Build over Buy: Accelerating Internal
Readiness to Close Succession Gaps
Jeremy Braidish
VP, OD&L and HR Strategy
Succession Depth – The Problem
Statement
Key Leadership Role
Ready for Position
Function
Position (Band)
Incumbent
Now
(Band)
Job Date
1 – 2 years (Band)
3 – 5 years (Band)
VP of Stuff
Doe, A.
01/10
External
Smith, J.*
Jones, C.
VP of Regional Stuff
Doe, B.
12/08
External
External
Smith, J.*
Robinson, D.
VP of Important Stuff
Doe, C.
3/09
External
External
Smith, J.*
Director of Secret Stuff
Doe, D
10/09
External
External
External
Maker of Stuffing
Doe, E
11/10
External
External
Thomas, P.
* = Diversity Talent
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Project Scope
Objective
• Ensure sufficient succession depth for the key leadership positions
Expected Outcomes
• Job profile for success in key leadership positions
• At least 2-3 “Ready Now” successors identified and validated for
the key positions or specific plans to source additional candidates
from outside
• Talent assessment conducted on each potential successor to
identify gaps
• Robust development plans in place for each potential successor to
increase readiness for leadership positions
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Building the Success Profile
Coordinated a cross functional interview slate to build the exemplar
profile. Slate included leaders from the following areas:
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Engineering/R&D
Business General Managers
Sales
Marketing
Human Resources
Integrated Supply Chain (Manufacturing)
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Interview Questions
1.
2.
3.
4.
5.
6.
7.
8.
What knowledge or skills do you think are critical for success in the roles?
What behaviors or leadership traits are critical for the success in the roles?
Think about yourself and/or a successful individual in the role. What makes
you/them successful?
What proven experiences are critical to have for this role to establish
credibility and drive results?
How do you and/or a successful leader interact with key stakeholders (e.g.,
communication, decision-making, influencing)?
How does a successful individual resolve conflict when it exists?
Are there any changes you see with this role that would change the profile for
the job in the future? What are they and how would the requirements
change?
From your perspective, what potential successors do we have in Honeywell
who have these qualifications? Do you have any thoughts on what they’d
need to develop to be successful in this role?
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General Observations
Leadership:
• All recognize gaps on succession plans
• Sponsorship by leadership viewed as critical
• Perception by some that more focus is needed across regions and on
managerial effectiveness skills
Gaps/Culture:
• Many experienced leaders have great depth in particular discipline but few
with broader GM capabilities.
• Some successors, although having potential to scale, may not be interested
in broader leadership role.
Succession Forecast:
• No clear successor for some key leadership positions as roles are defined
today; some potential successors have been identified but are 2-3 years out
from Ready Now.
• Must determine how to effectively retain potential successors
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Core Competency Gap Analysis
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Core Competencies Identified
1.
CUSTOMER FOCUS (9)
Recognizes that we need to think from the outside in in order to grow and that the customer is the cornerstone of our success.
Does a superb job for customers every day in quality, delivery, value, and technology;
2.
PEOPLE MANAGEMENT (19)
Effectively manages resources by attracting, developing, and retaining talent; engages the organization through approachable
and accessible style;
3.
TECHNICAL BREADTH (17)
Is capable and effective in technical skills. Remains aware of advances and current thinking in their field;
4.
ABILITY TO INFLUENCE KEY STAKEHOLDERS (17)
Effectively manages key stakeholders in and outside of the organization; develops and maintains solid relationships needed to
be successful;
5.
GLOBAL EXPERIENCE (16)
Views the business from all relevant perspectives and sees the world in terms of integrated value chains;
6.
BUSINESS ACUMEN (13)
Knows how the businesses work; is knowledgeable about current information affecting the businesses including the markets,
industry, and competition;
7.
OPERATIONAL EXCELLENCE (10)
Effectively manages the organization’s operations to meet customer commitments and operational objectives;
8.
ENTREPRENUERIAL STYLE (10)
Demonstrates creativity and ability to innovate; shows passion and commitment to growing the business;
9.
INTEGRATIVE THINKER (9)
Demonstrates ability to assimilate various and conflicting information or opinions into a well-considered decision;
(##) reflects no. of respondents referencing this dimension
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Candidate Profiles
Candidate A
Developmental Needs
Business Savvy
Entrepreneurial Style
Global Mindset
Candidate B
Overall Fit: 77.7%
Developmental Needs
Assertiveness
Strategic Orientation
Overall Fit: 71.9%
Action Plan
Coaching and 360 feedback to increase assertiveness
Training and participation in strategic task teams
Action Plan
Coaching and participation in SBU roadmaps
Brno assignment
Training and goal setting
Note: Overall Fit - % of possible ratings including all 9 competencies with double weighting for People Mgmt, Technical Breadth, Stakeholder Influence,
Global Experience, Customer Focus, Business Acumen
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Development Planning
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Assessment/Succession Analytics
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Q&A