素材4-高管继任工作手册指南.pdf

The Executive Succession Workbook-Guide 高管继任学习手册-指南 The Business Value of Talent Management 人才管理的商业价值人才管理的商业价值 Why is talent and succession management so important when there are so many business priorities in our organization?One of the most important things you can do as a business leader is to leverage the strengths and the performance of the people in your organization to its highest degree.If you think about it,if you are able to identify,retain and develop top talent,and provide an environment that fosters engagement and productivity,EVERYTHING else you are striving to achieve for your organization will naturally follow.既然组织已经有这么多的业务重点，那为什么人才与继任管理还如此重要呢？作为一名领导者，你的一项要务就是，将所在组织的人才优势和绩效发挥到极致。想想看想想看，如果如果能够识别、保留和发展顶尖能够识别、保留和发展顶尖人才人才，并提供并提供可提高可提高敬业度敬业度和和效率效率的的环境，那么环境，那么，你你一直一直努力努力为组织实现的为组织实现的一切自然一切自然都会都会接踵而至接踵而至。The purpose of this Executive Succession Planning Interview Guide is to provide the tools to identify and develop our future leaders and successors.This is important to continue todays success and to fulfill our mission and provide high quality care to our customers.本高管继任高管继任规划规划访谈访谈向导向导的目的就在于，提供识别和发展未来领导者和继任人选的工具。继续今天的成功、完成使命并提供优质的客户服务十分重要。Talent and succession management is a win for the company and a win for employeesit will help us prepare for the future of our business while also serving to enhance the careers of our employees.人才与继任管理既有利于企业也有利于员工它有助于我们为企业的未来做好准备，同时也有利于促进员工的职业发展。In todays world,our talent is a key differentiator between our organization and our competitors.Our talent is responsible for the advancement of medical care.Our talent serves our customers and their families,and our talent manages the important daily administration of our organization every day.在当今世界，人才是区分我们组织与竞争对手的关键因素。我们的人才对医疗护理的提升负责。我们的人才为客户及其家庭服务，并且对组织的重要日常行政事务进行管理。To maintain and enhance our results for our customers,our employees and our stakeholders,we must continuously retain and develop our top talent to lead the way.要维持并加强为客户、员工与股东带来的成果，我们必须不断地保留和发展现有的顶尖人才，从而为我们领航。(Executive Name Here)(Executive Title Here)(此处为此处为高管高管姓名姓名)(此处为此处为高管高管头衔头衔)1 What is Succession Management?什么是继任管理？什么是继任管理？The business practice of succession management is designed to:继任管理的业务实践旨在：Analyze our talent data,which includes a review of our leadership strengths,gaps,talent retention risks and future leadership needs 分析人才数据，包括盘点我们的领导力优势、差距、人才保留风险和未来领导力需求 Develop and execute action plans to prepare talent for future roles that will increase in complexity and scope 制定并执行行动计划，为复杂性与范围都有所增加的未来角色做好人才准备 Identify successors to prepare for growing leadership needs and to proactively plan for our future leadership positions 识别继任人选，为不断增加的领导力需求做好准备，并且主动为未来领导职位进行规划 We analyze and budget our financial resources carefully throughout the year.We monitor our facilities,security systems and our technical systems daily.我们全年都对财政资源进行细致地分析和预算。我们每天都对设备、安全系统与技术系统进行监控。In this same way,successful organizations also analyze,review,discuss and plan for talent and leadership needs to meet current business needs and to plan for the future.同样，成功组织还分析、盘点、讨论并规划人才与领导力需求，以此满足当前的业务需求并为未来做好规划。Succession management is a risk management business process which includes discussing,planning and acting on talent and leadership needs for ongoing employee and business success.继任管理是一种风险管理业务流程，继任管理是一种风险管理业务流程，涉及涉及讨论、规划人才与领导力讨论、规划人才与领导力需求需求并并据此行动据此行动以求以求员工和企业员工和企业的持续成功。的持续成功。2 Reviewing Past Performance and Predicting Future Needs 盘点过去绩效并预测未来需求盘点过去绩效并预测未来需求 All successful organizations continuously review past performance and identify strategies and resources needed for the future.In the“world of finance”every organization consistently and regularly reviews past financial performance.所有成功的组织都会不断地盘点过去的绩效并明确未来所需的策略和资源。在当今的“金融世界”中，一切组织都会持续并定期地盘点过去的财务表现。And every organization predicts future financial resource needs through the budgeting process.The same should be true for reviewing past talent performance and future talent needs.另外，一切组织都会通过预算流程预测未来的财政资源需求。这对于盘点过去人才绩效和未来人才需求同样适用。To demonstrate this,the chart below compares financial and people processeshow we look at our past performance and how we predict future resource needs:为为证明上述观点证明上述观点，下图将财务和人员流程进行了对比下图将财务和人员流程进行了对比如何看待过去的绩效以及如何预测未来如何看待过去的绩效以及如何预测未来的资源需求的资源需求：Processes and Tools:Reviewing Past Performance 流程与工具：流程与工具：评估评估过去绩效过去绩效 Processes and Tools:Predicting Future Resources 流程与工具：流程与工具：预测未来资源预测未来资源 Financial Resources 财政资源财政资源 Annual Report 年报年报 Profit and Loss Reports 损益报告损益报告 Balance Sheets 资产负债表资产负债表 Profit Margin Calculations 利润率计算利润率计算 Budgeting Processes 预算流程预算流程 Sales Projections 销售预测销售预测 Inventory/Raw Material Purchases 库存库存/原料采购原料采购 Talent Resources 人才资源人才资源 Performance Appraisals 绩效评估绩效评估 Employee Recognition 员工员工认同认同 Mid-Year Review Discussions 年中年中盘点盘点讨论讨论 Talent Assessments 人才测评人才测评 Succession Planning 继任继任规划规划 Talent Review Meetings 人才盘点会议人才盘点会议 High Potential Identification 高潜人才识别高潜人才识别 3 The Steps in the Succession Planning Process 继任继任规划规划流程的步骤流程的步骤 We can follow these steps to develop our talent and succession strategy,and to align our future talent needs with our business goals:我们可以按照以下步骤制定人才与继任战略，并根据业务目标来校准人才需求：Step One:Review our Talent Philosophy and Culture 步骤一：评估人才理念步骤一：评估人才理念与与文化文化 What is the culture and perspective we have about the talent in our organization?How will we reward employees who take on challenging career assignments?How will we reward managers who successfully identify and develop successors in our organization?组织的人才文化如何，我们持有何种人才观点？我们要如何奖励接受挑战性职业任务的员工？我们要如何奖励组织中成功识别并发展继任人选的管理者？Step Two:Identify Business Needs and Successor Career Interests 步骤二：步骤二：明确明确业务需求和业务需求和继任人选继任人选的的职业兴趣职业兴趣 Where will we experience business growth in the organization?Where do we have leadership vacancy risks,due to retirement eligibility,newly created positions,employee turnover,etc?Which positions are most difficult to fill when a vacancy occurs?What talent will we need to lead our business goals?How will our changing business needs affect our talent needs in the organization?What succession data is required by our Board of Directors,by our shareholders,and/or by our clients?组织的哪些方面会带来业务增长？退休资格、新建职位、员工流失等因素会带来哪些领导力空置风险？出现空缺时，哪些职位最难填补？我们需要何种人才来实现业务目标？不断变化的业务需求将对组织的人才需求产生何种影响？董事会、股东和/或客户需要哪些继任数据？Step Three:Consider Leadership Competencies 步骤三：考虑步骤三：考虑领导能力领导能力 Which leadership competencies are most important in our organization to achieve our current business goals,and to be more prepared for the future?Which successor candidates demonstrate these competencies?What position competencies are needed by each successor candidate for a successful transition into a new role?就实现当前的业务目标并为未来做更多准备而言，组织中的哪些领导能力最为重要？哪些继任候选人展现了这些能力？要成功进行新角色转变，继任候选人皆需具备哪些职位能力？Step Four:Consider Positional Competencies and Create a Succession Plan 步骤四：考虑步骤四：考虑职位职位能力能力并制定并制定继任计划继任计划 Who are potential successors in the organization for replacement as positions vacancies occur?How can we more effectively retain our top talent?What do we need to do to develop future leadership talent,and to address leadership skill gaps and risks?How can we better leverage our 4 leadership strengths?出现职位空缺时，组织中何人可作为继任候选人加以替补？如何更加有效地保留我们的顶尖人才？要发展未来领导人才并解决领导技能差距和风险，我们需要做什么？如何更好地利用我们的领导力优势？Step Five:Follow Through 步骤五：贯彻步骤五：贯彻执行执行 What specific development actions do we need to execute now and in the coming years to prepare successors for their next role?How can we follow through to better prepare our next generation of leadership talent?What projects,job assignments and on-the-job development actions need to occur to broaden the mindset and skillset of our successor candidates?要让继任人选为其下一个角色做好准备，目前以及未来几年内我们需要执行哪些具体的发展行动？要更好地准备下届领导人才，我们可如何贯彻执行？要拓展继任候选人的思维与技能组合，需要进行哪些项目、工作任务与在职发展行动？5 Step One:Review Our Talent Philosophy and Culture 步骤一：盘点步骤一：盘点人才理念人才理念与与文化文化 Every organization has a“Talent Philosophy”that drives the way that leaders hire,reward,coach,develop and communicate to employees.每个组织都有一种“人才理念”驱动领导者雇用、奖赏、辅导、发展与沟通员工的方式。Many times,an organizations Talent Philosophy is made up of many“unwritten rules”that have developed on their own over time.These“unwritten rules”are part of the organizations culture.很多时候，组织的人才理念人才理念是由许多久而久之自发形成的“不成文规定”组成。这些“不成文规定”是组织文化的一部分。However,the most effective organizations take the time to discuss and plan their Talent Philosophy to ensure it aligns with the desired culture and business expectations of the organization,rather than allowing an unplanned culture to develop on its own.但是但是，最有效的组织会花时间讨论，最有效的组织会花时间讨论并并规划规划其其人才理念人才理念，确保，确保其符合其符合组织组织的理想的理想文化与文化与业务业务期望期望，而，而非对非对文化文化不加规划不加规划，放任自流放任自流。The answers to these Talent Philosophy questions should also align with the organizations compensation structure,leadership competencies,employee recruiting policies(for both internal and external job candidates),etc.The answers to these questions also provide a good foundation for an effective talent management and succession planning strategy.这些人才理念问题的答案还应符合组织的薪酬结构、领导能力、员工招聘政策（同时针对岗位的内部与外部候选人）等。这些问题的答案也为有效的人才管理和继任规划策略奠定了良好的基础。Examples of these types of Talent Philosophy questions are shown on the following page for review and discussion.下页所示的人才理念类型问题范例可供参考和讨论。6 Talent Philosophy Discussion Topics 人才理念人才理念讨论讨论主题主题 Philosophy Question 哲学问题哲学问题 Discussion Notes 讨论讨论笔记笔记 1.Who“owns”the talent in the organization?How will we handle a situation in which a successor candidate is needed in more than one position in the organization?组织中组织中何人何人“负责负责”人才人才？遇到遇到一一名名继任继任候选人候选人为为组织中组织中多多个个职位职位所需所需的的情况时，我们如情况时，我们如何处理何处理？2.Even if a successor has been identified for a position that becomes vacant,should we still post the job internally?即使即使空缺空缺职位已职位已有有确定确定的的继任人选继任人选，也也仍然仍然对内公布职位空缺对内公布职位空缺吗？吗？3.Should successors and high potentials have priority over other employees for open positions?空缺职位空缺职位应应优先考虑优先考虑继任人选继任人选和高潜人才吗？和高潜人才吗？4.Who is responsible and accountable for developing successor candidates for their next potential position in the organization?何人何人负责负责为为继任人选可能继任人选可能担任的下一个担任的下一个职位对其进行职位对其进行发展？发展？5.Should we require employees to stay in a position at least one year before moving into a new role in the company?员工员工调调任任企业企业的新角色之前，应要求的新角色之前，应要求其其在在上一上一职位职位工作工作至少至少满满一年吗？一年吗？6.Should successor candidates have at least one year tenure with the organization before being considered for succession planning?7 继任继任候选人候选人应应入职入职至少至少满一年满一年才能被纳入才能被纳入继任继任规划规划吗吗？7.Should we have some positions that are designated“developmental roles”for high potentials and/or successors to move into for competency growth?应该应该指定指定一些一些“发展性发展性角色角色”的的职位供职位供高潜人才和高潜人才和/或或继任人选继任人选担任担任，从而，从而获得获得能力增长能力增长吗吗？8.Should we identify key experts in the organization and have a retention program for them?Is it important for our organization to have a technical career path that enables employees to advance without being a manager?应该识别组织中的关键专家并为应该识别组织中的关键专家并为其其准备保留项目吗？对准备保留项目吗？对组织组织而言而言，提供提供不必成为管理者不必成为管理者就能得到提升的就能得到提升的技术职业路径技术职业路径重要吗？重要吗？9.When a manager is unsuccessful as a leader of others but is successful and needed as an individual contributor,will we commit to moving him/her into an individual contributor role?若若管理者管理者并非并非优秀的领导者，优秀的领导者，但却是但却是成功而必要的成功而必要的个人贡献者个人贡献者，那么那么，我们，我们要致力于要致力于其其个人贡献者个人贡献者角色角色的的发展发展吗？吗？10.Should all leaders in our organization create a succession plan?组织中组织中的所有的所有领导者都要制定领导者都要制定继任计划吗？继任计划吗？11.In what way(s)will our talent and succession strategy encourage cross-functional career movement to broaden the mindset and skillset of our top talent?我们的我们的人才与继任人才与继任策略策略鼓励跨部门的职业调动以鼓励跨部门的职业调动以拓展拓展顶尖人才顶尖人才的思维与技能组合的思维与技能组合，这这表现在哪些方面表现在哪些方面？12.What resources and funds will be available to managers to help them to develop their successor candidates?8 管理者可获得哪些资源和资金管理者可获得哪些资源和资金支持来支持来发展发展其其继任继任候选人候选人？9 Step Two:Identify Business Needs and Leadership Needs 步骤二：明确步骤二：明确业务需求业务需求与与领导力需求领导力需求 To ensure our talent and succession strategy is aligned with our business goals,the next step is to review our vision and our business goals,and then to review the talent implications of each goal.An example of this type of planning is shown below.为确保人才与领导力战略与业务需求相符，下一个步骤就是盘点我们的愿景与业务目标，然后鉴定各目标的人才内涵。以下是这种规划的范例。Talent implications aligned with business goals may include headcount changes,the identification of critical roles,job assignments,training needs,promotional needs or lateral movement needs,coaching needs,organizational changes,relocations,etc.符合业务目标的人才内涵可包括人员编制变化、关键角色识别、工作任务、培训需求、晋升需求或者平级调动需求、教练需求、组织变革、调职等等。Business Goal 业务目标业务目标 Talent Implications 人才内涵人才内涵 Example:Talent Implications of Business Goals 范例范例：业务目标业务目标的人才内涵的人才内涵 10 Business Goal 业务目标业务目标 HR Implications Sample Descriptions HR内涵内涵样例描述样例描述 Increase customer satisfaction ratings by 20%客户满意客户满意度度提提高高20%Executives communicate the goal in employee meetings at all locations in the 2nd quarter of 2012 2012年的第二季度，高管于各地的员工会议上传达该目标 Move an internal high potential employee into a Patient Satisfaction position to identify action plans,to plan and track metrics,to implement the project,etc.将一名内部高潜员工调至患者满意度职位，确定行动计划、规划并追踪指标以及执行项目等等 Roll out the planned Excellence in Customer Care training program to all employees by the end of 2012 截至2012年底，对所有员工开展优秀客户服务优秀客户服务培训项目计划 Change our hiring profile,our job descriptions and our interviewing template to include more focus on customer skills and behaviors 改变招聘简介、工作描述和面试模板，更加关注客户技能和行为 Update our compensation strategy to ensure that excellence in customer care is recognized and rewarded 更新薪酬策略，确保优秀的客户服务获得认可和奖励 11 Identify Leadership and Succession Planning Needs 明确领导力明确领导力与与继任继任规划规划需求需求 Another important Succession Planning strategic planning process for leaders is to take a look at the current and future leadership position needs that are expected,to proactively look at leadership staffing needs.To determine future leadership talent needs,consider:领导者的另一个重要的继任规划战略规划流程就是，留意当前和未来预期的领导职位需求、积极关注领导力安置需求。要确定未来的领导人才需求，需考虑：New Goals 新目标新目标 Do I need new leaders to achieve new goals?我需要新领导者来实现新目标吗？Do I need to expand the roles of current leaders?我需要拓展当前领导者的角色吗？Do my current leaders have the skill sets and attributes needed to achieve our current and future goals?当前领导者具备实现当前和未来目标所需的技能组合和特征吗？Growth 成长成长 What is the ratio of leaders to employees-is this ratio appropriate?领导者对员工的比例是多少这个比例合理吗？Do I need more(or fewer)leaders in the coming year(s)to lead our employees?在新的一（几）年里，是否需要增加（或减少）领导者数量？Are we opening sites or stores in new locations which will require new leaders?我们要在新的地点设立需新的领导者的站点或门店吗？Vacancies 空缺空缺 Do I have leaders who have expressed retirement plans and/or will be eligible to retire?是否有表达过退休计划或符合退休条件的领导者？Do I have leaders with a high vacancy risk of leaving my group or the organization who may need to be replaced?是否有离开团队或组织的高空置风险领导者有待替补？Do I currently have open leadership positions to be filled?目前是否有空缺的领导职位需要填补？12 Review of Organizational Leadership Position Needs 盘点组织的盘点组织的领导职位领导职位需求需求 Instructions:Consider the leadership positions that report to you.Identify any positions that are currently open,and those with a high probability of opening in the next 12 months in your business unit.Discuss the position data,status,and potential candidates