Association of Manufacturing Excellence
Champions Meeting
Building Bench Strength and Succession Planning
September 15, 2005
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Organizational Scheme
GM
1S
OM
OM
SS
SS
SS
1S
1S
GT
MU
NE
OM
GT
GM: General Manager
OM: Operations Manager
SS: Shift Supervisor
1S: 1st Line Supervisor
MU: Make Up Supervisor
GT: Go To Employee
NE: New Employee
NE
Vertical Dyad Linkage
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Business of People
The Mission:
Provide right LEADERS in the right
numbers, in the right skills at the
right time to support the business.
The Goal:
Agile, competent LEADERS capable
to move at the speed of business.
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Aligning Capacity with
Operational Requirements
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Are you forecasting our Leader
Requirements
as you forecast your business?
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Production needs drive Leader requirements…
Production “Queues” the system…
How far out are you looking?
What skills will you require? Current or New
Lead Time from requirement to competency?
Who is responsible for managing it?
What models do you use?
Is it linked with your Business Operations plans and
requirements?
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Leadership Structure
Corp
PLANT
MANAGERS
~4
PRODUCTION MANAGERS ~12
SHIFT MANAGER
~36
1st LINE SUPERVISORS
LEADS or “GO TO” MECHANICS (HOURLY)
HOURLY EMPLOYEES
~108
~300
~2500
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Bench Strength is Working the Blue Lines
Operations Manager
Current Shift Supervisor – Future Operations Manager
Current Shift Supervisor – Current Job
Current 1st Line Supervisor – Future Shift Supervisor
Current 1st Line Supervisor – Current Job
Current “Go To” Operator – Future 1st Line Supervisor
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The Growth Challenge
Expected Low
October 2005
– Managers: 10
– Foreman: 45
Managers: +6
Foreman: +65
Expected High
October 2006
– Managers: 16
– Foreman: 110
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The Right Sizing Challenge
Expected High
October 2005
– Managers: 6
– Foreman: 18
Expected Low
October 2006
Managers: -2
Foreman: -8
– Managers: 4
– Foreman: 10
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Leadership Pipelines
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Transfers from within the Company
Direct Hires
Current Make-Up Leaders
High Performance Candidates who apply
Candidates from the Succession Plan
Key Questions:
What is the Volume of each Pipeline?
What is the Lead Time of each Pipeline?
What is the organizational Cause and Effect?
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Developmental Phases
1. Do the right things
2. Do the right things right
3. Do the right things better, faster and more
effectively
4. Innovation and Continuous Improvement
Are we doing the right things?
It is the Organizations Choice on when to place the
1st Work Day…
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Each Pipeline has a different mean Lead Time
Considerations:
• Expected Competency Level on 1st Day
• Distribution of Labor within organization
• Expected assignment of new employees
• Work Area Complexity
• Availability of High Performers as resources during
“On-Boarding” period
• Match-Up with Manager
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Working the Sums
• Ramp Up Schedule by Area
– Future State Requirement (Available)
• Baseline Current Leaders
– Current State (Available)
• Pipeline Volume
– How many in each pipeline? (Available)
• Define Expected Competency Level at First Day
– Time and Resources Required Pre-Assignment
• Define On-Boarding Plan
– Focus in reduce “Time to Competency”
Result: Plan of Action and Milestones with Individual
Leader Plans by Name, Date of Assignment, and
Resources Required
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Succession Planning
Overview
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Succession Planning
• Purpose: To ensure replacements for key
(RISK) job incumbents in executive,
management, technical, and professionals
positions in the organization.
• Common Features:
– Executive Education and Training
– Developmental Assignments based upon a Task
Map/Career Path
– Mentoring/Coaching
– Direct Senior Leadership Involvement
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Succession Planning
Desired Results:
– Identify high-potential employees capable of rapid
advancement
– Ensure systemic and long-term development to
replace key (RISK) job incumbents
– Provide a continuous flow of talented people
– Meet the organization’s need to exercise social
responsibility
#1 Desired Result: Motivate your highperformance and high-potential employees to
long-term commitment to your company
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Succession Planning
• Facts: Among the Top 20 Leadership
Oriented Companies;
– 85% hold their leaders accountable for the
development of direct reports vs. 46% of all
companies.
– 98% have succession plans in place vs. 60% of all
companies.
– 85% hired the CEO from within vs. 68% of all
companies.
– 53% earmark incentive pay towards leader
development goals.
Source: Hewitt Associates Study of Top 20 Leadership Oriented Companies
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Performance Reviews
13% of Employees find the Performance Appraisal
Process Useful
94% of CEOs Agree with Employees
88% of Employees; Performance Review had a
negative impact on their future performance
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An Interview with
John Stewart
Managing Director of National Distribution
Citibank
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Potential Interview Questions
Why is Succession Planning important to your business?
Are Succession Plans important? or just a waste of energy because the
decisions are made when the time comes...
Do your subordinates have input to whether or not they are in the
Succession Plan? should they?
Do you know your top performers and are do you "personally" manage
their careers?
Do you have a Career Map in your organization? Is it meaningful or just
a piece of paper...
What does building Bench Strength mean to you?
How much churn do you have in your leader/management
ranks? #s/year Do you analyze the Attrition?
Does your HR staff support your needs when it comes to picking
leaders?
Do you require your direct reports to have succession plans and manage
bench strength?
Tell us the story of the “best leader” you have hired or developed in the
last year? What made them so good? How did you know?
When was the last time YOU had a discussion about your future with
your boss? How did it go? What was it like?
Does your Performance Review System support development of bench
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strength and feed your development plans?
Thanks!!!
Joe Barto
Training Modernization Group
757-218-8444
Jbarto@tmgva.com
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Human Capital Management Program
Features
1.
2.
3.
4.
5.
6.
7.
Matching Candidates Expectations with Work Realities
Matching the Person to the Job
Providing Coaching and Feedback
Providing Career Advancement and Growth
Opportunities
Making Leaders Feel Valued and Recognized
Reducing Stress from Work/Life Imbalance and
Overwork
Inspiring Trust and Confidence in Senior Leaders
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