高管继任计划结果董事会演示模板+Executive+Succession-Planning+Results+Board+Presentation+Template

Executive

Succession-Planning

ResultsBoard

Presentation

Template

ABoardPresentationsLibraryTemplate

©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.GartnerisaregisteredtrademarkofGartner,Inc.oritsaffiliates.Thispresentation,includingallsupportingmaterials,

isproprietarytoGartner,Inc.and/oritsaffiliatesandisforthesoleinternaluseoftheintendedrecipients.Becausethispresentationmaycontaininformationthatisconfidential,

proprietaryorotherwiselegallyprotected,itmaynotbefurthercopied,distributedorpubliclydisplayedwithouttheexpresswrittenpermissionofGartner,Inc.oritsaffiliates.

DataThatBoardsWanttoSeeFromCHROsToday

PercentageSelecting“VeryHelpful”or“ExtremelyHelpful”

High-PotentialEmployees

LeadershipBenchStrength

SuccessionManagementPlans

EmployeeTurnover

CriticalSkillsfortheFuture

81%

81%

79%

77%

76%

Whysuccessionplanningisimportant

rightnow

79%

ofboardmemberssurveyed

inthe2023GartnerBoard

ofDirectorsTalentSurvey

ratedexecutivesuccession

asaveryorextremely

importanttalentissue.1

n=200boarddirectors;allrespondents

12023GartnerBoardofDirectorsTalentSurvey:Thisstudywasconductedtounderstandboards’relationshipwiththeCHRO,criticaltalentissues

thatareimportanttoboards,andhowboardsaremanagingCEOandC-suitesuccession.Theresearchwasconductedonlinefrom6February

through1March2023.Thesurveycontainsresponsesfrom200boardsofdirectorswithrepresentationacrossvariouscountriesandindustries

2

RESTRICTEDDISTRIBUTION

©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.

Howtousethistemplate

•CHROsshouldusethistemplatetoreporttotheboardontheresultsoftheirsuccession-planningprocess.

•ThetemplateprovidesCHROswithguidanceonpresentingtheresultsof

theirexecutivesuccessionplanningprocesstotheboard,including

overviewofbenchstrength,successorprofilesandplansfornextsteps.

•ThistemplateservesastartingpointforCHROs.Theslidescanbeusedas

agrouporindividualslidescanbepulledoutasneeded.CHROsshould

personalizethecontentofeachslidefortheirownorganizationtomakea

compellingpresentation.

•Gartnerclientscanfindadditionalresourcesforcreatingpresentationsand

presentingtotheboard,

here.

Finddirectionsonhowtouseeachslideandpromptsforkeymessagesinthenotessectionbeloweachslide.

3

RESTRICTEDDISTRIBUTION

©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.

Titleof

Presentation

NameofCHRO

©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.GartnerisaregisteredtrademarkofGartner,Inc.oritsaffiliates.Thispresentation,includingallsupportingmaterials,

isproprietarytoGartner,Inc.and/oritsaffiliatesandisforthesoleinternaluseoftheintendedrecipients.Becausethispresentationmaycontaininformationthatisconfidential,

proprietaryorotherwiselegallyprotected,itmaynotbefurthercopied,distributedorpubliclydisplayedwithouttheexpresswrittenpermissionofGartner,Inc.oritsaffiliates.

Today’sgoals

Succession:Theactofpreparingforleadershipvacanciesthatwillhappeninthefuture.

Objectives

•Reviewoursuccession-planningstrategyandroadmap.

•Sharethecurrentstateofourleadershipportfolioandfindingsfromthesuccession-planningprocess.

•Provideaviewofidentifiedsuccessorsandplannednextstepsfortheirfuturesuccess.

Outcomes

•Understandingofthecurrentstateofourleadershipportfolio.

•Prioritizenextstepstostrengthenoursuccessionplanandleadershipportfolio.

•Reductioninsuccessionriskstoourorganization.

5

RESTRICTEDDISTRIBUTION

©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.

Our

Succession-Planning

GoalsandProcesses

RESTRICTEDDISTRIBUTION

6

©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.

OurExecutiveSuccession-planningCharter

Approach:Introduceastructuredapproachtounderstandbenchstrengthforcriticalexecutive

roles,createactionplansforsuccessionrisksandidentifyanddevelopsuccessors.

Goals

•Understandbenchstrengthanddiversityoftalentpoolforcriticalexecutiveroles.

•Createactionplanstomitigateanysuccessionrisks.

•Identify,developandengagepotentialexecutivesuccessors.

•Useinsightsfromthisprocesstoimproveleadershipdevelopmentandplanningmorebroadly.

Scope

Selectexecutiverolestostart,withthepotentialtoexpandtoadditionalrolesovertime.

Benefits

•Buildaleadershippipelineandtalentpooltoensureleadershipcontinuityandoptionality.

•Increaseourinternalfillrateforleadershippositionsandreducetheriskofunder-performanceduring

transitions.

•Providereassurancetotheboard(andinvestors)thataproactiveplanexiststopreparetalentforsenior

leadershiproles.

KeyMetrics

•Numberandreadinesslevelofsuccessorsperrole

•Diversityofsuccessorsforroles

•Completionofsuccessordevelopmentplans

•Internal/externalfillrateforfuturevacancies

7

RESTRICTEDDISTRIBUTION

©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.

Assessfutureleadershipneeds.

Source

successors

broadly.

OurSuccession-PlanningRoadmap

Prioritizecriticalrolestoplanfor.

Embedfollow-up

toensure

accountability.

Diversify

successors

through

experiences.

8

RESTRICTEDDISTRIBUTION

©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.

CurrentStateofOur

LeadershipPortfolio

RESTRICTEDDISTRIBUTION

9

©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.

Progressagainstsuccession-planninggoals

SuccessionManagementGoal

CurrentState

Internal/externalfillrate

Strong

•Wehaveexceededthebenchmarkof28%byfillingX%ofourexecutiveroleswithidentifiedinternalsuccessors.

Benchstrength(numberandreadinesslevelofsuccessorsperrole)

Weak

•CEOandCFOcandidatesrecentlylefttheorganizationandnoadditionalcandidateswereidentified.

Successordiversity

Steady

•WhilewehavenotyetmetourgoalofhavingX%diversesuccessorcandidates,wehaveaddedXnumberofdiversesuccessorsinthelastyear.

[Insertgoalhere]

Strong/Steady/Weak

•Indicatewhyyouhaveselectedtheaboveindicatorforthisgoal.

10

RESTRICTEDDISTRIBUTION

©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.

Criticalleadershiproleanalysis

CriticalRole

C-SuiteRoleA

C-SuiteRoleB

C-SuiteRoleC

C-SuiteRoleD

C-SuiteRoleE

Incumbentretentionrisklevel(i.e.,High,Medium,Low)

Degreeofchangewithinrole(i.e.,Large,Average,Small)

Currentcapabilitiesoftherole

Futurecapabilitiesoftherole

11

RESTRICTEDDISTRIBUTION

©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.

Interim

[Successor]

ReadyNow

[Successor]

[Successor]

Ready1-2Years

[Successor]

[Successor]

Ready3-5Years

[Successor]

[Successor]

Role(fillinasneeded)

Role

Role

Role

Executivesuccession—internalcandidates

Candidatesforpositionsthatareimmediatelyat-risk

RiskDriver

Forexample:

Retirement

Forexample:

Restructuring

Forexample:

Strategic

Misalignment

[InsertRiskDriver]

12

RESTRICTEDDISTRIBUTION

©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.

Strengthofourleadershipbench

ReadinessofExecutiveSuccessors

•Thestrengthofourleadershipbenchis

growing,withabout20%ofthesuccessorpoolreadyfortheirnextrolesthisyear

andanother45%readyin1-2years.

•Thisdoesleave2at-riskpositionswithoutready(thisyear)successorsidentified.

•Wewillcontinuetogrowthepooland

developsuccessorcandidateswith

potentialtofillcriticalrolesin3-5years,focusingtheseeffortsonidentifyinga

diverseportfolioofcandidates.

32%

Readyin3-5years

7%

16%

Readyinlessthanayear

Readynow

45%

Readyin1-2years

13

RESTRICTEDDISTRIBUTION

©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.

Diversityofoursuccessorpool

GenderDiversityofSuccessorPool

28%

Women

•WehavenearlyreachedourgoalofhavingX%offemalesuccessorcandidates,addingXnumberinthelastyear.

•ContinuedeffortstoincreaserepresentationincludeHIPOmentoringprogramsponsoredbyCEOandCHROand

targetedexternalhiringforvacantleadershiproles.

RacialDiversityofSuccessorPool

17%

U.S.Racial

Minorities

83%

•WhilewehavenotyetmetourgoalofhavingX%diverse

successorcandidates,wehaveaddedXnumberofdiversesuccessorsinthelastyear.

•Ontracktoclosetheremaininggapwithinthenext2yearsviacloserpartnershipwithERGleadersandHIPOmentoring.

14

RESTRICTEDDISTRIBUTION

©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.

55%

EU

14%

ANZ

Diversityofoursuccessorpool

TenureatOrganizationofSuccessorPoolGeographicDistributionofSuccessorPool

Lessthan

Morethan

1year

7%

15years

12%

10-15

years

25%

1-5years

34%

6-10years

22%

•Oursuccessorpoolishighlytenuredwiththeorganization,whichensuresinstitutionalknowledgeisnotlostinour

leadershipranks.

•Aswethinkaboutexpandingthroughacquisitioninthenextthreetofiveyears,wewillneedtomakesurethisgrouphascapabilitiesalignedwithfuturestrategy.

31%

NorthAmerica

•Thegeographicdistributionofoursuccessorpoolreflectsthesamedistributionofouremployeebase,withstrongleadersinallmajorcountriesofoperation.

•Relocationmaybenecessaryforsuccessorsintwocriticalrolesandiscurrentlypartofconversationswiththese

potentialcandidatestobuildtheirglobalexpertise.

15

RESTRICTEDDISTRIBUTION

©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.

Keydevelopmentneedsofoursuccessors

Businesspriority1

(i.e.,Integrationof

AcquiredCompanyX)

Businesspriority2(i.e.,Double-DigitGrowth)

Businesspriority3

Businesspriority4

Businesspriority5

Organization

Capabilities

•Resilience

•Abilitytoworkinambiguous

environment

•Flexibility

•Innovation

•[Insertorganizationalcapabilitieshere]

•[Insertorganizationalcapabilitieshere]

•[Insertorganizationalcapabilitieshere]

Leadership

Capabilities

•Changemanagement

•Effective

communication

•Risk-taking

•Collaborationacrosstheorganization

•[Insertleadership

capabilitieshere]

•[Insertleadership

capabilitieshere]

•[Insertleadership

capabilitieshere]

Key

Development

Trendsof

SuccessorPool

Minimal

DevelopmentGap

Givenrecent,rapid

change,leadersarewellpreparedtoleadthroughchangeand

communicateeffectively

Moderate

DevelopmentGap

Leadership

developmenttofocusoncollaborativerisk-taking;successor

candidateshavemoreexperienceoperatinginsilos

•[Insertdevelopmenttrendhereif

applicableforthis

businesspriority]

•[Insertdevelopmenttrendhereif

applicableforthis

businesspriority]

•[Insertdevelopmenttrendhereif

applicableforthis

businesspriority]

16

RESTRICTEDDISTRIBUTION

©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.

Successor

Developmentand

NextSteps

RESTRICTEDDISTRIBUTION

17

©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.

RiskDriver

Forexample:

Retirement

Forexample:

Restructuring

Forexample:

Strategic

Misalignment

[InsertRisk

Driver]

PlannedActions

•Acceleratedevelopmentofidentifiedsuccessorwithone-on-one

mentoring/coaching,cross-functionalassignmentand/ornewrole

•Initiateinitialsearchforpotentialexternalhire

•Userestructuringasopportunitytocreatenewrolefor“readynow”successor

•Conductbroaderinternalsearchfor

candidateswhomaybereadyin3-5years

[Insertplannedactions(e.g.,targeted

externalhiring,acceleratedevelopment]

[Insertplannedactions(e.g.,targeted

externalhiring,acceleratedevelopment]

Role(fillinasneeded)

Role

Role

Role

Riskmitigationplansforat-riskleadershiproles

Actionplanforat-riskleadershippositions

CurrentGap

No“readynow”successoravailableifretirementoccursearlierthan

planned

“Readynow”successorisavailablebutmayleaveorganizationifroleisnotopenedinnextyear

[InsertDescriptionof

Gap]

[InsertDescriptionof

Gap]

18

RESTRICTEDDISTRIBUTION

©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.

Identify

successors’

potentialderailing

behaviors

Mapsuccessor’s

goalstoavailable

opportunities

Maintain

accountabilityfor

successor

development

Strategyfordevelopingsuccessors

OurApproach:DiversifySuccessorThroughExperiences

Workwiththeexecutiveleadershipteamtocreatetailoredexperience-baseddevelopment

plansthatclosethehighestprioritycapabilitygapsforeachidentifiedsuccessor.

Determinecritical

futureskillsand

gapsin

successor’sskill

sets

•Future-proofedroleprofiles:Allroleprofilesdocument

currentskillsneededandlikelyfutureskillsneededtosucceedintherole(basedonpotentialchangesinstrategy,etc.).

•Team-sourcedtalentprofiles:Documentationofeach

successor’sdevelopmentgapsbasedonfeedbackfromtheirmanagers,peersandteamsaswellasself-assessment

•Earlyidentificationof

potentialtransition

challenges:Interviewcurrent

leadersandsuccession

candidatestogatherinformationonpotentialderailers.

•Individualdevelopment

plans:Workwithsuccessor’smanagerandcurrentin-roleleadertocreateIDPs,takingintoaccountthecriticalfutureskills,skillgaps,andpotentialderailersidentified.

Developmentexperiencesinclude:

–Mentorship

–Newprojectorrole

–Interimleadershiprole/jobrotation

–Externalcoaching

•Quarterlycheck-ins:Facilitatemeetingswhereallheadsof

functionsassessprogress

againstdevelopmentgoals

andidentifiedtalent’salignmentwithstrategy.

•Mandatoryupdatestotalentprofiles:Trackprogress

againstgoalsbyrequiring

continuousupdatestotalentprofilesthroughouttheyear,ratherthanonlyattheendofyear.