STRATEGIC

SUCCESSION
PLANNING

TALENT MANAGEMENT AND

GAINING A COMPETITIVE
ADVANTAGE
 THE SPINA NETWORK
ANNAPOLIS, MARYLAND USA

† PRESENTED BY James D. Spina, Ph.D

and Lori J. Spina B.S.E.
HELPING BUSINESSES SUCCEED SINCE 1977

CONSULTSPINA@AOL.COM

1 © 2009
2. James D. Spina, Ph.D.
3 Lori Hemschemeyer-Spina, B.S.E.
 PRESENTATION
OBJECTIVES
BY THE END OF THIS SESSION YOU WILL HAVE:

† ASSESSED YOUR CURRENT

SUCCESSION PLANNING SYSTEM
† EVALUATED A STRATEGIC
APPROACH TO SUCCESSION
PLANNING
† DECIDED IF CHANGES ARE NEEDED
IN YOUR CURRENT SYSTEM

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 ASSESSMENT

KEY EXECUTIVE

† LET’S EXPLORE HOW AGE 60 YEARS

POWERFUL YOUR
CURRENT
SUCCESSION
PLANNING SYSTEM IS
FOR MAKING
STRATEGIC TALENT
MANAGEMENT “SUCCESSOR” X “SUCCESSOR” Y “SUCCESSOR” Z

DECISIONS READY NOW? READY NOW? READY NOW?

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 THE STRATEGIC
MANAGEMENT PROCESS
† MISSION

† OBJECTIVES

† EXTERNAL/INTERNAL ANALYSIS

† STRATEGIC DECISIONS

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 TALENT MANAGEMENT AND
INTERNAL ANALYSIS
† DETERMINE TALENT NEEDS

† RECRUIT/SELECT TALENT

† DEVELOP/REWARD TALENT

† RETAIN TALENT

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 FROM REPLACEMENT OF
TALENT TO PLANNED TALENT
SUCCESSION

†WHAT IS THE
DIFFERENCE?

†WHAT DOES IT TAKE ?

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 Replacement leaves little behind for the future

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Continuous planning Ensures talent

availability

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 SEVEN STEPS TO STRATEGIC
SUCCESSION PLANNING
† 1. IDENTIFY CRITICAL JOBS

† 2. IDENTIFY CRITICAL SUCCESS

FACTORS

† 3. IDENTIFY DESIRED BEHAVORS

FOR CRITICAL SUCCESS FACTORS

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 SEVEN STEPS …

† 4. REVISIT PERFORMANCE
APPRAISAL SYSTEMS FOR POSSIBLE
CHANGE USING CRITICAL SUCCESS
FACTORS

† 5. UPDATE CURRENT
ORGANZATION CHARTS WITH
SUCCESSION PLANNING
INFORMATION
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 SEVEN STEPS …

† 6. CREATE INDIVIDUAL
DEVELOPMENT PLANS FOR
INCUMBENT EXECUTIVES USING
CRITICAL SUCCESS FACTORS

† 7. TRAIN KEY PLAYERS IN THE USE

OF THE NEW STRATEGIC SYSTEM

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 DID WE ACHIEVE OUR OBJECTIVES
FOR TODAY? Assessment – Evaluation - Decision

† QUESTIONS ?

† TAKE-AWAY LEARNING POINTS

† FUTURE DIRECTIONS

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