1 Best Practices module SUCCESSION PLANNING Presented by: Joy Davis Cultural Resource Management Program
2 Contents BCMA / Best Practices Modules Page 1. Introduction Page 2 Relevance and Implications for the Museum Sector Page 3 Benefits of Succession Planning and Management Page 4 Sectoral Best Practices Page 5 Institutional Best Practices Page 6/7/8 Individual Best Practices Page 9 Knowledge Transfer Best Practices Page 10 Pitfalls in Succession Planning Page 11 Resources Page 12/13 The BC Museums Association gratefully acknowledges the financial assistance granted by the Government of Canada, through the Department of Canadian Heritage under the "Canadian Arts and Heritage Sustainability Program (CAHSP) - Capacity Building Component for Heritage Organizations.
3 BCMA / Best Practices Modules Page 2. Introduction Succession management is a continuous strategic process that enables a museum to sustain its operations in times of senior staff transition by proactively recruiting and grooming people for promotion to key roles. Succession planning and management includes systematic analysis of the museum s competency requirements, employee skills analysis, recruitment and retention strategies, and ongoing staff development. While succession planning and management activities generally focus on senior leadership positions, a wise organization also plans for transitions in key managerial, professional, volunteer, and board positions to ensure continuity in operations.
4 BCMA / Best Practices Modules Page 3. Relevance and Implications for The Museum Sector Museums, as knowledge and memory institutions, are reliant on the quality and continuity of staff to accomplish the complex and specialized tasks inherent in museum practice. Competencies in curatorship, education programming, exhibition development, conservation, marketing and management are vital to all museums regardless of size or nature. Depending upon institutional size and focus, these competencies are combined in varied organizational structures to create a unique, highly specialized workforce. Given the diversity of skills sets, educational preparation, professional entry points, workplace demands, compensation levels, career pathways, and changing occupational demands that characterize contemporary practice, museums face significant challenges in developing and maintaining a skilled workforce. To further complicate matters, many small museums rely on volunteers to perform a range of key functions. The demands associated with recruiting and retaining this skilled workforce are compounded by the impending retirement of the baby boomers that dominate senior management across all sectors of Canadian society. The rapid growth of museums in the 1960s and 70s attracted the generation of museum professionals who play executive roles across the sector today. Of the nearly 11,000 full-time museum professionals employed in more than 2500 museums and heritage institutions across Canada, 1 it is estimated that as many as 38% may be leaving the field in the next five years, assuming that the demographics of the museum labour force are consistent with the general labour force. 2 Such transitions in staffing are a particular issue in larger institutions that have had the capacity to retain their original highly specialized staff, despite the significant down-sizing and layoffs that have occurred across the sector over the past two decades. Since the victims of downsizing and layoffs in museums tended to be the entry-level staff who would now be at mid-career, the layer of middle management that might have been groomed to assume more senior positions is, in many cases, missing in both small and large museums. And while younger staff may have great educational backgrounds and potential, they lack the experience and training to assume highly responsible, increasingly complex roles. At the same time, since government, industry and educational institutions are experiencing similar attrition through retirements, the task of recruiting new staff promises to be challenging, particularly as compensation levels across the museum sector are relatively low and competency requirements are specialized. In this environment, museums are challenged to take strategic and timely approaches to succession planning in order to attract and retain a strong and adaptable talent pool. Despite the growing awareness of an impending crisis, museums in general are slow to articulate strategic human resource and succession plans. A recent survey of the heritage workforce noted that Less than one in ten Canadian museums currently has a plan to make provisions for the development and replacement of professionals over a period of time and to ensure leadership continuity medium-large museums were more than two times as likely than small museums to have such a plan. 3
5 BCMA / Best Practices Modules Page 4. Benefits of Succession Planning and Management While demographic changes and other staff departures have the potential to create considerable stress across the sector, for museums that take a proactive approach to staff development such change can create opportunities for organizational revitalization. Among the benefits associated with succession planning activities that are aligned with institutional mission and strategic goals are: - The opportunity to regularly review and adjust the alignment of staff skills, knowledge and attitudes with the mission of the museum. - Clearly defined competency requirements along with strategies to develop both existing and new staff to meet these needs. - An ongoing supply of appropriately trained, broadly experienced, motivated people who are ready and able to step into key positions as needed. - Capacity to react in a planned manner to unexpected departures as well as to planned retirements and other job transitions. - Provisions to identify and transfer key knowledge and information that might otherwise be lost to the museum. - Defined career paths and a supportive work environment, which help the museum to recruit and retain better people. - Reassurance for the departing manager that the decision to leave is not likely to cause undue hardship for the institution. TIP: Begin the discussion among staff, board and volunteers soliciting their ideas about succession planning.
6 BCMA / Best Practices Modules Page 5. Sectoral Best Practices While succession processes are applied at the institutional level, the overall sector is influential in creating an environment that supports a healthy workforce along with smooth and effective transitions in leadership, executive, and professional roles. The government services and agencies, academic programs, and professional associations that exist to support the museum sector are encouraged to: - Strengthen the appeal of museum careers for young people through initiatives that stabilize employment prospects, increase compensation levels, and clarify educational expectations. - Define and model a strong and inclusive sense of professionalism that reinforces museum workers commitment to and support of the sector, and emphasizes their obligation to maintain their competence and share knowledge throughout careers - Create accessible opportunities for ongoing professional and leadership development for both employees and volunteers - Support research, policy, program, and resource material development relating to career planning, human resource management, and workforce dynamics - Find a creative role for veterans to continue to share their experience through mentoring and advisory roles - Undertake succession planning for their own organizations to sustain the broad workforce that serves the museum community.
7 BCMA / Best Practices Modules Page 6. Institutional Best Practices Given the key role that senior executives play in the articulation and implementation of museum vision and goals, smooth transitions in leadership and management are critical to all museums. Regardless of the size or nature of the museum, it will benefit from succession management by observing the following guidelines and adapting them to meet its unique needs and circumstances. Best practice approaches for succession management encourage the museum to: - Establish a strategic vision and direction for the museum that takes into consideration human resource and leadership needs. A comprehensive strategic plan with a strong human resource component provides the museum with a foundation for assessing current and future succession issues and sets out strategies for both long-term leadership transitions and short-term contingencies for interim or acting positions in the event of unexpected senior staff departures. - Ensure the full support of the CEO and Board or other governing authority for succession management and leadership development initiatives. It is essential that the integral relationship between leadership development and succession planning be understood at the executive level, since without leadership, succession initiatives are unlikely to be sustainable or successful. - Identify key positions and/or functions in the museum that are critical to the overall success of the organization and that require continuity. These will be priorities for succession planning and management initiatives. - Define current and future leadership, management and professional competency requirements in the context of institutional mission, strategic and business plans, and museum sector standards. - Identify existing skills, knowledge, strengths, and leadership potential through a range of employee competency assessment tools, and consider current and emerging competency deficits that must be addressed through professional development and/or recruitment. A timeline that identifies when new forms of knowledge and skills will be needed facilitates proactive professional development. - Forecast human resource transitions including both retirements and the creation of new positions, and consider their implications in the context of identified needs and strategic human resource planning. - Recognize opportunities for organizational change or transformation as a result of human resource transitions, including retirements. Given significant shifts in the ways in which work is defined and organized in contemporary museums, the departure of key senior staff can be seen as an opportunity for new ways of defining work and aligning relationships. Rather than automatically filling a position, vacancies should prompt a review of the role, purpose, and expectations associated with the position and with the financial and other resources required to sustain it.
8 BCMA / Best Practices Modules Page 7. Institutional Best Practices cont d - Identify internal succession candidates and work with them to define and implement a mutually acceptable development program that meets their career goals and strengthens their capacity to assume more senior roles. Given that succession planning should take place over an extended period, the museum should also find ways to engage and challenge (and retain) succession candidates through interesting assignments prior to promotion. Such candidates can gain experience in acting roles, on teams, and through job shadowing and through committee participation. - Devise professional development options and career progression opportunities for those who aren t well suited to senior management. As not all employees can be groomed for senior positions, the museum should strive to communicate that all employees are valued and have the capacity to contribute in varied ways; new assignments and team approaches can provide employees with new challenges within existing positions or job families. - Recognize where it will be necessary to seek external candidates for senior leadership, management and professional positions. While there are many benefits to internal promotion, external recruitment is desirable when appropriate internal candidates aren t available and/or when the infusion of new knowledge, skills and attitudes is required to support and energize the achievement of museum goals. - Formalize performance planning and employee development and progression strategies to ensure equity and consistency in human resource development strategies, and to encourage diverse candidates to emerge. - Develop employee retention strategies to avoid the loss of people whose experience, knowledge and relationships have been developed through significant investment by the museum. Fair compensation, professional development, opportunities for career progression, positive organizational culture, and challenging assignments are all instrumental in employee retention. - Foster a positive organizational culture and a stimulating work environment. Strong leadership, shared values, effective communication, supportive human resource practices, an orientation to organizational and individual learning, and team approaches to decision-making and project management, all contribute to the kind of museum workplace that attracts and retains dynamic professionals. - Find ways to enable retirees to leave with dignity and grace. Retirement can have profound, often negative, implications for many senior workers, particularly if they have had positive and influential working lives and identify strongly with their professional roles. By providing pension benefits that ensure a comfortable retirement and counseling that addresses shifting identity, and by acknowledging and celebrating the contributions that individuals have made to the institution, sector, and community, museums can ease the transition to retirement and, in some cases, maintain advisory and mentoring relationships that are of mutual benefit.
9 BCMA / Best Practices Modules Page 8. Institutional Best Practices cont d - Recognize that successors need orientation, performance planning and support to settle into new positions, to establish new relationships with colleagues, to set priorities, and to begin to implement change. A challenge for museums, as they attract new leaders with innovative approaches to management, is to incorporate new insights and approaches while adhering to the strategic plan. Since such change may be painful for prior managers, the museum should exercise caution in retaining veterans in formal roles that create confusion around vision and authority. - Recognize the succession issues associated with volunteerism. While succession planning is normally directed to senior professional staff, the reality for many Canadian museums is that volunteers play significant human resource roles. More than simply willing hands, volunteers are a vital day-to-day connection between the museum and the local community. In this sense, the ebb and flow of volunteers may be seen as a barometer of the museum s success in engaging the community it serves. Just as professional staff expanded in late 60s and 70s, many volunteers began a life-long commitment to museums in that period. As they also contemplate retirement, museums must undertake succession planning to ensure that they maintain a healthy, diverse, motivated and effectively trained pool of volunteers. TIP: Commit some ideas to a document that is reviewed annually.
10 BCMA / Best Practices Modules Page 9. Individual Best Practices While formal succession planning and management tends to be the domain of the institution, individuals play an influential role as leaders and participants in the process. To achieve satisfying careers in the museum sector, individuals are encouraged to: - Undertake ongoing career and personal planning that identifies professional goals and defines current and desired aptitudes, interests, competencies, and work and leadership styles. With a clear sense of personal and professional capacity, the individual can approach succession opportunities in an informed and proactive way. - Participate in systematic continuing education and professional development activities that provide both the generic and functional competencies necessary for the chosen area of museum practice. As all museum positions rely on mastery of a range of shared competencies, individuals should pay particular attention to the development of leadership, teamwork and communication skills and knowledge, particularly if they have an interest in making the transition to senior management and leadership roles. - Participate in professional networks and communities of learning to develop and maintain professional affiliations and develop a support and advisory network. - Understand and support the museum s vision and mission, and relate day-to-day practice to institutional goals and priorities.
11 BCMA / Best Practices Modules Page 10. Knowledge Transfer Best Practices Since knowledge is a critical resource in most aspects of museum practice, a vital aspect of succession planning and management is the transmission of key information and knowledge among staff and from departing to incoming employees. Without a systematic approach to knowledge management, vast stores of knowledge are lost to the museum and productivity is diminished. Best practice guidelines encourage museums to: - Identify the types of knowledge that are critical to the mission and operations of the museum. In undertaking this task, museums should recognize that while explicit or codified knowledge can be recorded and shared through various media, the extensive tacit (or unarticulated) knowledge held by many senior managers is much harder to describe and translate in meaningful ways. - Develop systematic knowledge management strategies to capture and share mission critical explicit information. While collections management systems have made significant strides in storing, manipulating and sharing vital collections-related information, similar integrated database systems have significant potential to also capture programmatic and other forms of museum information. Staff should be encouraged to use these to capture and share knowledge as it is generated and tested so that it becomes the property of the museum rather than the individual. - Recognize the kinds of tacit information that are of value to the organization and encourage museum staff to share their hard-earned knowledge, experience and wisdom with colleagues in ways that allows them to make it explicit. Formal and informal mentoring and coaching programs, opportunities for reminiscence and storytelling, conference presentations, journal articles, interviews, team approaches to work, job sharing, and ongoing advisory roles all provide non-threatening ways in which senior museum professionals can transmit the knowledge and experience gained throughout their careers. TIP: Provide staff and volunteers opportunities to cover different positions in the museum during vacation absences.
12 BCMA / Best Practices Modules Page 11. Pitfalls in Succession Planning While there are compelling strategic benefits to proactive succession planning, museums must also be conscious of a number of difficulties that can arise as they seek to ensure smooth staffing and leadership transitions: - Succession planning can create expectations for promotion that are slow to materialize. Clear communication, new work challenges, and incentives to stay are necessary to avoid discontent, particularly if the potential successor is tempted to pursue other career opportunities on the strength of newly developed knowledge and skills. - Promotions that distance people from their established professional specializations and networks can cause significant problems, particularly if they lose a sense of professional identity and credibility in the process. - Proactive strategies for leadership transition, particularly toward the end of a director s tenure, may undermine the director s authority and credibility. - Some employees may see the selective grooming of succession candidates as a threat to their current status or as an opportunity jockey for position. - Choosing successors without a competency assessment process tends to perpetuate traditional leadership personas and to limit consideration of diverse candidates. - While some people will be nominated to the succession pool to be groomed for promotion, it is important that those not chosen also be recognized as valued and productive employees with opportunities for growth within their current and potential positions. - Reduced staffing has created workloads that allow little time or energy to pursue succession management strategies or opportunities.
13 Resources BCMA / Best Practices Modules Page 12. A Note on Knowledge Management prepared by Artemis March. Harvard Business School, November, 1997, 20 pp. More than Helping Hands: A Report on Voluntarism at Museums. Canadian Museums Association, 2001, 14pp. Planning for Staff and Volunteer Training by Christine Castles from the Ontario Museums Association Website, Some thoughts about succession by T. Berger (2003) Succession: Arts Leadership for the 21st Century. Chicago, Illinois Arts Alliance Foundation: Staff Benefits in Museums and the Cultural Sector from the Ontario Museums Association Website (2003) Succession Planning: Often Requested, Rarely Delivered by Paul Cantor from Ivey Management Services, January/February 2005, 11 pp. Using Succession Planning to Transform Organizations by Rosie Steeves and Barbara Ross- Denroche from the Centre for Exceptional Leadership Inc. Website (2003) Coaching. Mentoring and Succession Planning from the Cultural Human Resources Council (2004), 17 pp. Practices/E_Coaching.pdf Face of the Future: A Study of Human Resource Issues in Canada s Cultural Sector from the Cultural Human Resources Council (2004) People, Survival, Change, and Success from the Canadian Museums Association (1995). Recruiting and Hiring Museum Curators and Directors: A Human Resource Tool for Local Government, Museum Trustees, and Cultural Managers, from the Ontario Museums Association, The Future of Heritage Work in Canada (2004). 8Rs Consulting for the Canadian Library Association, the Canadian Council of Archives, L association pour l avancement des
14 BCMA / Best Practices Modules Page 13. Resources cont d sciences et des techniques de la documentation, and the Canadian Museums Association, March 2004, 340 pp. The Getting and Keeping of Wisdom: Intergenerational Knowledge Transfer in a Changing Public Service, by Mark Hammer (2002) for the Public Service Commission of Canada. The Workforce of the Future: Professional Competencies for Canadian Museum Workers from the Canadian Museums Association (1995). 1 Statistics Canada. Profile of heritage institutions (excluding nature parks) 2 Statistics Canada, as cited in CBC News Online by Peter Hadzipetros in Indepth: Retirement, February 11, 2005, 3 The Future of Heritage Work in Canada. 8Rs Research Team for the Canadian Library Association, the Canadian Council of Archives, L association pour l avancement des sciences et des techniques de la documentation, and the Canadian Museums Association, March 2004, 340 pp.
Career Management & Succession Planning Dr. Oyewole O. Sarumi Scope of Discourse Introduction/Background Definitions of Terms: Career, Career Path, Career Planning, Career Management. The Career Development
Ottawa Public Library s Talent Plan: Succession and Leadership Planning Barbara Clubb City Librarian & CEO, Ottawa Public Library Barbara.Clubb@BiblioOttawaLibrary.ca 1 Ottawa Public Library: an amalgamated
The Importance of Succession Planning and Best Practices Shellie Haroski, SPHR Questions to consider What percentage of your employees will retire in the next 5 years? 10 years? What percentage of your
19 205 Strategic human resource management toolkit The purpose of the toolkit is to provide the basis for conducting a strategic review of human resource management practices in order to develop and implement
Succession Planning Passing The Torch To Our Future Leaders Gary Milewski Perkins+Will, Inc There are two kinds of people in organizations: Those with 20 years experience and those with one year experience
Workforce Diversity: The Fresh Face of Employment in Canada Workforce diversity and you Why a diverse workforce is important Canadian employers are making significant strides in inclusive hiring and improving
Creating Tomorrow s Public Service May, 2009 A Corporate Human Resource Management Strategy For the Newfoundland and Labrador Core Public Service 1 The Role of Public Service Employees As professionals,
SUCCESSION PLANNING AND MANAGEMENT GUIDE HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland and Labrador P.O. Box 8700 St. John s Newfoundland
Public Service Commission Strategic Plan Part A, 2011-2016 Year 5 2015/16 Promoting and modeling excellent human resource practices Message from the Minister It is my pleasure to update the Public Service
CIAC CALL CENTER MANAGEMENT COMPETENCIES CIAC-Certified Operations Manager (CCOM) These competencies represent the knowledge, skill, and behavioral requirements for professionals pursuing certification
Implementing a Strategic Human Resources Program: ASA s In the Trenches Experience Becoming an Employer of Choice Authors: Karen Pallansch General Manager Alexandria Sanitation Authority 1500 Eisenhower
Nonprofit Leadership Transition: Sustaining Organizational Success When a Founder or Long-Term Leader Departs Nonprofit organizations are predicted to transition their chief executive at a staggering rate
Module 4: A Guide to Succession Planning, What Every Director Needs to Know May 17-18, 2015 Purpose and agenda The purpose of the training is to provide directors with practical information on the need
Agenda Strategic Succession Planning: Building Your Bench Strength The Business Case for Succession Planning The Wedding: Succession Planning meets Leadership Development Top 10 Ideas for Building Your
Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Equivalent in the Performance Based Principal Licensure Standards (current principal standards)
Human Resources Pillar Policy No. 5.0 Date Approved: Dec. 2012 Projected Review Date: Dec. 2016 PURPOSE: Hamilton-Wentworth District School Board (HWDSB) believes that attracting, recruiting and retaining
The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry
Public Document 3 Purpose: Outlines the standards that are the foundation for the evaluation. Name of Superintendent: Date: Performance Rating Scale: Distinguished (4) Accomplished (3) standards for most
Government of Nunavut Department of Health and Social Services Nunavut Nursing Recruitment and Retention Strategy 2007 2012 NUNAVUT NURSES BE THE DIFFERENCE Nunavut Nursing Recruitment and Retention Strategy
U.S. NUCLEAR REGULATORY COMMISSION COMPREHENSIVE Diversity Management Plan Vision Statement: NRC is an agency where all employees are valued and have an equal chance to succeed, thereby increasing organizational
Succession Planning: Developing Your Bench Strength Presented By: Michelle McCall, Managing Principal, IMG Agenda The Business Case for Succession Planning The Wedding: Succession Planning meets Leadership
10. Human resources planning for tourism in protected areas 10.1 Introduction This chapter contains a number of general observations about the importance of human resources planning. While these observations
CEO and Board Succession Planning Director s Institute Southeast Leadership Development Conference November 4, 2015 Who has been involved with recruiting a new CEO at your credit union? 2 1 Format of Presentation
DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM A Human Resource Management Framework HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland
Revised Body of Knowledge And Required Professional Capabilities (RPCs) PROFESSIONAL PRACTICE Strategic contribution to organizational success RPC:1 Contributes to the development of the organization s
Human Resource Strategic Plan (Condensed Version) A dynamic and diverse workforce of highly skilled people working together to deliver excellent service to the community of Winnipeg Vision A dynamic and
SUCCESSION PLANNING GUIDELINES Introduction Succession planning is a process for identifying and developing internal people, both employees and volunteers, with the potential to fill key positions in the
HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Employees in this banded class provide leadership and supervision to professional/technical staff in the delivery of a contemporary human resources program(s)
planning for success. how a succession plan can help your business retain knowledge & grow leaders. move up in the world. planning for success: how a succession plan can help your business retain knowledge
National Transportation Safety Board Strategic Human Capital Plan FY 2011-2016 September 30, 2011 Strategic Human Capital Plan National Transportation Safety Board Fiscal Years 2011 through 2016 Prepared
Volume 1, Issue 1 November 2008 By Seymour Adler, Senior Vice President and Amy Mills, Vice President Leadership Shortage Imminent Grooming leaders is one of the most critical business needs in the modern
Talent management consulting is the giving of professional, expert advice to executives who are put in charge of handling, directing, or managing those who have a capacity for achievement or success. THE
Millennials Invading: Building Training for Today s Admissions Counselors By Kent Barnds A few years ago, while talking to my admissions staff at Augustana College, I realized that the antiquated way in
UCR Core Competency Model Behavioral Indicators Rev. 03/20/2013 COMMUNICATION Shares and receives information using clear oral, written, and interpersonal communication skills. Behavioral Indicator-Operational
Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,
Individual Development Planning (IDP) Prepared for Commerce Employees U.S. Department of Commerce Office of Human Resources Management Table of Contents Introduction / Benefits of Career Planning 1 Your
THE CORPORATION OF THE CITY OF WINDSOR POLICY Service Area: Office of the City Clerk Policy No.: HRDEV POL - 0001 Department: Human Resources Approval Date: March 23, 2015 Division: Organizational Development
Succession Planning Iowa Community Action Association July 10, 2014 Kay Sohl firstname.lastname@example.org Why Talk About Succession Planning Demographic realities New opportunities Serious threats CAA Organizational
Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.
Workforce Planning Toolkit A Guide To Developing Your Agency s Succession Plan 2007 NASPE SUCCESSION PLANNING IN A MERIT SYSTEM Introduction The nation s estimated 78 million baby boomers began turning
Future-proofing employee engagement 5 areas of focus for 2015 Employer Branding Experience 5 th November 2014 1 By way of introduction Thanks for having me Employee engagement is for life 4 An important
SPE Strategic Plan 2013-2017 APPROVED BY THE SPE BOARD OF DIRECTORS MARCH 2013 TABLE OF CONTENTS Introduction... 3 Strategic Framework... 5 Strategic Priorities... 6 Appendix A: Strategic Planning Steering
Talent Management and Succession Planning Guide for Agencies in the Developmental Services Sector Table of Contents Acknowledgements.. 3 Executive Summary.. 3 1. Introduction.5 Introduction to the Guide
diversity is working non-profit organizations SPARC BC s Diversity is Working project provides seventeen (17) case studies of Lower Mainland organizations that have taken steps to make their workplaces
Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their
Advancing Career Success: Professional Development Initiatives That Work for Women in Science and Engineering Carolyn J. Emerson Ass't to NSERC/Petro-Canada Chair for Women in Science and Engineering Atlantic
Department of Human Resources FY 2009-2013 Strategic Plan OUR MISSION, VISION, PHILOSOPHY OUR MISSION In partnership with the University of Arizona community, we attract and engage the world-class human
REINVENTING THE PERFORMANCE REVIEW The 5 Forces that are Changing Employee Performance Reviews 1 REINVENTING THE PERFORMANCE REVIEW The 5 Forces that are Changing Employee Performance Reviews Summary This
Succession Planning - Dress Rehearsal for the Understudies By Donald H. Hutton This article 1st appeared in the November 2003 issue of Trustee Magazine. Many hospital and health system CEOs looking ahead
2011-2016 Strategic Plan Creating a healthier world through bold innovation 2011-2016 STRATEGIC PLAN Table of contents I. Global direction 1 Mission and vision statements 2 Guiding principles 3 Organizational
Developing a Comprehensive Leadership Development Program for the Sonoma County Human Services Department Kiergan Pegg EXECUTIVE SUMMARY In response to the impending retirement of many of its managers,
Would I Follow Me? An Introduction to Management Leadership in the Workplace This dynamic program clearly shows the right and wrong ways to deal with the very important human dimension of team performance.
Training Categories: Page 2 Workplace Wellness (6 videos) Our employee wellness training videos on topics such as Respect in the Workplace, Stress Management, Ergonomics and Substance Abuse are intended
Alabama Standards for Instructional Leaders To realize the mission of enhancing school leadership among principals and administrators in Alabama resulting in improved academic achievement for all students,
Management & Employee Services Organizational Development Human Resources Department FY 2014-15 BUDGETED POSITIONS DIRECTOR.90 FTE * Human Resources Business Partner 1 FTE Human Resources Business Partner
SUCCESSION PLANNING OBJECTIVES To discuss what succession planning is To discuss what succession planning is NOT To discuss why is succession planning needed? To discuss the basics of succession planning
Advancing Virginia's Leadership Agenda Guidance Document: Standards and Indicators for School Leaders and Documentation for the Principal of Distinction (Level II) Administration and Supervision Endorsement
A guide to strategic human resource planning By Workinfo.com, www.workinfo.com 1. Introduction A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall
PSI Leadership Services Strategic Solutions for Your Leadership Needs Select, Promote, & Develop the Leadership Talent Needed to Drive the Growth of Your Business SOLUTION BENEFIT/OBJECTIVE TYPICAL PROJECTS
Appendix A REE Position Management and Workforce/Succession Planning Checklist Agency: Division /Office: Position Number: Date: Supervisor: Vacancy Announcement (if Recruit): Position Title/Series/Grade:
Human Resources Management Program Standard The approved program standard for Human Resources Management program of instruction leading to an Ontario College Graduate Certificate delivered by Ontario Colleges
What s On the Minds of HR Directors? Neil Reichenberg Executive Director International Public Management Association for Human Resources The International Public Management Association for Human Resources
SUCCESSION PLANNING and LEADERSHIP DEVELOPMENT TOOLKIT April 2015 CONTENTS 1 Succession planning 3 What is succession planning? Succession planning process Leadership development 4 What is leadership development?
State of Washington Guide to Developing Succession Programs Updated November 2008 Page 1 of 9 Introduction The purpose of succession planning is to develop a pool of internal candidates for future vacancies.
Succession and Progression A Relay Race Some compare an orderly company succession and progression plan to a relay race. In Canada s property and casualty insurance industry, a challenging labour market
The University of Georgia Vice President for Finance and Administration Strategic Plan 2011-2021 Revised August 2014 Introduction STRATEGIC PLAN, 2011-2021 Vice President for Finance and Administration
Government of Nova Scotia, Attraction and Retention Framework - 1 - A Framework for Attraction and Retention in the Government of Nova Scotia Summer 2006 Government of Nova Scotia, Attraction and Retention
Succession Planning Tool Kit Succession planning is the process of identifying the key leadership positions within each department and developing employees within state government to assume these positions.
IT TALENT MANAGEMENT FOR MID-MARKET COMPANIES FOR IT DEPARTMENTS, CONNECTING WITH TOP TALENT IS CRITICAL In the rapidly evolving world of business, hiring and maintaining a competent IT department is essential
EMPLOYEE ORIENTATION TOOLKIT DAY WEEK MONTH QUARTER YEAR CAREER M THE MANAGER GUIDE Employee Orientation Toolkit EMPLOYEE elcome ORIENTATION TOOLKIT DAY WEEK MONTH QUARTER YEAR CAREER M Manager Roles The
ASHHRA s Initiative Raise Your Voice, Raise Your Skills Tool 00 Please fax d Tool to ASHHRA at --77 Attn: Jamie Macander ASHHRA s Initiative Raise Your Voice, Raise Your Skills Introduction Changes are
Leadership in public education Policy direction overview Discussion paper three Great educational leaders transform the lives of young people and enrich our whole community. They are the exceptional men
A Best Practices Guide to Workforce Planning For the Canadian Bus Industry Overview Workforce plans are the foundation upon which other human resources management activities such as: recruitment, selection,
Will regional talent management practices keep up with the global pace? A STUDY BY It s through employees that the organisation learns fast to turn around challenges and unpredictability into opportunities
Standards for Accreditation of Master s Programs in Library and Information Studies Adopted by approval of the Council of the American Library Association, February 2, 2015 Purpose of Accreditation Introduction
HUMAN RESOURCE PLANNING TOOL A NOTE FROM CCCO Cultural Careers Council Ontario (CCCO) is pleased to partner with The Learning Coalition in making available their Human Resources Planning Tool across the
Project Details Title Succession Planning: A Model for a Sustainable Future Status COMPLETED Category 5-Leading and Communicating Updated 09-26-2013 Timeline Reviewed 10-04-2013 Planned Project Kickoff