Issue link: https://www.e-digitaleditions.com/i/508347
May/June 2015 29 1770-019977-15 Dispensing_FEDA_CSP_vsf.indd 1 2/13/15 3:41 PM "ASU is great because it gives everyone access to the same information," she says. "For someone like me, with more of a creative background, it was extremely helpful in understand- ing the numbers and the finance behind the company, as well as how we could all contribute to its wellbeing." In their second year of service, employees graduate to the Fred Pryor program, where they have access to more than 2,500 online courses and a number of inhouse seminars. "Currently we have 170 employees taking advantage of it," says Hayden. "In January and February of this year, our goal was a completion rate of 230 courses per month; in the first two months, our employees completed 590 courses. "There are some employees who are taking more advantage of it than others, but the ones who are say they are learning and they're enthused about what they're learning, which is important. The key is to monitor and measure their progress and continue to communicate the importance to management. So if a manager sees an employee who needs help in crisis management, that's the course they should require them to take. Our managers are the ones who know what they need and are responsible and accountable for helping them grow. Our goal is to give all of our employees the tools, the expe- riences and the ability to be good leaders as they progress through the organization." Taking Stock of Your Talent To determine who is ready to transition from one level to the next, Alto-Shaam uses the 9 Box Performance Potential Grid, an assessment tool often used in succes- sion planning to review current performance, weigh potential and identify future leaders. "We place all of our employees on the grid and our management team determines where everyone falls," says Director of Organizational Development and Training Bill Hayden. "We discuss who we want to develop in different areas and how to move forward. Recently, we used it to iden- tify 12 managers we'd like to take to the next level in the succession process." Most companies serious about succession planning use the 9 Box Performance Potential Grid, says consultant Karin Hurt. "I believe in mapping and discussing the entire management team, and then discussing those with the highest performance and potential in more depth," she adds. "The important aspect of this process is cali- bration amongst the current executive team. For someone to be defined as a succession planning candidate, all heads around the table should be nodding. It's important to understand and discuss differences in perception early, so the candidate has time to develop in areas perceived as weak, and to build stronger relationships with those who may not know him or her as well."