PTO TRAINING 1207
SUCCESSION AND
DEVELOPMENT
Project Team Training
V 0.0
LAST MODIFIED 8/15/12
SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
CONTRIBUTORS
Melissa Corfield
Success Factors
Principal Consultant, Professional
Services
Steven Hunt*
Success Factors
Senior Director of Business
Execution Practices
Annamarie Pluhar
AE Perform
Instructional Designer
*Much of the material in in this course is drawn from the paper “Key Questions for Creating High Impact Succession
Management Programs” by Steven Hunt, Senior Director of Business Execution Practices at SuccessFactors
©2012. SuccessFactors, Inc. All rights reserved.
No part of this document may be reproduced or transmitted in any form or by any means, electronic or mechanical, without the
express written permission of SuccessFactors. This software is commercial computer software developed exclusively at private
expense. The software and documentation are provided with RESTRICTED RIGHTS. Use, duplication or disclosure by the U.S.
Government is subject to restrictions as set forth in DFARS 252.227.7202-3 or FAR 52.227-19, as applicable. Developer is
SuccessFactors Inc., 1500 Fashion Island Blvd, Suite 300, San Mateo, CA 94404.
"Rwiz" is a trademark of Enterprise Information Resources, Inc. The product described herein includes software developed by the
Apache Software Foundation (http://www.apache.org/). All other brand and product names that are mentioned herein are the
trademarks or registered trademarks of their respective holders.
All examples, including the names of people in the examples or screen shots are fictitious. No association with any real person (living
or deceased), company (existing currently or in the past), or events should be inferred from any example whatsoever.
Information in this document is subject to change without notice and does not represent a commitment on the part of SuccessFactors.
SuccessFactors, Inc., an SAP Company
1500 Fashion Island Blvd, Suite 300
San Mateo, CA USA
www.successfactors.com
© 2012 SuccessFactors, an SAP Company. Confidential. All rights reserved.
SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
TABLE OF CONTENTS
COURSE INTRODUCTION
4
COURSE GOAL
TARGET AUDIENCE
USING THIS GUIDE
WHY SUCCESS FACTORS?
BIZX SUITE
WHAT IS BUSINESS EXECUTION?
ADDITIONAL RESOURCES
COURSE OBJECTIVE
COURSE TOPICS
4
4
4
5
6
6
6
7
7
LESSON 1: GENERAL INTRODUCTION TO SUCCESS FACTORS
8
ACCESSING SUCCESSFACTORS
NAVIGATING SUCCESSFACTORS
MENU OPTIONS
OPTIONS
HELP & TUTORIALS
ACCESSING THE SYSTEM AS AN ADMIN
USING ADMINISTRATOR RESOURCES
USER DATA
SECURITY
DEFAULT USER PERMISSIONS
INDIVIDUAL PERMISSIONS
ROLE-BASED PERMISSIONS
ADMINISTRATIVE PRIVILEGES
ADMINISTRATIVE DOMAIN
PROXY MANAGEMENT
SUMMARY
8
9
10
11
12
12
14
14
15
15
15
16
17
17
18
18
LESSON 2: GENERAL INTRODUCTION TO SUCCESSION PLANNING
21
BENEFITS OF SUCCESSION MANAGEMENT
GOALS OF SUCCESSION MANAGEMENT
EVALUATING SUCCESSION CANDIDATES
SUMMARY
21
22
23
26
LESSON 3: THE NOMINATION TOOLS
28
TOOL FOR SUCCESSION PLANNING
SUCCESSION ORGANIZATION CHART
MATRIX (9-BOX) REPORTS
28
28
30
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
FILTER OPTIONS
TALENT SEARCH
DATA FOR THE TOOLS
SUMMARY
30
31
32
33
LESSON 4: NOMINATION TYPES AND PERMISSIONS
35
PERMISSIONS
SUMMARY
37
38
CAREER DEVELOPMENT PLANNING
40
CAREER DEVELOPMENT PLANNING OVERVIEW
THE DEVELOPMENT PLAN
CAREER WORKSHEET
SUMMARY
40
40
42
44
NOTES APPENDIX
46
TERMS AND DEFINITIONS
47
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
COURSE INTRODUCTION
Welcome to the Project Team Orientation (PTO) for SuccessFactors
Performance and Goals. This orientation is designed for major stakeholders
within an organization who have the responsibility for implementation and
maintenance of the SuccessFactors applications.
Course Goal
The overall goal for the PTO is to provide a knowledge transfer on the core outof-the box functionality of SuccessFactors Compensation that will enable
participants to gain a high-level understanding of the concepts and capabilities
of the software to prepare you for the upcoming functional workshops. This will
be accomplished through discussion, demonstrations, and group activities. The
knowledge and experiences taken from this session can and should be utilized
during the follow-up workshops with the SuccessFactors Professional Services
team.
Target Audience
It is strongly recommended that all team members participating in the workshop
sessions attend the entire PTO. Discussion and questions are highly
encouraged during this session.
Using This Guide
This classroom guide is intended for use in conjunction with an instructor. The
guide provides general information that will be elaborated upon by the instructor.
Throughout the guide, you encounter icons that call out various types of
information. The following table illustrates how this guide uses icons to indicate
different types of comments that support the text.
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
What is your
organization trying to
accomplish with this
system
Activity: Indicates an activity for you to complete that helps reinforce
the information you just learned.
Note: Indicates additional information that is related to the
information presented.
Best Practice: Indicates helpful hints and tips or other guidance that
further explains the information it accompanies.
Why Success Factors?
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
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BizX Suite
What is Business Execution?
Strategy: Knowing what needs to be done
Assets: Securing the resources to do it
Execution: Getting people to do it.
Additional Resources
There are a number of additional resources that can provide you with
information about SuccessFactors. These resources include:
SuccessFactors, an SAP Company
website: http://www.successfactors.com
SuccessFactors, an SAP Company monthly newsletter
Success Factors Customer
Community: http://community.successfactors.com/
For more information about other courses and registration, contact Success
Academy at [email protected]
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
Course Objective
By the end of this course, participants will be able to
make decisions for their Succession and Development implementation in
order to accurately configure it to their specifications.
Course Topics
This course has five lessons. The first lesson provides an overview of the SF
interface and navigation with demonstration. The second lesson offers and
overview of the Succession module with demonstration and the key questions
that must be considered for implementation. The third lesson discusses the tools
that are used for succession planning. The fourth describes the different ways
that succession nominations can be done. The fifth lesson provides an overview
of the career development planning module and how it integrates with
succession planning.
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
LESSON 1: GENERAL
INTRODUCTION TO
SUCCESS FACTORS
The goal of this lesson is to provide you with a general introduction to
SuccessFactors; how to access it, how to navigate, understanding the data files
and structure and how security is maintained.
Accessing SuccessFactors
You access SuccessFactors either as an administrator (admin) or as a user. If
you have an admin account and a user account, you will have the ability to
toggle between interfaces.
An admin is an administrator for SuccessFactors applications. An admin can
have many different types of responsibilities including adding or editing user
permissions, launching forms, or running reports.
A user is considered the end user of SuccessFactors applications. Users
include supervisors and organization owners. Users log in to the application
where they can manage their To-Do List, and supervise other users who report
to them
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
Navigating SuccessFactors
The SuccessFactors system interface enables admins to provide customized
content and change settings, update content, and customize content for your
users on the spot with on-page editing and other features
When a user logs into SuccessFactors, the Home page is displayed. Let’s start
by taking a look at the Home page.
Figure 1. Home Page
To-Dos List
The To-Dos List centralizes all the tasks to be completed by the manager or
employee. Tasks may be viewed by the performance process or listed by the
due date for the particular performance step. Tasks requiring actions are active
links that take you to the requested action or form to complete the task. You can
print your To-Dos List by clicking the Print Preview icon.
Figure 2. To-Dos
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
Portlets
Portlets display information on the right side of the Home page and can be
customized to include information users need. Use the tread to drag and drop
the portlet to the desired location; use the arrows to expand and contract the
portlet.
Figure 3. Portlets on Home Page
Menu Options
Menu options are available in a drop-down menu on the upper-left corner.
General menu options include Goals, Performance, and Development. For
compensation planners, Compensation is listed Additional options may be
available depending on your role and/or system configuration. To see your
available options, click Home.
Figure 4. Home Menu Options
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
Options
Options allow users to manage their personal settings and preferences including
passwords, notifications, language, forms, proxy, groups, and mobile. To access
your options, click the Welcome message and select Options from the dropdown menu.
Figure 5. User System Options
The system can be configured to allow for the following individual option on the
Option page:
Changing your password
Selecting your security questions
Indicating when to receive notifications from the system
Changing your language preference
Assigning/becoming a proxy
Creating groups
Activate mobile device to your account
Figure 6. Options Page
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
Help & Tutorials
The Help and Tutorials option can be turned on or off by the admin. This section
is customizable so that your organization can add applicable content.
Figure 7. Help & Tutorials
Accessing the System as an Admin
To access the system as an admin, select Admin from the Welcome drop-down
menu.
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
Figure 8. Home Page: Admin Access
The Administration Tools, or OneAdmin, page displays.
Figure 9. Administration Tools
The OneAdmin page provides all the tools admins need to work in
SuccessFactors. These tools are grouped together by process and are
segmented in each group by module. The top half of the page, Company
Processes & Cycles, includes the tools you need to manage each of the
modules your organization has implemented as well as reporting and company
settings (system-wide configuration options). The bottom half of the page,
Manage Employees, includes the tools you need to manage your users and
security.
You can also set your admin favorites on the Administration Tools page. This
can include the tasks you perform regularly. To add a task to your My Favorites
list, click the Add to My Favorites icon.
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
Figure 10. Add to My Favorites
Using Administrator Resources
Help & Tutorials is a link available within admin tools containing all
documentation regarding SuccessFactors administration.
A video is also available to help you use these resources. You can access the
video using the following link:
https://performancemanager4.successfactors.com/doc/AdminResource
sPage/Movies/ARwelcome/ARwelcome.htm
User Data
Employee data is what all other activities in SuccessFactors rely on and is used
throughout all SuccessFactors modules. This data can come from multiple
sources, including:
An HRIS (either manually or automatically)
A spreadsheet
A database
Regardless of where the data comes from, it must be organized and formatted
to match the fields in SF. Your PS consultant will work with you to format files for
the import.
Data is added to SuccessFactors by importing a .csv file. It can be uploaded
manually via Admin Tools, or via FTA as an automated transfer.
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
Security
There are many different types of permissions in SuccessFactors.
For Compensation, permissions that are controlled administratively include:
Executive Review Permission
Administration
Permissions that are controlled administratively may be managed using default
user permissions, individual permissions, or Role-based Permissions.
Default User Permissions
Default user permissions apply to everyone in your organization. All current and
future SuccessFactors users with active accounts are members of the Default
User group. The Default User group is the one group to which every active user
must belong to be able to log in to SuccessFactors. This group will be defined
when your system is implemented and all active users are automatically
included as members of this group.
The ability to log in and view the Home page is automatically granted as default
user permission. If you want users to have additional privileges, for example to
see their Goal Plans, you must grant additional default user permissions. The
default permissions that are granted affect all current and future employees, so it
is important to grant only those features you want everyone to access. Some
typical default user permissions include permission to:
Create notes
View goal plans
Run reports
Individual Permissions
It is also possible to set permissions for individual users above and beyond the
default user permissions. These permissions include, but are not limited to:
Administrative privileges
Ad-hoc, spreadsheet, and classic reports
Human resources permissions
Permission to create forms
Individual permissions are typically granted to system administrators and/or as
HR personnel well as other specific/unique users based on your configuration
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
and organizational needs. Table provides the SuccessFactors recommended
additional privileges for system administrators and HR personnel.
ROLE
System Administrators
RECOMMENDED PRIVILEGES
•
•
•
HR Personnel
Administrative privileges
Access to classic reports, spreadsheet
reports, and spotlight view reports
Optional: Proxy management
•
Human Resources privileges (relevant
only if HR is part of a performance form
workflow [route map]): Displays an
additional HR inbox where they can:
o Approve multiple forms at once
o Approve a single form
o Sort forms by due date
o View or work on a single form
• Access to classic reports, spreadsheet
reports, and spotlight view reports
Optional: Proxy management
Table 1. Recommended Privileges for System Administrators and HR Personnel
Role-Based Permissions
Role-Based Permissions allow for more automation around permissions
assigned to roles or groups (Detailed Reporting Rights, Succession Planning
Permission, Form Creation, etc.). Groups can be dynamic which allows us to
automate the assignment of permissions. For example, a group of granted users
can be “All employees in the Sales department”. As employees are transferred
into and out of the sales department, their permissions with automatically adjust.
Roles can be defined by:
All Standard Elements in the Employee Data File. Standard elements are
user attributes like username, Department, Division, Location, and the
standard CUSTOM01-15 filters
In addition to standard elements, groups can be defined through
relationships like the Manager, Matrix Manager, HR Manager, Custom
Manager and Second Manager.
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Administrative Privileges
Employees can be granted access to all or some of the administrative features
by granting full or partial administrative privileges. For example, if your company
has remote offices, you can allow a regional on-site manager to reset employee
passwords.
Administrative privileges are divided into groups of functional tasks. Each
permission group comprises individual permissions. You can grant
administrative privileges for the entire group of permissions to multiple
employees, and then refine the permissions by revoking individual permissions.
Recommendation: We recommend that you strictly limit the number of
administrators with full permissions; however, having at least two administrators
with full administrative permissions ensures you will always have a backup
administrator.
Employees with any administrative privileges will have the Admin option in the
Welcome message drop-down menu (Figure 11). The Administrator Tools page
shows links only to the administrative features for which the employee has
permission.
Figure 11. Admin Drop-down Menu
Administrative Domain
Administrative Domains is a tool that provides more granular control over
admin access to users. This feature is ideal for companies with independent
business structures where admins are generally responsible for managing the
system at only the region or division level. When you use Administrative Domains,
you'll be able to assign admins to manage only a selected user population as
well as only a selected group of admin functions.
Using Administrative Domains essentially creates two levels of admins: Global
Admins and Local Admins.
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Global Admin
A Global Admin generally acts like a “super-admin” for your SuccessFactors
system, with full access to admin activities and full access to the entire user
population. Global Admins assign and manage Local Admins.
Local Admin
A Local Admin can be assigned access to just a subset of admin activities, such
as resetting passwords, and assigned to manage only a selected group of users,
such as only the Operations Division. Local Admins can have as much or as
little access to people and functions as determined by the Global Admin.
Additionally, you can continue this admin hierarchy down the organization,
where Local Admins with broader access to the system can create Local Admins
of their own to help them out, meaning that they can assign another admin
access to a subgroup of the people within their jurisdiction.
Groups and their corresponding permissions are automatically updated when
changes occur. For example, if you've assigned an admin to oversee All
Departments in the company, and next month the company adds a new
Department X, then your admin will now automatically gain access to
Department X because it's within his assigned group. (Previously, changes like
this would have to be manually updated, meaning that you would have to
manually give each admin permission to access the new Department X.)
Proxy Management
The proxy feature allows an administrator to authorize an employee to work in
another user’s account. Assigning a proxy grants an employee access to
another employee’s account. For example, if an employee will be unavailable or
absent when a form is due, a proxy can be assigned to complete the form on
his/her behalf. The proxy will be able to open, view, edit, and send any item in
the account holder’s account as if he/she were that account holder.
The proxy remains assigned to an account until you or the account holder
removes the proxy. The audit trail that automatically accompanies any action
taken in SuccessFactors will clearly state that the action was taken by the proxy.
Summary
Through lecture and discussion, this lesson gave you about general introduction
to SuccessFactors. The knowledge you gained today will help you as you
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
continue to partner with your SuccessFactors Professional Services Consultant
in the upcoming functional workshops to follow to make sound decisions to
achieve your business execution needs.
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Notes
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LESSON 2: GENERAL
INTRODUCTION TO
SUCCESSION PLANNING
The goal of this lesson is to provide a general overview of the SF Succession
module and to begin to make decisions for your implementation.
The purpose of succession management is to ensure a steady supply of high
performing talent in critical job roles. Historically, succession management
focused on figuring out who would replace top executives. But the increasing
importance of human capital combined with advances in talent management
technology is leading organizations to implement succession management for
more and more roles across the company. Succession management is no
longer limited to the boardroom, and in some cases extends all the way to
frontline employees.
Benefits of Succession Management
A robust succession management program enables organizations to know their
talent, to identify talent gaps and to close talent gaps with development plans.
Organizations can move employees to positions aligned with employee
expertise and career aspirations. A loss of a key employee may be less stressful
to the organization because a successor has already been identified.
Discussion Point
What is your current succession planning process?
_________________________________________________________
_________________________________________________________
_________________________________________________________
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Goals of Succession Management
There are many different goals possible for succession management. Your
challenge is figuring out which makes the most sense given the business goals,
resources and characteristics of your organization.
Common succession management goals might include:
Identifying candidates for key roles
Improving accuracy of staffing decisions
Rapidly filling positions
Accelerating employee development
Increasing employee engagement
Creating employee development plans and career paths
Increasing retention of key talent
Collaborating across functions and sharing knowledge
Retaining critical organizational expertise during workforce transitions
Building an employment brand
Decision Point
In your organization, what are the three top reasons for succession planning?
_________________________________________________________
_________________________________________________________
_________________________________________________________
What Positions and People will be Included?
Position-based succession management focuses on defining requirements
for critical roles and then identifying candidates who meet these
requirements. These methods can take several forms.
Top Tier—The senior level positions in the company, typically the CEO and
the two levels below.
Role Based—Specific roles in the company considered crucial to the
current and future performance of the organization. Three categories are
often found: Pivotal, Critical and Development.
Pivotal: Roles in which a small difference in performance significantly
impacts company profitability. Can include strategic leadership roles, plant
managers or technical experts.
Critical: Roles necessary to maintaining key company operations. For
example, linemen in a utility company, or nurses in a healthcare company.
Development: Roles viewed as key for providing employees with the skills
to move into pivotal or critical roles.
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Functional Ladders or Pipelines—Succession processes designed to
supply a steady supply of talent flowing through a series of related jobs
with increasing leadership responsibility. Used to structure career tracks
that link jobs related to an area of professional expertise to build breadth
and depth of expertise.
High Potential Based—Starts with identifying employees who are high
potential and then focusing on assigning them to roles and projects that
leadership and technical roles in the future.
Total Population—Involves everyone in the organization. These processes
are usually implemented to support a mixture of the following three goals:
1) ensuring employees actively engage in knowledge sharing and
development activities that will allow others to assume their responsibilities
should they leave their current position, 2) providing and engaging
employees around possible career paths they can pursue with the
company, and 3) drawing on the entire employee population as a source of
possible candidates for internal positions with the objective or increasing
internal promotions and job transfers.
Some of these position-based methods may be used in combination depending
on your organization’s goals for succession management.
Decision Point
In your organization, which employees will be included in succession
management processes?
_________________________________________________
_________________________________________________
_________________________________________________
Evaluating Succession Candidates
The most difficult parts of succession management is evaluating whether
individuals are ready to assume crucial leadership or functional positions. This
usually requires predicting if someone can effectively perform a job they have
never done before. Predicting people’s performance is difficult in any setting. In
succession management it can be even more difficult due to interfering “noise”
caused by company politics and personal relationships. Succession
management is also subject to legal requirement associated with other forms of
employee selection. Companies should carefully think through how candidates
are going to be identified, qualified, and evaluated to ensure these decisions are
accurate, fair and legally defensible.
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Evaluating candidates is usually done through a combination of documented
facts (hard criteria), subjective ratings (soft criteria) and evaluation of the
individual’s attitudes towards the organization. (commitment criteria)
Hard Criteria
Hard criteria are relatively verifiable and well defined data about candidates
such as previous job experiences, accomplishments and qualifications. Most
hard criteria can be measured using online tools.
Previous Accomplishments—Data that reflects a candidate’s professional
qualifications such as performance against company goals, outstanding
business successes, and awards.
Skills, Experience and Qualifications—Data that reflects technical tasks the
candidate knows how to perform, educational degrees or certifications, or
specific business experiences or assignments.
Career Goals and Constraints—Data that reflects the candidate’s ability,
willingness to travel, geographic mobility, etc.
Soft Criteria
This data measures things that depend on subjective ratings of performance or
estimates of the relatively intangible candidate characteristics such as “future
potential.”
Performance management evaluations—Job performance ratings from goal
management, performance management, or 360 feedback processes.
Future potential—This rating can be a simple as a manager estimate of an
employee or be derived from complex psychometric tools that evaluate attitude
and personality. The most useful measure of potential tend to focus on three
broad areas:
Cognitive potential reflects the ability to deal with the kinds of information and
problems that people will encounter as they move into positions with increasing
responsibility
Social or relationship potential reflect the ability to build and manage diverse and
challenging relationships that are required for effective leadership
Change management reflects the ability to manage the stresses and ambiguity
associated with higher-level positions.
Commitment reflects the ability to manage the stresses and ambiguity
associated with higher-level positions.
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Commitment Criteria
This data reflects aspects of candidates’ attitudes toward their jobs and the
company that should be considered when deciding whether to promote them or
give them developmental opportunities. Commitment criteria are important in
controlling costs that result when companies develop or promote candidates
only to lose them to another organization.
Turnover risk is estimated by looking at the candidates’ personal attitudes,
career goals, and whether they are approaching retirement age. Other risk
factors could be inequity in salary and responsibilities compared to other
companies, or staying in one position for a long period of time.
A candidate’s demonstrated support for the company mission and goals should
also be considered. It is important to promote those to leadership positions who
are aligned with the values and vision of the organization.
Discussion Points
What criteria are you currently using for succession planning? Is it electronically
tracked? How?
________________________________________________________
________________________________________________________
________________________________________________________
________________________________________________________
Do you currently define “Potential?” If so, how is it measured?
________________________________________________________
________________________________________________________
________________________________________________________
________________________________________________________
Decision Points
List any additional criteria unique to your organization that you will use to
evaluate succession candidates in your organization. (If selecting the criteria is
not your decision, who does have the responsibility to make this decision?)
________________________________________________________
________________________________________________________
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________________________________________________________
________________________________________________________
________________________________________________________
________________________________________________________
________________________________________________________
________________________________________________________
Summary
Through lecture and discussion, this lesson taught you about key aspects of
Succession planning. The insights you gained today will help you as you
continue to partner with your SuccessFactors Professional Services Consultant
in the upcoming functional workshops to follow to make sound decisions to
achieve your business execution needs.
© 2012 SuccessFactors, an SAP Company. Confidential. All rights reserved.
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Notes
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
LESSON 3: THE
NOMINATION TOOLS
The goal of this lesson is to provide an overview of the nomination process and
tools in the SF Succession module in order to make decisions for your
Succession Planning implementation.
Tool for Succession Planning
Success Factors, the nomination process uses three main sets of tools:
Succession Organization Chart, Matrix Reports, and Talent Search.
Succession Organization Chart
The Succession Organization Chart is the key area where all the information
comes together and planners can nominate successors for positions. The SF
application displays the reporting relationships, position description and
competencies, the person who is currently filling the role with a photo, and that
person’s assessment information including performance reviews, evaluations of
future potential, and assessments of commitment to the company. If successors
to the position have been nominated displayed below the photo.
Figure 12. Succession Org Chart
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Planners may nominate successors to positions through opening the portlet and
selecting Find Successors.
Figure 13. Find Successors Portlet
A new dialogue window comes up allowing either the entry of a name or the use
of Talent Search.
Figure 14. Find Successor Dialogue Box
Decision Point
What information will your planners need to make an informed decision in
nominating successors? How will you determine readiness levels? What time
frame should be used?
_________________________________________________________
_________________________________________________________
_________________________________________________________
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Matrix (9-box) Reports
The Matrix reports give planners a two-dimensional view of employees by
placing them in a matrix with each axis defined. The most common matrix is the
Performance-Potential, where assessments of performance are mapped with
estimates of future potential, so for instance a person with high potential and top
performance reviews can then be easily compared with a person who may have
an equally good performance rating but lacks potential.
Another matrix available that is less commonly used is the “How vs. What” in
which assessment of an employee’s ability to meet objectives is mapped with
assessments of competency. This matrix is useful for organizations that use
MBO and competency evaluation.
This matrix is often referred to as the “9-box” because the default matrix is a
three by three table, however SF is highly configurable and administrators can
change the size of the matrix. Administrators may also change the labels of the
axis, the scale labels, the colors and labels within each of the table cells.
Figure 15. Performance-Potential Matrix
Filter options
Planners can select filters to pinpoint exactly the groups and the time range for
the group they are interesting in evaluating.
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Figure 16. Filter Options for the Performance-Potential Matrix
Decision Point
In your organization, who will decide the values, scales, labels will display on the
Performance-Potential Matrix Report?
_________________________________________________________
_________________________________________________________
_________________________________________________________
Will you use the terms “performance” and “potential” or do you use different
language in your organization?
_________________________________________________________
_________________________________________________________
_________________________________________________________
Do you want to use additional matrix reports (How vs. What)?
_________________________________________________________
_________________________________________________________
Talent Search
Talent Search is a robust search engine enabling planners to company-wide for
candidates. Planners are able to use comprehensive search criteria to find the
skills, experience and other attributes appropriate to the position.
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
Figure 17. Talent Search Advanced Options
Figure 18. Results in Rank Order
Data for the Tools
These three tools: the Organizational Chart, Talent Search and the Matrix
Reports are dependent on accurate data and a range of decisions about what
information is used.
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
Decision Point
Given what you have learned about these three tools, is there any additional
information that should be made available to succession planners? For
instance, risk of loss, minority status, etc.
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
Summary
Through lecture and discussion, this lesson taught you about key aspects of
Succession planning. The insights you gained today will help you as you
continue to partner with your SuccessFactors Professional Services Consultant
in the upcoming functional workshops to follow to make sound decisions to
achieve your business execution needs.
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Notes
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
LESSON 4: NOMINATION
TYPES AND PERMISSIONS
The goal of this lesson is to provide an overview of the types of nominations
possible in succession planning and the permissions available in SF in order to
make decisions for your Succession Planning implementation.
The methods for nominating candidates for a particular position vary among
organizations. Companies should carefully think through how candidates are
going to be identified, qualified and evaluated to ensure accuracy, fairness, and
compliance with employment laws. In general, the methods for nomination
include four types.
Self-nomination—Employees indicate an interest in a job role.
Manager nomination—Managers recommend their direct reports for positions
based on their evaluation of employee potential and readiness for the position.
Reporting-structure based nomination—Candidates are identified through
reporting relationships in the company’s organization chart.
Pool-based nominations—All employees in certain roles or meeting certain
qualifications are automatically considered as candidates for specific positions.
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
Exercise
Each of the four nomination methods has at least one benefit and one hazard.
What are they? List them in the tables below.
Self-Nomination
BENEFITS
HAZARDS
Manager Nomination
BENEFITS
HAZARDS
Reporting-Structure Based
BENEFITS
HAZARDS
Pool-Based
BENEFITS
HAZARDS
Decision Point
In your current succession process, which method(s) are you using?
Considering the benefits and hazards of each what methods will you use in the
future?
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
Permissions
The method for nominating successors determines the types of permissions
granted to employees. SF Succession Planning provides three types of
permissions: access to view succession information, visibility of succession
information and the ability to nominate successors.
Access
These are on/off switches providing the ability to view the Succession tools.
Access to the Succession Organizational Chart—Users with permission will
see the Succession tab under the Home menu.
Access to the Matrix Grid Reports—Users with permission will see the
Performance-Potential or other matrix grid reports.
Access to Talent Search—Users with permission will see be able to use Talent
Search company-wide.
Visibility
Visibility permissions control whom a user can see in the org chart, matrix
reports and talent search. Two tools of different names offer the same
functionality: Succession Management Visibility Permissions and Succession
Management and Matrix Report Permissions.
Nominations
Planning permissions give the user the ability to nominate successors to
positions.
Permissions may be activated, or revoked, by groups or by individual.
Often, permission for succession planners or HR is granted to see All Divisions,
All Departments and All Locations but restricted to My Team for managers. This
would allow a manager receiving permission to see everyone in the
management chain beneath him (her). It would prevent those not in the
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
management hierarchy from seeing succession plans outside their specific area
of responsibility.
Decision Point
Who in your organization needs what kind of access to the Succession Planning
module?
_________________________________________________________
_________________________________________________________
_________________________________________________________
Who are the stakeholders? What do they need?
_________________________________________________________
_________________________________________________________
Summary
Through lecture and discussion, this lesson taught you about types of
nominations and permissions in succession planning. The insights you gained
today will help you as you continue to partner with your SuccessFactors
Professional Services Consultant in the upcoming functional workshops to follow
to make sound decisions to achieve your business execution needs.
© 2012 SuccessFactors, an SAP Company. Confidential. All rights reserved.
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Notes
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
CAREER DEVELOPMENT
PLANNING
The goal of this lesson is to provide an overview of Career Development
Planning in order to make decisions for your Succession Planning
implementation.
Career Development Planning Overview
Succession planning and career development planning (CDP) go hand in hand.
Without CDP succession planning is simply an inventory of talent and has no
impact on improving the capabilities of the workforce. The most effective
succession management processes include steps to determine how job
assignments and development resources will be used to improve the quality of
succession candidates. This includes investing in high potential candidates and
taking actions that address candidates who are struggling in their current roles
or who show limited potential for future growth.
The Development Plan
The SF Development interface is an easy-to-use tool for users to create
development goals. Employees, sometimes with their managers, can build
actionable development plans to prepare for new roles or to address
competency gaps in current roles.
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
Figure 19. Development Plan
Figure 20. Add Development Objective
Once the development objective is created it can be added to the Employee
Scorecard.
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
There are several options for companies about how they will use career
development. Companies can choose to integrate career development planning
with performance reviews or keep career development as a separate processes.
Employees can be rated on their progress against their development goals both
as an overall measure and according to the specific objective. Development
goals can be tied to competencies.
Employees can also add learning activities to their development plans. Either
they can add their own activities, or select from a catalog of learning activities
that are available in the database.
Decision Points
How will your organization use CDP? Will development planning be integrated
into your performance review process or will it be separate?
_________________________________________________________
_________________________________________________________
_________________________________________________________
Will employees be rated on progress against their developmental
goals/objectives? If yes, will there be an overall rating for development
achievement?
_________________________________________________________
_________________________________________________________
Will each development goal/objective be tied to one or more competencies? If
so, will employees be able to select from all available competencies or only from
the competencies that are specific to their job role?
_________________________________________________________
_________________________________________________________
_________________________________________________________
Career Worksheet
The Career Worksheet allows an employee to select a future role and then
compare her current competencies with the ones required for the future role. In
this way, employees are better able to evaluate what skills they need to meet
their career aspirations.
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
Figure 21. Career Worksheet
Figure 22. Career Worksheet with details
This functionality requires that competencies be defined for every role in the
organization, families are developed for the roles and that a course catalog is
created.
Decision Points
Are competencies defined for your organization?
_________________________________________________________
_________________________________________________________
_________________________________________________________
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
Do you have learning content to import into the system?
_________________________________________________________
_________________________________________________________
Are families and roles developed?
_________________________________________________________
_________________________________________________________
Who will decide how the career worksheet will be implemented?
_________________________________________________________
_________________________________________________________
Summary
Through lecture and discussion, this lesson taught you about Career
Development Planning. The insights you gained today will help you as you
continue to partner with your SuccessFactors Professional Services Consultant
in the upcoming functional workshops to follow to make sound decisions to
achieve your business execution needs.
© 2012 SuccessFactors, an SAP Company. Confidential. All rights reserved.
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
Next Steps
Use the space below to capture information about next steps and any additional
questions you want to be sure to remember to ask your SuccessFactors
Professional Services Consultant.
Key Dates:
Contact Information:
Questions:
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
Notes
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
APPENDIX
Terms and Definitions
Throughout training, you will be introduced to terms that are specific to the
SuccessFactors system. It is important that you understand these terms as they
are used frequently to refer to common elements in the system.
TERM
DEFINITIONS
Competency
Describes the behaviors that employees are
expected to display on the job. This may include
values, behaviors, core competencies, and role
and job-specific behaviors.
Dashboards
A type of report in SuccessFactors that contains
images, charts, or portlets.
Default User Group
Contains all the individuals who have been
imported into SuccessFactors and have
permission to log in.
Employee Data File
Contains all the customers’ SuccessFactors users.
Forms
Also called documents, these are created for
individuals from a form template and are used to
record information, such as evaluation of an
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SUCCESSION AND DEVELOPMENT - PROJECT TEAM TRAINING
employee’s performance during the review cycle.
The form that each employee receives contains all
the elements of the form template on which it is
based. The process for distributing the form is
referred to as mass creation.
Form Templates
Contain the layout, sections, and workflows for
each form. Form templates are created by
SuccessFactors and used to create individual
forms for your population. A template “type”
determines the purpose of the form template.
Instance
The customer space on the SuccessFactors
server. Each customer works together with a
Professional Services Consultant to configure their
own instance.
Line of Sight
Describes an individual’s reporting visibility within
SuccessFactors. For example, managers can view
direct reports and below; matrix managers can
view only those assigned to them in that role; HR
can view the people for whom they have been
defined as the HR representative. Admins with
special permissions can view data across the
organization
Portlets
Provides resources, charting, or features for users
to assist them with performance processes.
Portlets is a term used to describe a chart or
image that shows user data and is configurable in
SuccessFactors.
Rating Scale
Determines the values and meanings of those
values that a user is able to select during an
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evaluation. Rating scales differ for each
organization; however, the best practice scale
would be 1-5 with 5 being the highest value.
Role Names
Also called code, role names are used to
designate to whom a form should be forwarded
using the route map. The role names for
Compensation are not quite as intuitive as for
other modules. This is because compensation
forms take a many-to-one approach – i.e., there
are many employees on a single compensation
form. Compensation forms are created with the
compensation planner (usually the manager) as
the form’s subject (as opposed to Performance
Management, for example, where the one-to-one
PM form has the employee as its subject). Thus,
for Compensation:
E = Manager (Planner)
EM = Second Level Manager
EH = Manager’s HR Representative
SuccessFactors knows who the E, EM or EH is,
as well as which employees report to E (and
should be on the compensation form), based on
the data supplied in the employee import file.
Route Maps
Establish the workflow and steps that employees
follow during the process. Route maps specify the
order in which a form moves from one employee
to another and what employees can do during
each step. Route maps use role name codes to
determine who receives the form at each point in
the process. To use a route map, you have to
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associate it with a form template.
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