs~mem models that have been developed lyJICs

5. Integrating its sut-t-euion management system with the de,·e lopmentplans ofitscmployc-cs helpsa companyaJj~ careergools"'·i1 h1ht- firm'skadership succcssion n~r:: carcer. planning p~ssassesscs thc gO.ll s, prefcrcnca C11 pab1 litiesofempl oyccs.andco mparcstnem with thccu~= futurcnecdsof 1heorgani1at.ionbascd onth e company's hu11UQ rcsou~cstrategy .andsuc~s.1~nplan. Matchcs ormis maichts1rt then discussed wuh each md1v1dual emp loyee 10 remedy the Pl:tS and offer the employee potential carecrdc,·clopment O(lpOrtunl. tics. Acompanyt-analsochangei ts recru iting strategies. busiDeS.s strategics, and the 1,ay ii does its work to remedy a 13.Jent gap.

6. L1kt' external assessmen t sys tems, internal asscssn1entJ. should be con tinually reevaluated andchangt-dovertimcasa fi rm' sbusiDt» s1ratrgit-sand work forcec hangc.

4, Gi\·en how imporiant succession mun age ment programs are, hot. cancompanies pe~ uadetheirmanagers to support and commi1 10 theirsut-cessionmanagcmentoctivitks?

5. Why 1s it impor1:mt to integrate su cce ssion m;uuigcment 11 11h career pl~nning ?

never too soon to ide ntify your shor1· and long•tt-rm carcergo.ils and analy:zt- "h:11 skills, experiences, and othe r things you lll"td to do 10 obtain your i)O:i! s. You r assignment is to create }ouro11·n career development plan th at focuses on one• and fh e-)CM time horizons. Your action plan should includrrcalistic acth iti cs lh,it youcanundt-rtaketoenhanceyou rabilitytomcc tt hecarec r goals )OUidcmify.

J. Ope11i11gVig11mrE:urcise: ln1hischapter'sopcning vignC1 te.)'OU learned how Fluor combines succession management ruw! carttt dcvelopmenttoensureaso!idtalrnt pipclineof project m:uiage15 and ~nior exec utives. Work ing in a group of three 1o fii e 5tu· dents. reread the vignette. Be prepared to share with )Our class youranswers tothefollov.ingquestions: a. Why do you think that Fl uo r' s interna l assessmen t and deid·

opmt-nl S) slemisso succcssful? b. Wh:it addi1io11alidrasd o you ha\'c thatcouldhclp Fluorfill~

many internal position s as poss ible" ith its curre nt cmrlo)cCS

Chap1er 10 • Assessing Internal Candidates 301

(J\St:STllDY

succESSION MANAGE MENT AT GENERAL EL ECTRIC" General Electr ic (GE_) is widel y ittogni zed for its leadershi p process that provides managers with m uch-ncc~-d experience tJl cnl and its succe ss1? n manage me nt S}:s1e m. One of th e best and exposure to certain elements of the busi ness. This has allowed t , amplc~ of successio n ma nageme nt 1s how GE 's former GE to build a manageme nt team that is very knowlcd g.eab lc and CEO fork Welch shape d an~ elevated the company's phi- experi enced. Pcrfonnance management and leadership assess• lt''"phy. prac tice, and repu tat ion for de ve loping leaders. In a ments help to ident ify future kadcrship talent , and a comprch1on • pccch, Welch stated, "From now on, choosi ng my successor sive tcadcl'Ylip developme nt plan helps prepare the se people fo r

' . the mos t nnportan l deci si on I' ll make ." GE's comm itme nt whai they llCcd to be ready for the nex t leve l. GE' s em ployee ;: dt-i•elopi ng leade rs ~rom within has yielded posi tive results manageme nt system tracks indiv idual employees' progress and

for hoth the company s e mpl oyees and for GE. In fac t, the regu lar orga.niJ.ational successio n reviews he lp to keep the talent program ha.s been so ~ucc.ess ful that it' s been widely emul ated pipel ine fu ll . GE also makes it one of its bu si ness leaders ' top b

u,cr £ loba1 orgamzauons goals to help the ir peop le grow and move them a lo ng thei r can.-c r ) ; lcas uri n£ and dc\'elopi n~ talent lies at the forefront of paths. In addition to business results, leaders arc also expected 10

GE's bus ine5 S strategy di &eussions. GE ' s operating sys tem , hit employee growth and development targets. referred to as its " learning cult ure in action," entails year- round learning sess ions in which leaders from GE and outside Questions companie s share be st practices with one another and gener.1.tc I, Do you think that GE' s :ipproac h to succe ss ion manage- ideas fo r new practices. Every GE busi ness is responsib le for ment would work for a ll organ izatio ns? Wh y or why not? hll 1ng ,uccession pl ans for ke y leade rship roles. 2. What are some poss ible di sadva ntages of moving people

GE' s succession manageme nt system is fai rly si mple.G E man- to new jobs C\'ery two to three years? l W'5 and c.\CCUti\'cS arc moved from job to job every two to three 3 . Why docs GE' s succ ess ion managemen t approac h work );af'I, and each job change or promotion is a well -thought-out so well?

Semester-Long Active Learning Project Dc 1tl 0p ;10 in1l·mal assessment ~tratt-gy fo r evaluating employees fo r crca1e an t-mployce assessme nt plan to eval oatc emp loyees already in )Ollf chosen po>1t 1on If tht' job you t-hose is not staffed internally, the position in the e,en1 dov.nsrl.i ng becomes nece ssary

Case St udy Assignme nt: Strategic Staffing at Chern's

S:~1hc .,pp,:nd" ~l the back of the book for th is chapter' s Case Study Assignmcn L.

Endnotes

I · Protik," Fluor, 2013 . h11p ://w ww .nuor.com/abou t_fluorlcorpo rJ1,·_1n form .uion/Pagcs/profile.asp, .

: Jl:,1J l S.1k1pck, J. J., "A Comp:iny Heritage of Talent Development." T+D.

Octol\:rl2.2012.hl1p://www.astd .org/Publicatiorun.fag:u.inc.ifll)J TD·Ar, hivc/2012/ l<YBEST-Auor-Corporntion.

4 "Fl uurC'orp .," f'M Ntlwork. 21, 2007: 18. 5 ll0)k. ~1 . "Wh y Costco Is So Addictive." Forrn 11t, October 25 ,

~1Kl6. h11pl/moncy .cnn.com/rnagazines/for1unc/fonunc_archivcJ :(JJ(,t ](VJ0/839 1725/indcx.htm ?postrn-s ioo=2(()61025 15. Fulnll·r. R. M., "Choose Tomorrow' s Leaders Today," Gra:}ado lho"11rss Repo,1, Winter 2002, hllp .ll£br.pcppcrdine .edw'0211 <11_., ~" 10 nh1ml ll crl:nnn. C .. " Buil d a Talt-nt Stm1e gy to Achieve Your Desired llu,1nc , , Re~ul!s, " lfmulbook of Bw w ,m S1roug1 •, 5, I (200-I) 1.1 3- !40

8. Bcrhet, T. P .. and Walk.er, L. W .. "Aligning Staffing with Bu ~in~ Sttategy." lfwmm RtJ011rrt Plannillg, 16 ( 1993): 1- 16.

9. Harri s. P., "C:i.sc Study: Web- Based Development Ddivc~ fo r Fed.E x." U'aming Circuiu, Scptt-mbt'r 2004. ht1p ://www .as1d org/LC/2004/0904_harris.htm.

10. "Creatin g Lcadmhip Capabili ties for Success within ll Rapid ly Evolvi ng Industry," Pt rso,mtl Dt dsions fo 1tma1ional. 2003. htLp :l/www. personne ld et-isions.co m/up loadcd Fil es/Case_ S1udies/PDFs/lcadt-rship_in_c,·ohi ng_ind ustry .e nus.pd f.

11. Bechel and Wa lker, "Aligni ng Staffing with Business Strateg y." 12. Wells. S. J.. "Who' s No17' HR MagQ:..int, November 2003: 45-50. 13. Bechel and Walker. "A ligning Staffing wi th Business Strategy." 14. Inter-Agency lknt-hmrukiog 3Jld Best Practices Council.&n-ing

1/it Amtrirw1 Public: BtJt l'roctict s in D011·nsbng, Septembe r 1997, hnp://govinfo.libn1ry .unt.edulnprn1 brllr) /paperslbcnchmrk/ downsiLC.h lml#4.

302 Ch:iptcrl0 • ;\~1nglntcrn;i.lCand1dall'S

15 fa.--OOS.. R.. Hofm:um. D. A.. snd Kmk11. O .• ""Pcrfonnaocc ml Scruonl).- llwrta11Puf~. 3.2(1990): 107-121 . Quinone.<,. \1. A_. Fmf. J K . :afki Ta:hoot. M $. '"111(, Rclallonsh1p bd\.= woo. fa['.'flCOC,.- and Job Pcrfomunce. A Coll\.'Cp{Ual W MCU•An:l.l) UC Re\1N.- Ptrwtv1tl P:nrhology, JS.J ( l995) SSi-910.

16. Prof=, B.ll'b.Ln Rau. - um\crs1ty of \\'1scon)in-Oi.hko~h. i'tn(JnJ.I Commumc:auon.- 2010

17. M'\lnun.E..""lmprunnglhc lntcmJ.I Ro..--rumngPruces.s.AStrJLegic Opp..--.,,wut~ for HR. - E!Lrtro,uc Rrrnuwrg &.hangt, M:in:h 29. :OOS. ..,,..,....., ere.ncv:inic!NJbt66895i098197-lCD-'9F570CC50 69:DAJl .3:Sp.

IS. In Kesler. G. C . ""Wh y the Leadership Bench Ne1cr Gets 0ttper Ten ln~1ghts About &ecut1\'e Ta!cnt De,elopment." HR Pkwiing S«itf)' Jmmwl. 25 . I (;002): 32...JJ.

19 -2001 Tr.11rungTop 125.- TrrumngMaga:,nt. March2007, w"''"'' lnlitlngmag.comlmanag-es=rli mages/pdf!J2007Top 125.pdf

!O. E.qll.ll Emplo)·mcnt Oppununny Comm1~swn. ""Uruform Emp10,ecSclec1JooGuidchncs ln1erpre1ationandCl11nficat10n (Qu.csuons and An~"lTI)," "ww un1fonngu1dchne.s corn/ques uon.andans ... cn.html.

~I &burn• T~lGCo, lnc. 9JCi~ 20l5(CLBJ 22.. Abdallah 1 . Coro-Cola. 133 F.Supp 2d 136-l (>I D Ga. 2001).

No. l-98-CV-3679 23 Feary. S. A .. - Jrrepl:.teeablc You.- \Vorkforrt Mu,wgt'mt'nl,

August 2003: 36-IO ~J f'tnooncl Dcas1ons lntcm:llion~J. -Ahgning Tllc:nt "1th

Changing Business 1\c:c:ds." www pcrs.onneldecisrnns com/ rcsults/c:15CS1.udydetailgenc:nc.asp"id:24.

25. Kim. S.. -1..ml..mg Employ('( A5~5mc:nt:s 10 Suc~.s51on F'Llnrung.- Public Pr~o,inrl Managtm rnt. 32. J (Winter 2003 ) 533---5-18.

16. Ml'(".alTmy. J . .. A lluman ln,c:mory."" CFO Muga:.i11t. ,\pnl I. 2005_..,...,.....,.,,fo.com'artidc:.c:fmf.l~c_Jgo551z•r:singlcpagc:.

!7. Treasury BoanJ of CanJW SocretanaL En1ployu 5{11/J f,wrmontJ for 1he Frduaf P11bl,c Stn·,rr. I 99-1. w"w.lb~•Kt. gc.c:i/pub!.__pol/hrpubs/IB_85A/d"nldfin,em _ertf

18. M:ml.ins. M .. Bmi A • and Root. J . -Making SLlr Teams Out of Siar Pla)C:rs.- Hon·ard 811Jtnt'SJ Rt11tw. 91. I (ianUll}'- Fc:bruary 2013 ): 7J-78.

29 He:i!y. C. C . and Welch.en. A. J . "Mentonng RelaJion~ · A Dc:firuu on to Advance RC'5C.arch and Pr.icucc:." &iurarional RrShlrchtr. 19. 9(1990): 17.

30 ~Tr.11mngTopl2S.-Trc11nmgMoga:mr 31 Beman.l.Jn. II. J . and Bc:auy. R. W . Prrfomronct Appra1Je1/

AluJStn& H"""1118thtmorat Worl.:. Boston. MA Ken1. 198J 32. Bonnan. W. C.. 1k Rating of lnd1v1duals in Organi1a11ons

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35. Yammanno. F . and ,\1w atc r. L . "Un1.kr.,lallding Sdf- Pc:rcc:pt1on Aocu rJcy· Im plications for Human Re5ourcc: \larugc:rnent."" llwnanRtJourcrManagemmt,32.2(1993) 231- 2J7 . Joh n.0 P . and Robms. R W .... AC('llr.lC) and Bi as in Self- Perception lndi1·1 dual Difference~ 1n Sclf-Enha.ncc:mmt and the Role of

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36. "2007 Trnm1ng Top 125."' Tramu,g Maga:m" S3() 37 Reilly. R. R .• and Chao. G. T ... Validity and p

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39 ;~~fo):d s:::•0/:~~,t:t-FaimCl,s of Some Al!cnuinc 40. ~:~~~;~:~~~~~;:i~:.~nnc:I Manage ment, •3@ Dt~

JI ~::;~:: H ~~ 0 ;~~:~rr;n~sp~; 2:~1:~~'.nt's Succession-~

42. "'Te.sting Becomes Key Element of Customs' Hiring and~ Promotion PrOCCll5C:s," U.S. Cus1onu Today, No,cmbcr :;;,1 www .cbp.go\/cu~today/nol'2()(X)/1cM5 him. ·

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50 Natmna! Academy of Public Administration, Parll.t IO Uadtt'lh111: fatcu/1,t SucctJJion l'lan11i,,g In tM Ftduol Go1rnmre111, \\'a~hington. DC: Nationa l Academy of P'llblk Adm1nim-;nion. 1997.

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51 ( ]Jri. . H . "'To Tell or 1"01 to Tell ," Forbn. October 18. 2006. 11 w" tor bcs com/2006/ I0/18/lc:ade r~hi p-hcalth -cancc:r-!c:ad- m.lll J!'.C·l'.X_hc_lOl8~uccernon html

-~ (ll:irun, Droner . .ind Nod. Thr l.ta1lnJ/up }'11¥itllt' ;; 1t, 1J . lb7. ;.i F--,:nq. "lrrcpla,e:ib!c: You: 61 Fulmer. "Ch~c: Tomorrows leJ<kr.; Today .. [,! [t,,J n3 lt>1J 6,J Congcr. J A .and Fulmer. R. M . "'De1·eloping Yoor Lcadi:rship

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No Sm11 h. A . ""Succe~ion Planning Helps Fuel CEO Tumo,·cr," f1tl(Jll fta/ T1mn. April 15. 2013. hnp:/l1>·ww.1'1...corn/cms/s.U.I a8,i(X,;.•cc-a5b8-11c:2 -9b77-00 14Jfc:abdc0.hlmlt.uu.22.cflls00

t,ri Klcmknc:.:ht. M. K .. and llefferin, E A. "'Assisting Nu~s tl,11 ,ml l'rofcs~ionll GrO\\th : A Career D<:,clopmc:nl Model." Jo1m1,./ of N11r1mg Adm111i11rrmon. 12. 4 ( 1982 ): 30--36.

7ll Pore. B . \l'orkforrr Mwwgrmr111: I/OM' Today's Companirs ,lrr ,\frt'lmg /Jm mtSJ and Employ,r Nttds. ll o!Tk!"ood. IL Uu smess Onc lNin.199).

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75. BJ.SCdon'"\'lha!ShoulJ 1ConsidcrinCrca.tingMyle.11T1mgand ()c:,.·elopmenl Plan7' Go1·tnu'1('11/ cf ,1/bt'rta. Scpt~mbcr_ 7, 200.l. "wwp:aogo\•. abC'nl!oolkil/planj!uidc1"-hllt-shou ld •l<Ons11krhl~

i6 US Coo.\! Guan.I. "Can-er Dc:,clopmcnt Planning ." A S11prmsor .1 Gwdl' 10 Cwttr Dtwlopmmt and Cow1.1t'/m g for Ctullan F.mp/oytrJ. w" w .u~g.m1llbqlcgpclcpnVhomc/sgkh 7.htm

77 Brutu ~. S . Rud("nnan . M. N .• Oh!ott. P J .• and McCaulcy.C. D • "' O.:\'elopmg from Job fapc:ricncc:s The Role of Organization- Uased Self~~t<:c:m." Jf r,m,m Rrso1,rct Dt 1•t'iopmrnt Quartrrl) I l.4 (200 1): 367-380

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86. GE Capital. '"Succenion or Fail ure . Why Suc.e~si on Pl anning is Kc)' 10 Long-Tenn Su.cc("~~." 2012. hllp .//www .gcca pitaJ .,a/ GECA Doc umc:nt /Succcss ion',l,20o r%20 Failurc:- %20 Why'1i05uccc:nion%20plann ing% 201 s%20kc:y %20to %20 long-1crm%205uccc:ss pdf. llcidcn. S .• "'Managing Succession Plans Jnd Carc("r Pa1hs ," Clurf l.rammg Officer. May 2007. hn p· 1/www .clomedia.com/f c:aturc 5/2 007 / A pri II I 7 80/i ndc x. php; Knudson. L .• "Gc:nc:ra11ng Lc:adns GE Style."' /JR ,\lanagrmrm. 2007. ww ... ·.hnnrcpon.com/p~ti s~ue/art iclc . asp?art:269 I 58&i s~ue:= 186. Leonard . IL .. Turn over nl lhe Top."" HR ,\laga:mr. May 2001. h11p://findaniclcs_comlp/ articleslmi_m3-19 S/is_5_461ai_7J829356/pg__l