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SUCCESSION PLANNING

SUCCESSION PLANNING. 2010. CANADIAN COAST GUARD AUXILIARY - PACIFIC. A Succession Plan. Every company, business, and organisation needs to have a plan in place to ensure a smooth transition, for when someone leaves for whatever reason. This plan will allow that organisation to flourish

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SUCCESSION PLANNING

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  1. SUCCESSION PLANNING 2010 CANADIAN COAST GUARD AUXILIARY - PACIFIC

  2. A Succession Plan • Every company, business, and organisation needs to have a plan in place to ensure a smooth transition, for when someone leaves for whatever reason. • This plan will allow that organisation to flourish • The CCGA-P is no different

  3. Developing a Succession Plan

  4. Where to Start • Identify areas within the station’s volunteers where significant loss of knowledge and skills will be or could be occurring in the near future. • Identify the “high value” knowledge and skills (coxswains, station leaders, training officers). • Based on the above criteria, initiate succession planning for those positions.

  5. Identify Staff Levels and SKA’s • Which functions will remain unchanged? • What functions may be downsized or discontinued? Boating safety? • What functions may need to be expanded? Deputy Training Officers?

  6. Identify Staff Levels and SKA’s • What functions, if any, will be consolidated? None? • Will the projected workload volume increase or decrease? Increase? • Will staff levels change? If so, how? Extra coxswain required?

  7. Identify Staff Levels and SKA’s • What SKA’s are needed to perform the targeted job functions? • What extra training is required? RHIOT, Station Trainers Course, ARTE Course, SARnav Course?

  8. Forecast Skills and Knowledge Gaps • List critical knowledge and skill gaps that exist or will exist due to retirements and potential turn-over.

  9. Develop a Plan

  10. Develop a Plan • Station management agrees to replacements • Approach possible replacements and sound them out • Develop a knowledge transfer plan, communicate, implement and monitor it • Evaluate the possible replacements progress and revise as necessary

  11. Knowledge Transfer

  12. Knowledge Transfer • The process of sharing knowledge between on person and another • If knowledge has not been absorbed, it has not been transferred

  13. Types of Knowledge: Explicit • Structured – Data elements that are organized in a particular way for future retrieval; e.g., documents, databases, spreadsheets • Unstructured – Information not referenced for retrieval; e.g., emails, images, audio or video selections

  14. Types of Knowledge : Tacit • Knowledge that people carry in their heads. • It is difficult to assess and access, as most people are not even aware of what they possess or how it is of value to others. • It provides context for ideas, experiences, people, and places and is not easily captured.

  15. Recommended Practices Documenting processes Document library Manuals for positions Trail period in position Shadowing a position Lessons Learned Debriefing Mentoring Structured On-the-Job training Knowledge Transfer/ Management Strategies 1

  16. Position Shadowing - What

  17. Position Shadowing - What • Spending time with someone in their position to observe and learn about a particular occupation.

  18. Position Shadowing Tips • Share a little history of the position • Talk about the roles & responsibilities • Describe the personal attributes that match the position • Discuss knowledge requirement and skills required for the position

  19. Structured OJT - What • Instruction usually involving learning skills or procedures in a hands-on manner following a defined process.

  20. Structured OJT - Tips • Use good performers • Provide training after analysing the job, breaking into tasks, and develop procedures and aids for teaching • Describe, Describe & Demonstrate, Trainee Performs, Trainee Describes & Performs, Trainee Practices • Tell trainee where to go for help and provide follow-up

  21. Leadership Development Variety of Experiences + Challenging Assignments + Ability & Willingness to Learn

  22. Succession Plan Summary • The succession plan summary shown, is included only as an illustration of what the planning involves

  23. Key Position Title Incumbent Name Position Vulnerability Succession Candidate Names Open in < 1 Yr Open in 1–3 Yrs Open in 3 + Yrs Ready in < 1 Yr Ready in 1–3 Yrs Ready in 3 + Yrs SUCCESSION PLAN SUMMARY ORGANIZATION:_STATION 13____________________ X Pugh Barney Station Leader X Pew Wright Coxswain X Barney McGrew Cuthbert Dibble Grubb

  24. Succession Plan Summary • The succession plan is necessary for a healthy station, and consideration needs to take place today, and be regularly reviewed. • The sudden departure of a coxswain or station leader can be difficult to overcome, especially if unplanned.

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