Organizational Development for Knowledge Management at Water ...

Project Study # 26
LWC Talent Resource Planning/ Succession Management
Project Description: In 2005, the Organizational Effectiveness Business System developed and
implemented the Talent Resource Planning process. A template was created called the Talent
Resource Planning form (TRP) to provide LWC with data to assess our level of bench strength
for all management classifications. Specifically, the TRP provides the following data:
• A progress report on the most recent developmental activities completed by the
employee.
• Information regarding specific management training needs within the organization.
• Strategic and organizational planning through the identification of areas where there is
sufficient bench strength and/or gaps in leadership.
• An overall assessment of the knowledge, skills, experience, and potential of LWC’s
management team.
• The “readiness state” of potential candidates for future management positions and their
potential back-ups.
• Key developmental questions that managers may have regarding their direct reports.
The TRP’s are completed on a two-year alternating cycle. TRP’s for the executive and director
(BSO’s) levels are updated in odd-number years. TRP’s for supervisors (PO’s) and managers
are updated in even-numbered years. If an employee is identified as a potential candidate for
another position, the manager will list that position along with their opinion as to the “readiness
state” of that employee (i.e. Ready Now – RN; Ready in 1 to 2 years – R1; Ready in 3 years –
R3; or Future Talent – FT).
Challenge: The initial challenge is that some managers (BSO’s) wanted their direct reports
(PO’s) to complete the TRP’s on themselves. That’s not the purpose of the process. Some
managers may not be comfortable in telling their direct reports that they may not be viewed as a
potential successor.
Size of Utility: 450 employees
Critical Success Factors: Since implementing this process, LWC has current data on the
potential successors for each management position (if any were identified for that position) and
their “readiness state.” We have also been able to use this data to identify critical training needs
and develop new training programs and experiences to address those gaps. For example, we
currently know that our bench strength lies in the area of having solid talent resource pools to fill
positions within our Engineering and Operations Departments. We are lacking bench strength
in our support departments such as finance, I.T. and HR (however, these positions will be easier
to fill from the job market if necessary). Employees benefit from candid discussions with their
managers regarding their strengths and opportunities for development, which can be transferred
to their Individual Development Plans (see next Project Description below). The TRP is also a
tool that is used by HR in making decisions on whether to post management position internally,
or both internally and externally.
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