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1. IDENTIFY
PURPOSE/GOALS/
OBJECTIVES

7. EVALUATE
2. DEFINE
SUCCESSION COMPETENCIES
PROGRAM

CHART 1:
6. BUILD 3. ASSESS EMPLOYEE MNSCU’S SUCCESSION
SUPPORT SYSTEM PERFORMANCE/
POTENTIAL PLANNING FRAMEWORK

ADAPTED FROM WILLIAM ROTHWELL (2010)

• Performance – success in current or past roles
based on demonstrated competencies and
5. ACCELERATE 4. IDENTIFY accomplishments. Elements used to assess
DEVELOPMENT CANDIDATES performance included a current performance
evaluation and a MnSCU leadership
competency assessment.
• Potential – likelihood of developing into a
succession planning pilot effort in 2011 was to strengthen successful leader with higher-level responsibilities.
the leadership pipeline by identifying high potential and A scorecard adapted from Harvard ManageMentor by
high performing senior leaders and accelerating their leadership expert Dan McCarthy was used to assess potential
development so that they could gain the necessary skills (McCarthy, 2009).
and experience to competitively apply for open presidential • Readiness – degree to which the individual can accelerate
positions. Specific goals for this presidential succession growth through gaining needed experiences for the role and
planning effort were to: the probable time-horizon to successfully compete for an
• Identify 15-20 candidates who had the potential to open presidential position. Te nomination form included
compete in a national search for MnSCU presidencies questions to help presidents to assess readiness.
within 1-3 years, STEP 4: IDENTIFY CANDIDATES
• Diversify (gender, race) the pool of internal candidates
applying for presidential positions, and Based on the results of the talent review, select candidates for a
succession planning efort.
• Maintain the percentage of internal hires at 50%.
From the beginning, we involved our current presidents in
STEP 2: DEFINE COMPETENCIES identifying potential presidents in their institutions and
Defne competencies for the targeted succession role(s). across our system. In their talent reviews, presidents agreed
on the individuals to nominate and send forward as potential
(Competencies are the knowledge, skills, abilities, and candidates for an accelerated development experience. Tey
personal characteristics that are essential for someone also agreed to serve as a presidential sponsor to any of their
to be successful in a role.)
employees who were admitted into the program. Presidents
We reviewed our MnSCU leadership competencies (MnSCU considered the three criteria of: 1) performance, 2) potential,
Human Resources, 2013) and worked with an outside and 3) readiness, in identifying candidates.
consultant to refne the behavioral anchors that described Presidents rated their potential candidates against our 11
the performance expectations for each competency at an MnSCU Leadership Competencies and completed a scorecard
executive level. Tose competencies, eleven (11) in total, were for assessing their candidates’ potential. Presidents then
then included in the assessment tools used by each president to forwarded their nominees to a selection committee comprised
assess employee performance. of one president from each region. In 2011, 32 nominations
STEP 3: ASSESS EMPLOYEE PERFORMANCE/POTENTIAL were received by the selection committee; 20 were advanced
into the year-long executive development program.
Assess employee performance through a number of data sources.
Tis is ofen referred to as a “talent review.” STEP 5: ACCELERATE DEVELOPMENT
Next, we developed a nomination form that included templates Work with a pool of candidates to create individual development
for assessing performance, potential, and readiness as plans that address any gaps they have in knowledge, skills, or
described below. experience for a targeted role.

LEADERSHIP Vol. 22.1 Spring/Summer 2016 27

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