Succession Planning and Staff Development on a Budget

1. Succession Planning and Staff Development on a Budget Amy Hurd, Ph.D., CPRP Illinois State University

2. Session Objectives • Identify succession planning needs and processes to implement succession plans into an agency • Understand and discuss competency progression from entry level practitioners to CEOs • Examine your own agency to determine the viability of successful staff development programs • Or….Walk away with 3-5 good ideas you can put to work

3. Before we start…. • Any CEO’s • Upper Middle managers? • Good people to fill CEO position? • Upper Middle manager positions?...

4. Before we start…. • Do you have a plan? • What does/doesn’t your plan address? • Is your department implementing its plan? • What are some weaknesses/strengths of the plan?

5. Succession Planning • Right people in the right place at the right time to do the right things • Identifying and preparing suitable employees through training and mentoring to assume key positions within the organization. • Systematically designed to ensure continued effective performance in the future…not conferences & cross training • Match current talent to future needed talent

6. Succession Planning Replacement Plans • Short term: 0-12 months • Focus on immediate needs • Develops back-up staff for key positions • Very reactionary! Succession Plans • Long-term: 12-36 months • Focus on future leadership • Develops leaders capable of filling multiple assignments What about progression plans??

7. The Situation… • The Boomer Effect • 82.8 million boomers • 1946-1964 • 2010, 76 million ready for retirement • Doesn’t account for death, illness, major life changes 60% of all companies don’t know what they are going to do about this

8. The Situation… • The Gen X & Y Effect (1965-1997) • 53% seek better compensation and benefits. • 35% cited dissatisfaction with potential career development. • 32% said they were ready for a new experience.

9. The Situation… • The Skilled Workforce Effect • More jobs require skilled workforce • Increased difficulty in filling these jobs • M-NCPPC • The economy!

10. Time to face reality!Be proactive rather than reactive

11. Why aren’t you doing this??

12. Why Isn’t Succession Planning More Common? • Time consuming • Important, but not urgent • No immediate results • Resistance from managers and directors (threatened) • Mentality that employees are short-term

13. Why SP Should be Common • Leaders/potential leaders want to work for quality organizations…basic systems theory • Provides an opportunity to identify potential leaders and groom them for advancement • Helps the organization prepare for the future • Encourages employee satisfaction and retention • Organization can effectively function during a search • Assures continuity and a strong organization • Builds a strong core

14. Are you sold on succession planning yet??

15. Succession Planning Steps • Step 1- Understand Agency Development Needs • Step 2- Assess Job Demands & Bench Strength • Step 3- Build the Talent Pool • Step 4- Facilitate Development Opportunities

16. Step 1- Understand Agency Dev. Needs • Purposes • Have high level replacement needs • Need for structured ee development plans • Desire a systematic process to review talent • Desire a systematic process to forecast talent • Establish a learning organization culture • Increase agency quality, efficiency, effectiveness...

17. The individual’s competencies The job’s demands The organizational environment Step 1- Understand Agency Development Needs Model for Effective Performance Effective specific actions or behaviors BALANCE Boyatzis (1982)

18. Step 1- Understand Agency Dev. Needs • What will the program look like? • How many participants • Application process • Tracks vs 1 program

19. Step 1- Understand Agency Dev. Needs • How many participants • Resources available • Mentors available • Sample size • VBPRD 500+ ee’s, 64 applied, accepted 30 (6%) • CPD 60 employees…10-20%

20. Step 1- Understand Agency Dev. Needs • Application process…sample • Application to the program… • Resume • Completed recommendation form from a full time employee higher in the organization than the applicant... • Written approval of the applicant’s direct supervisor if they did not provide a letter of recommendation.

23. Step 1- Understand Agency Dev. Needs Recreation & Admin. Track Operations (Maintenance) Track • Director Track • CEO, rec & admin depart. Heads • Coordinator/Manager Track • Managers and coordinators within rec and admin • Director Track • Operations department heads and other director level employees (ie. Planners) • Supervisor/Specialist Track • Supervisors, operations specialists, and foreman within operations.

24. Succession Planning Steps • Step 1- Understand Development Needs • Step 2- Assess Job Demands & Bench Strength • Step 3- Build the Talent Pool • Step 4- Facilitate Development Opportunities

25. Step 2- Assess Job Demands & Bench Strength • Know where you are before determining where you are going • Identify: • Key positions • Positions vs. levels • Competencies needed for each position • Competency progression • Bench Strength

26. Step 2- Assess Job Demands & Bench Strength • Key positions or levels…how to identify them • Consequences of not filling a position • Tasks or decisions put on hold • Change in service levels • Reduction in efficiency/effectiveness • Look at organizational chart… • What is the unique function of the job? • Why is a position so important? Key skills? • Can your organization operate without this position?

27. Director Track – R & A Coordinator/Manager Track – R & A Director Track – Operations Supervisors/Specialists - Operations

28. Step 2- Assess Job Demands & Bench Strength • Competencies • Skills • abilities required to perform the position • Knowledge • information required for the position • Characteristics • attitudes, personality factors or mental traits needed

29. Step 2- Assess Job Demands & Bench Strength • Common Competencies • Communication skills • Customer service • Leadership & management principles • Creativity & innovation • Multi-tasking & time management • Flexible & adaptable • Solve problems & make decisions • Networking • Comprehensive knowledge of the field 25 common competencies

30. Step 2- Assess Job Demands & Bench Strength • Understanding competencies will… • Recognize the competency gap • Align skills with strategic direction • Help organization become “lean & mean” • Guide hiring practices to hire right people • Any bad hires? Why??? • Predict success of employees

31. Step 2- Assess Job Demands & Bench Strength • Progression & types of competencies… • Characteristics - soft skills • Be a self starter • Have patience • Ability to be creative & innovative • Job skills - hard skills • Develop & stay within a budget • Establish priorities • Develop goals & objectives

32. Step 2- Assess Job Demands & Bench Strength Characteristics CEO Entry Level Job Skills

33. Step 2- Assess Job Demands & Bench Strength

34. Step 2- Assess Job Demands & Bench Strength • Identify competencies for each job or level • Job analysis • Outlines roles, responsibilities, essential functions • What people are expected to do • What the person actually does & what others think they should do • Results in a job description & task inventory • Example….

35. Step 2- Assess Job Demands & Bench Strength

36. Step 2- Assess Job Demands & Bench Strength • Identify competencies for each job or level • Develop a competency based success profile each position • Look beyond skills & knowledge • Use research in the field • Demonstrate understanding of ee development

37. Step 2- Assess Job Demands & Bench Strength • Example of competency-based performance criteria • Essential function  Management • Core Requirements = Communication Supervision Leadership Conflict Resolution • Specific Responsibilities: • CIP and Operating Budget Development • Financial Analysis/Budget Monitoring • Personnel Management • Policy Development Virginia Beach Parks & Recreation Dept.

38. Step 2- Assess Job Demands & Bench Strength • Example of competency-based performance criteria • Essential function  Landscape Management • Core Requirements = Communication Supervision Leadership Coaching Conflict Resolution • Specific Responsibilities: • Irrigation system installation • Plant identification, design, layout • Soil analysis • Storm water drainage system management Virginia Beach Parks & Recreation Dept.

39. Step 2- Assess Job Demands & Bench Strength • Depth Chart to build bench strength CEO A.J. A. No internal candidate ready B. Jack C. Mary A. In emergency brd member X may step in B. Ready in 2 years C. Ready in 5 yrs, long shot, may not get there

40. Step 2- Assess Job Demands & Bench Strength • Depth Chart to build bench strength Another eg…

41. Step 2- Assess Job Demands & Bench Strength • Depth Chart to build bench strength Your bench strength???

42. Succession Planning Steps • Step 1- Understand Development Needs • Step 2- Job Demands & Assess Bench Strength • Step 3- Build the Talent Pool • Step 4- Facilitate Development Opportunities

43. Step 3- Build the Talent Pool • Focus on all levels within organizations • Laborers through CEO • FT and PT • Find your HiPos (High potentials) • Capable of advancing 2-3 more levels • Haven’t reached a career plateau • Exceed minimum job expectations • Self-actualizing ; committed to personal and professional improvement • Who are the HiPos in your organization??

44. Future Potential High Low Performance/Potential Grid High Present Performance Low Odiome, G. S. (1984). Strategic management of human resources: A portfolio approach

45. Step 3- Build the Talent Pool • Assess your HiPos • Supervisor assessment based on competencies • Self assessment • Past performance appraisals • 360 degree evaluation • A few examples….

46. Conflict Management 5 4 3 2 1 Has high level of skill resolving differences & reaching agreement by maintaining a problem solving attitude Has adequate skill resolving differences & reaching agreement by maintaining a problem solving attitude Has little skill resolving differences & reaching agreement by maintaining a problem solving attitude Communication Skills 5 4 3 2 1 Always asks & answers questions clearly; displays good understanding of questions; demeanor is highly professional & friendly Asks & answers most questions clearly; displays adequate understanding of questions; demeanor is generally professional Questions & answers not clearly stated; often does not understand questions; demeanor is often unprofessional & unfriendly

47. Champaign Park DistrictStaff Development ProgramRecommendation Form – Director/Administrator Track Part 1:

48. Champaign Park DistrictStaff Development ProgramRecommendation Form – Director/Administrator Track Part 2a: • Performance Rating • Unsatisfactory results and performance • Marginal – does not meet requirements of position, remedial actions needed • Satisfactory – generally meets job requirements but room for improvement • Above average – surpass overall job requirements but lacks strength in some areas • Superior – some elements of performance may rate as exceptional, but overall performance falls below an exceptional rating • Exceptional – general all-around excellence in quality/quantity of work, initiative, self-development, new ideas, and attitude.

49. Champaign Park DistrictStaff Development ProgramRecommendation Form – Director/Administrator Track Part 2b: • Potential to Advance • Outstanding – can advance two levels above present position • Considerable - can advance at least one level above present position and/or assume substantial added responsibility at present level • Some – can assume added responsibilities at present level • Limited – at or near capacity in present position • Key capacity in current position – vital technical knowledge precludes movement

50. Champaign Park DistrictStaff Development ProgramRecommendation Form – Director/Administrator Track Part 2c: • Readiness to advance to next level • Qualified to move now • Within one to two years • Within two to four years • Current level appropriate