Succession Planning Template 3

Succession Planning Template
For the Electrical Distribution Industry
Baby boomers began retiring in January 2010. Not only did they begin retiring on that date but they began
retiring in mass numbers. According to Newsmax, 10,000 baby boomers will retire each day for the next
19 years! With this exodus of senior talent, our companies will feel the impact in electrical distribution.
So what are you doing to select, train,
and place employees in their open seats?
Do you even know who is leaving and when?
Eight steps for the NAED
Succession Planning Template:
1
List your employees
2
Determine their
timeframe for retiring
3
Develop skills and knowledge
required for each position
4
Build list of possible candidates
5
Compare candidates to skill
and knowledge requirements
6
Create a training plan
7
Evaluate progress
8
Adjust plan
Recognizing the current and coming retirements
affecting our companies, the Education & Development
Council created a task team to develop a template
allowing companies to begin succession planning.
This task team is made up of industry experts who
manage human resources and training departments
in our industry. Their knowledge and expertise created
this template which can be used for any position in
your company. All you will need to do is modify the
job and requirements.
For purposes of demonstrating the template we will follow
the steps through a company’s outside sales team.
NAED
NATIONAL ASSOCIATION OF
ELECTRICAL DISTRIBUTORS
Prepared by the Education & Development Council
Outside Sales Succession Planning Task Team. September 2012
Succession Planning
Succession Planning
Step 1 – List your employees
Step 2 – Determine their timeframe for retiring
Create a spreadsheet listing each Outside Salesperson. The top row should show a time interval, such as quarterly or twice a year. The interval only needs to be as often as you plan on looking out on the horizon. Be sure
to add the current age for each employee. You will also want to show when the template was last updated.
Now that you have each person in the position listed, make an entry of the likely timeframe for their departure
from the company. Base these timeframes on the best current information available. Some people clearly state
their long term objectives about retirement, but unfortunately many people are unsure about this issue. If no information is solid, use the person’s 65th birthday as a guide. Additional departures due to unplanned events should
be added next. These may include family illness or taking another position in the company. To assist in this effort
check the turnover for this position for the last five years. The past may be a good representation of the future.
Outside Team
Age
Sandra A.
61
Terry C.
58
Olivia L.
45
Laura V.
33
Kirkland M.
54
Roman D.
28
Samantha B.
Jan-13
Jul-13
Jan-14
Jul-14
Jan-15
Jul-15
Jan-16
Outside Team
Age
Sandra A.
61
Terry C.
58
Olivia L.
45
Laura V.
33
35
Kirkland M.
54
Pete S.
62
Roman D.
28
Harvey W.
63
Samantha B.
35
Beth K.
51
Pete S.
62
Paul B.
48
Harvey W.
63
Gordon R.
44
Beth K.
51
Michelle M.
41
Paul B.
48
Tammy O.
65
Gordon R.
44
Michelle M.
41
Tammy O.
65
Jan-13
Jul-13
Jan-14
Jul-14
Jan-15
Jul-15
Jan-16
Confirm
Maybe
65 Bday
Confirm
Confirm
The information on this spreadsheet is both highly confidential and may be inaccurate for certain individuals
as they may not even have plans made yet. However, it should provide a guide to how many replacements are
needed and how soon thy need to be in place.
Succession Planning
Succession Planning
Step 3 - Develop skills and knowledge required for each position
Step 4 - Build list of possible candidates
Develop a list of the skills, knowledge, and experience necessary for the outside sales positions. This list may
be similar for all outside salespeople in the company or may vary based on the markets they serve and the role
they provide in that marketplace. Adding more detail will aid matching and training potential successors.
Next you need to build a list of possible candidates for the positions that will become available. Make this list
as all inclusive as possible; this is not the time for elimination but for possible consideration. People’s skills and
maturity generally improve over time. So that young person at the counter, who is weak in product knowledge
today, will gain experience over time. And with some candidates you have time on your side. If insufficient internal candidates are available start looking at external candidates. External candidates both locally and from other
trading regions should be considered.
Some competencies created by industry
professionals to assist in this step are:
Skills Required (1 = poor, 5= proficient)
A
NAED Outside Sales Job Description
B
Certified Electrical Professional – Outside Sales Competencies (partial list shown below)
Contact NAED
Member Services
for complete job
descriptions and
competencies.
Candidates
Age
Position Now
Steve V.
25
Counter
Clint H.
34
Inside
Todd K.
57
Inside
Jack H.
48
International
Tammy M.
42
Warehouse Manager
Selling
Using
Products Managing Industry
Date ready & Services Accounts Resources
Using
Personal
Resources
Succession Planning
Succession Planning
Step 5 – Compare candidates to skill and knowledge requirements
Step 6 – Create a training plan
Compare knowledge of candidates to the skill and knowledge
base of Step 3 that you have chosen to use as your baseline for
the position.
Develop a plan for the selected candidate to acquire the skills and knowledge they currently lack. Each candidate
should have an individual development plan that clearly outlines the goals needed to be achieved, the timeframe
to achieve the goals, and the resources that will be used.
Candidates
Using
Personal
Resources
Position Now
Steve V.
25
Counter
2025
3
1
2
2
Clint H.
34
Inside
2018
4
2
2
4
Todd K.
57
Inside
2014
5
5
3
4
48
International
2016
4
5
1
2
Warehouse Manager
2013
4
5
5
4
Tammy M.
B
Selling
Using
Products Managing Industry
Date ready & Services Accounts Resources
Age
Jack H.
A
Skills Required (1 = poor, 5= proficient)
42
During this step compare the knowledge, experiences, attitudes and skills that are needed by the candidates. It is important to fill in any gaps of information in order to gain a complete picture. For internal
candidates, their job history will logically provide a great amount of insight. Once you have this information in a format to review, you need to make a decision whether to put resources into a candidate or
remove them from current consideration.
There are many testing and assessment resources to help evaluate candidates. Many distributors have gained insights into current employees and possible candidates through using these
tools. These following resources have been
used by other distributors and their experience
has been positive. This is not an endorsement
STOP
of these specific companies but an idea starter
for a distributor that currently does no testing:
1 CMA Testing
2 Organization Analysis and Design (OAD)
3 Sales Max
4 JS Performance Strategies
At this point you may request additional review with your CEO
or Senior Managers. This is an important step to confirm the
choices you have selected as they move up in the company.
You may also want to include the candidate in the plan to insure
they are interested in the position. If not, you can remove them as
a candidate at the current time. They may become interested in the
future so do not totally discount them.
Internal Training
External Courses
NAED sponsored Certified
Sales Professional Program
1
2
Manufacturer product training
2
3
Dale Carnegie Sales Training
4
University of Industrial
Distribution
5
Selling-Essentials
6
Action Selling Program
7
CEP Outside Sales
Preparatory Courses
8
NAED VIP ACCESS Sales
1
Books
Travel with a variety of
existing outside salespeople.
1
Selling 101
2
Hope is not a Strategy
Work with different
departments to see their
impact on the customer
3
How to Excel at
Distributor Sales
4
Consultative Closing
5
Beyond Buzz
1 Credit
2 Pricing
3 Inside Sales
4 Product Management
5 Purchasing
6 Marketing
Use the NAED Learning Center to capture their training progress. The transcript allows quick viewing of
completed, in progress, and assigned but not started training courses and events.
Step 7 – Evaluate progress
Evaluate the progress of the plan and update the timeline based on new developments. This should be done on a
regular basis.
Things to consider:
A
How are the candidates progressing on their individual plans?
B
Do any candidates need additional training not already identified?
Succession Planning
Step 8 – Adjust plan
Adjust the plan as needed. The details of the plan must remain flexible and be adjusted based on
current conditions.
Things to consider:
A
Changes to estimated departure dates for current salespeople.
B
Departure of a current candidate from the company.
C
Current candidate has decided not to proceed with the plan?
D
New candidates, either internal or external have appeared?
E
Are the current individual candidate plans producing the desired results and do
the timeframes still match the estimated needs?
This template has been designed to use for creating succession plans for positions in the electrical distribution
industry. While we showed outside sales in our example, it can be used for any positions within your company.
Branch Manager
Purchasing Manager
Regional Account Manager
Inside Sales
Warehouse Manager
For more information on the NAED Succession Planning Template please contact
NAED Member Services at 888-791-2512 or [email protected]
Acknowledgements
Rich Chadwick, Team Lead
Director of Training
United Electric Supply Co., Inc.
Jackie Facciolini, Team Lead
Manager, Course & Curriculum Development
Graybar
Chris Douglas
Director of HR and Training
Harry Cooper Supply Company
John Kiso
Educational Program Manager
NAED
Jill Larkin
Director of Employee Relations & Marketing
Republic Electric Company
Michelle McNamara
Senior Vice President/Executive Director
NAED/NAED Education and
Research Foundation
Tonda Pegram
Human Resources Manager
State Electric Supply Co.
Michael Place
Training Director/HR
Dakota Supply Group
Debra Snyder
Human Resources Administrator
Schaedler Yesco Distribution, Inc.
Elizabeth Sperry
Director of Training & Development
State Electric Supply Co.
Heidi Tassos
Director of Human Resources
Kendall Electric, Inc.
NAED
NATIONAL ASSOCIATION OF
ELECTRICAL DISTRIBUTORS
www.naed.org
888-791-2512