1 How to Succeed with Succession Planning June Presented by: Christine Ball and Garth Johns
2 What does Succession Planning and/or Succession Management mean to you? Why is it important?
3 Succession Planning A Textbook Definition Succession planning and management is a deliberate and systematic effort by an organization to ensure the continued long-term effective performance of an organization, division, department or work group by: Identifying, developing, retaining and replacing talented individuals in key positions over time Retaining and developing intellectual and knowledge capital for the future Encouraging individual learning, growth and advancement Source: Rothwell, William J., Effective Succession Planning (2 nd edition), American Management Association, 2001
4 Succession Management Policy Definition The primary focus of Succession Management is to support the achievement of strategic goals and to ensure the continued effective performance of the organization by planning and supporting the development and replacement of key people and positions over time.
5 Why is it Important for Successful, Effective Organizations? Ensure Business Continuity Benchstrength Replace future Vacancies and meet future Skill and Talent Needs Address skill shortages & upcoming vacancies ahead of time Retain Institutional Memory Knowledge Management Maximize Competitiveness as an Employer and ability to Attract and Retain talented staff Enhance ability to promote from within Provide a supportive growth environment Focus learning and development efforts and $ s Focus external recruitment campaigns and efforts and $ s
6 Succession Management is akin to Capital Infrastructure Management Succession Focuses on People Infrastructure within a Municipal Organization Risk Analysis and Management Planning for New Jobs/Positions Development of Current Staff Replacement Planning Short Term and Long Term Plans Requires Financial Investment Need to Prioritize To have the right people with the right skills available at the right time to continue to provide excellent municipal programs and services Capital Infrastructure Focuses on Physical Infrastructure within a Municipality Risk Analysis and Management Planning for New Infrastructure Maintenance of Existing Replacement Planning Short Term and Long Term Plans Requires Financial Investment Need to Prioritize To have the right physical infrastructure to continue to provide excellent municipal programs and services that maintain and improve quality of life and economic prosperity within the community Our Workforce is Aging! Our Capital Infrastructure is Aging!
7 This document is intended to assist OMHRA and other related organizations with high-level succession planning analysis. Any questions, please contact Michael Robinson at OMERS Primary Pension Plan Scatter Chart of Active Members (Based on Results of Actuarial Valuation as at December 31, 2012) Number of Active Members Credited Service Age Total Up to 25 2, , ,430 2, , ,980 10,860 2,130 24, ,590 10,800 8, , ,210 9,460 9,820 4,190 2, , ,110 9,620 8,670 4,930 8,990 3, , ,780 9,300 9,310 4,430 8,440 7,240 3, , ,630 6,490 7,770 3,930 6,070 4,780 3,320 1,300 38, ,080 3,360 4,480 2,640 4,100 2,560 1, , ,000 1, ,620 Total 69,900 63,550 52,320 21,530 30,970 18,670 8,110 2, ,700
8 MROO Retirement Planning Seminars OMERS PROJECTED NEW RETIREES ANNUALLY 2014 to
9 Characteristics of Today s Workforce 4 generations are in the workplace at the same time now (1 st time ever!) The Traditionalists/ Veterans 1900/22 to The Baby Boomers to Generation X to 1980 Generation Y/Millennials 1981 to 1999/2000 Less than ½ the size of the Boomer generation
10 Link Between Generational Identities & Workplace Behaviour Generational identities translate into distinct workplace behaviours as they relate to: Relationship with authority Relationship with the organization Relationship with colleagues Work styles Management styles Learning styles Source: The Conference Board of Canada & n-gen People Performance Inc., March 2007
11 Managing the Diverse Generations Source: Lancaster and Stillman, When Generations Collide Traditionalists/ Veterans Use them as mentors, coaches, trainers Recognize: their reward and recognition comes from the satisfaction of a job well done That no news is good news is preferred feedback motto they feel that changing jobs carries a stigma Help them get ready for retirement Phased retirement, value their contributions, help them shift the balance If there is high turnover in this group, who tend to be the most loyal, there may be real problems
12 Managing the Diverse Generations Source: Lancaster and Stillman, When Generations Collide Boomers Help them to understand the value of their work, lend an ear, listen to them, give them projects that allow them to showcase their skills and knowledge Recognize: their reward and recognition comes from money, title and the corner office that feedback once a year with lots of supporting documents is enough they feel that changing jobs puts you behind in career Help them balance work and home life Look at chances for development, advancement and mentoring of high profile boomers
13 Managing the Diverse Generations Source: Lancaster and Stillman, When Generations Collide Gen X Invest in them, give them career development, resume builders Recognize: their reward and recognition comes from freedom and security that they want immediate feedback they feel that changing jobs is necessary it happens Give them balance now! Have policies and practices that focus on lifestyle Communicate to these employees
14 Managing the Diverse Generations Source: Lancaster and Stillman, When Generations Collide Gen Y/Millenials Recognize: idea of boomerang employee their reward and recognition comes from work that has meaning for them Work isn t everything; it is just one of the activities they spend their time on they want immediate feedback yesterday! And they ll give the manager feedback they need flexibility to balance their activities they feel that changing jobs is routine it is what I expect to do many times Allow them to multi-task, multi-skill Look at the work is it stimulating? is there a chance to learn? is it collaborative?
15 Critical HR Management Tools to be a Competitive Employer Competitive Remuneration Work-Life Balance/Flexibility Work Arrangements Benefits out of the ordinary, customized requests Career Development Including Performance and Succession Management Engagement
16 Succession Planning is a Top Priority for Municipalities and Municipal Associations Municipal Partnering with Post-Secondary Educational Institutions for Learning and Development AMCTO and OMHRA Continually 1 of the most requested topics for learning & best practice sharing HR needs support of municipal senior management and Council for effective succession management: Interest Resources Accountability This will be an issue for years to come (demographics) Many municipalities partnering with local education institutions and each other to provide leadership and other skill development programs
17 Succession Planning is a Top Priority for Municipalities and Municipal Associations Top priority also for AMO, OMAA, AMCTO, MFAO, MMAH and individual organizations e.g. AMCTO Intern Program Articles in Municipal Monitor, Municipal World, etc. Succession Planning part of AMCTO Executive Diploma in Municipal Management and other Learning Events AMO has had workshops on Succession Planning at its conferences Leadership Initiative (formerly LEAPP)
18 Best Practices in Succession Management A process that allows both management identification and self-identification of those with interest and potential to be a successor Incorporated into Performance Management Decisions based on objective, consistent performance criteria A pool of candidates with interest and potential, ideally Valuing and development of both those identified as potential successors as well as those who aren t interested in being a successor Continuous learning and improvement A work environment and human resources management policies and procedures that contribute to effective recruitment, retention, management and motivation of quality, engaged employees
19 Best Practices in Succession Management Most organizations focus on management/leadership positions Should do for all key, critical positions Important to document what position and potential successors have been identified and how the potentials are progressing Have a process that is transparent and based on performance criteria Can be formal or more informal doesn t matter as long as documented Should share this information at the right level for development opportunities
20 Succession Planning Process at Durham and Niagara Falls Corporate Policy, Process, Guidelines and Form Templates Customized for Departments Annual cycle, tied to: The Performance Management (PDR) Process The annual Business Planning and Budget setting process Also have Career Management resources and support available (through HR and EAP) Annual reporting of Performance and Succession Management status to Council
21 Planning For Succession or How We Get From Here to There
22 Succession Roles This is an investment in the future and needs to be supported by Leadership Team and Council Everyone has a role to play HR, Manager and employee
23 It Starts With Recruitment We need to get the right people on the bus, the right people in the right seats on the bus and the wrong people off the bus Jim Collins Good to Great Hire for attitude and fit we can train for skills later
24 Are Your Staff Engaged? Do they know what is expected of them day to day? Do they have the right tools, equipment and communications? Do they have the opportunity to do what they like and do best? Are they properly placed? Do they feel recognized and appreciated? Does my opinion count? Am I just another Human Resource or does my boss know me as an individual?
25 Organizational Culture Do we want to keep the best and brightest? If the answer is yes, focus on training and succession planning How do we do that? Communication 2-way, ask and listen Open door and open dialogue Make it regular
26 Ways to Develop Employees with Potential Traditional Ways Classroom Training Mentoring On-the-Job Training Sink or Swim Job Shadowing Apprenticeships Conferences Non-Traditional Ways Secondments Job Exchanges Back up for Vacations and other Leaves or Absences Projects Coaching Create Transitional Positions Elearning
27 What About Those With No Potential or Interest?
29 Considerations For Success Willingness, enthusiasm and attitude of everyone involved Be creative Take advantage of opportunities Learn from successes and failures
30 Its All Part of Talent Management Starts with recruitment goes to reward and recognition performance management coaching training/development succession planning Succession planning cannot be taken in isolation of everything else What will you do to get the ball rolling?
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
SUCCESSION PLANNING Susan A. Henry May 2012 Introductions Who we are What are your expectations for the day Naming of a Scribe for the Day Workshop Objectives To understand your role in succession planning.
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
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
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
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
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
24 February 2015 Council 5 To consider Human Resources Report 2014 and People Strategy Issue 1 The annual report on Human Resources issues and a proposed People Strategy. Recommendations 2 Council is asked
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
Resource Article Talent Management: Seven Keys to Success Talent management: seven keys to success. Lee Iacocca is quoted as saying In the end, all business operations can be reduced to three words: people,
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
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
The Intersection of Talent Management and Engagement By Elissa Tucker and Rachele Williams, APQC for the May 2011 issue of workspan The typical organization today views talent management as three building
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
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
NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY Version Date: 18 November 2014 Approved by: Human Resources Committee HUMAN RESOURCES STRATEGY 1.0 Introduction 1.1 The merger of Aberdeen and Banff
How to Catch em, How to Keep em IPMAAC Conference 2000 Rich Moonblatt AMG/RecruitCom Chevy Chase, MD Recruiters and Retention Should recruiters be involved in retention? Should recruiters focus on bringing
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.
Attracting, Onboarding and Retaining Employees within the Healthcare Industry By: Nadia Gruzd As we face global unprecedented demographic, economic and competitive challenges, and other industries experience
Passing the Torch Corporate Succession Planning AUTHORS: Carroll Thatcher, CFM, IFMA Fellow Meredith Thatcher, CFM, IFMA Fellow, LEED AP The successful passage of the leadership role is one of the most
Managing an Intergenerational Workforce: Strategies for Health Care Transformation 2013 AHA Committee on Performance Improvement Report January 2014 2014 Health Research & Educational Trust Managing an
Updated Requirements for Developing New Leaders and Onboarding New Hires Over the past five years, companies have created efficiencies in operations while controlling headcount growth. The trend has been
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
Retail Training and Employee Development Benchmark Survey 2015 Sponsored By Retail Training and Employee Development Benchmark Survey 2015 Retail Council of Canada (RCC), in partnership with WCG International
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.
Continuing the Possibilities: Succession Planning for Library Leadership Paula M. Singer, PhD firstname.lastname@example.org www.singergrp.com The Singer Group, Inc. } Succession Planning: What & Why? } Business
Career Expectations n-gen Generational Index Report September 2009 Overview This report presents recent North American statistics on job tenure, including findings on why employees choose to change positions
Lessons Learned: Barriers, Tools, Strategies, and Techniques in Relation to the Development and Implementation of County-Wide Succession Plans in Minnesota Counties 1 ORIGINAL RESEARCH PRESENTED AT THE
www.pwc.com/ca Millennials at Work Understanding Your Future Workforce Presentation at the 2013 Financial Management Institute PD Week Presenters Lori Watson Partner Ryan Lotan Director Franck Hounzangbe
The TrainingFolks Approach The importance of superior management, leadership and interpersonal skills are critical to both individual and organizational success. It is also critical to apply these skills
A Look into the Future Technical ProSource s 2016 Hiring Guide The future depends on what we do in the present. Mahatma Gandhi Welcome to Technical ProSource's 2016 Hiring Guide. The enclosed employment
Our Framework Summary REVIEW Evaluate and improve P Develop str improve Take action to improve DO We believe organisations succeed by realising the potential of their people. Because good people make a
The Ripple Effect of Baby Boomer Retirements By Neil E. Reichenberg According to the Pew Research Center, approximately 10,000 Americans per day will turn 65 between 2011 and 2030. These baby boomers comprise
Leadership Development Handbook Presented by: Langara College Human Resources Prepared by: Jackson Consulting Group Aim of the Handbook is to provide: Leadership Development Handbook - Introduction help
Insert TTC logo here STAFF REPORT ACTION REQUIRED Succession Planning Date: June 20, 2016 To: From: TTC Human Resources & Labour Relations Committee Chief Executive Officer Summary Further to the Human
HUMAN RESOURCE / WORKFORCE PLANNING AND DEPARTMENTAL PLANNING - SUPPLEMENT A Guide to Integration and Alignment HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008
Why Succession Planning and Talent Management Fail and What To Do About It By Alan C. Lindsay An Overview The most recent report from the Bureau of Labor Statistics (BLS) projects interesting changes in
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.
2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global
Ten Key Steps to Effective Succession Planning By William J. Rothwell, Ph.D., SPHR Rothwell & Associates, Inc. There are two forces at work today that are driving organizations to consider some form of
Recruiting in a Competitive Market MAURA DYER 15 YEARS Online Talent Acquisition Director, Rogers Facilitating the recruitment, engagement, and development of top talent at leading Canadian organizations
Learning and Development Hiring Manager Guide For Onboarding A New Manager www.yorku.ca/hr/hrlearn.html Table of Contents Introduction...1 What is Onboarding?...1 What is the Difference Between Orientation
HR Fast Stream Graduate Programme 02 Contents Welcome p.03 What is the HR Fast Stream Graduate Programme? p.04 What are we looking for? p.07 Your Fast Stream career path p.08 Location p.09 Profiles p.10
TALENT MANAGEMENT Activity Guide This document is protected by copyright. The consent of the copyright owner must be obtained for reproduction. Innovation & Growth Nova Scotia Public Service Commission
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
Wednesday: Breakout Session 7 Workshop D Time: 1:00 p.m. - 2:15 p.m. Location: Woodford-Jessamine SUCCESSION PLANNING: GROOMING TOMORROW S LEADERS TODAY Are people born to lead, or is a good leader mentored
UNIVERSITY OF BRIGHTON HUMAN RESOURCE STR ATEGY 2015 2020 Human Resources Strategy 2015 2020 01 INTRODUCTION In its Strategic Plan 2012 2015, the university has set out its vision, ambition and plans for
June 2011 Supporting Women in Leadership Gender diversity at work Why be concerned with gender diversity in your workplace? Organizations that attract, retain, and advance women are: accessing talent from
A Look into the Future Digital People s 2016 Hiring Guide The future depends on what we do in the present. Mahatma Gandhi Welcome to Digital People s 2016 Hiring Guide. The enclosed employment tips, compensation
Our Leadership Principles B S H B O S C H U N D S I E M E N S H A U S G E R ÄT E G M B H P R E A M B L E 3 Your leadership makes the difference The BSH Corporate Principles define the values and precepts
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
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
OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc.) Description of Position (As defined by the CSCSC Stakeholder
660 N. Central Expressway Suite 240 Plano, TX 75074 469-246-4500 Local 800-880-7900 Toll-Free FAX: 972-233-1215 email@example.com Attracting, Onboarding and Retaining Employees Within the Health Care
TALENT MANAGEMENT A LINK TO BUSINESS STRATEGY Lets talk strategy Lets talk Value Creation/ Value Drivers 2 The Key Question????? What are the key value drivers/ thematic areas in our organizations? What
Finance & Administration Committee Information Item IV-A July 10, 2014 Human Capital Update Washington Metropolitan Area Transit Authority Board Action/Information Summary Action Information MEAD Number:
A Markets of One Approach to Employee Engagement By Kevin D. Wilde and Cheryl Bethune Over the last few years, consumer marketing has entered a new era of extreme customization and one-to-one marketing.
KELLY SERVICES PRESENTS Insight for human resource and staffing professionals THE KELLY INTELLIGENCE REPORT Helping employers create lasting employee relationships Six Strategies for Effective On-boarding
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
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
OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc.) Description of Position (As defined by the CSCSC Stakeholder
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
Discuss the manager s role in human resource management as it regards staffing, training, and employee performance appraisal. Explain how a manager achieves effective staffing and what tools are available
Just Ask: Strategies for Engaging and Retaining Help Desk Professionals by Beverly Kaye and Sharon Jordan-Evans Help Desk leaders want their talent to stay. And not just stay, but be satisfied, engaged,
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
WHITE PAPER: How to Tackle Industry Challenges? Introduction Human Resources (HR) teams came into existence, during the industrial revolution, for the purpose of manpower planning. HR professionals have
This page was left intentionally blank. Workforce Planning Model Steps What This Step Accomplishes 1. Define the Scope Determines our focus could be long or short term could be a specific business unit
HeartShare s Management Training Program 1 Running Head: HEARTSHARE S MANAGEMENT TRAINING PROGRAM HeartShare s Management Training Program COA Innovative Practices Award Case Study Submission HeartShare
10 08 The Magazine of WorldatWork WHY YOU SHOULD BE A Capıtal Human Rısk Manager QUICK LOOK When asked about your HR department s strength today, only 5 percent said strategic HR differentiation. Evaluating
INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS WHY TEDS? Fully Integrated TEDS Talent Management Solutions are fully integrated, allowing information to be shared among
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?
Creating a Competitive Advantage Through Your Workforce Lloyd G. Kirchner President and CEO (BSME Rice 85) Commonwealth Engineering Full-service engineering, procurement, and construction management (EPCM)
Data from several sources were analyzed in order to determine training needs. Recommendations are determined by review of the findings and discussion with the PHSKC Executive Team. A draft list of recommendations
50 HR and Recruiting Stats That Make You Think Introduction Employer branding, employee engagement, social recruiting, transparency and Millennials are among the most important trends and topics impacting
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
Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.
HRCI Recertification Credits last updated: November 2013 SkillSoft is an HR Certification Institute Approved Provider. Being an HR Certification Institute Approved Provider gives recertification candidates
Succession Planning and Career Development Succession Planning and Career Development All trademarks are the property of their respective owners. IAAP claims no ownership interest in the trademarks. Table
Succession Management Positioning Yourself as a Destination Employer Organization Michael K. Koenecke PHR/SHRM-CP HR Consulting Lead Destination Employer Institute Our Journey MEASURE Organizational Talent
CONSULTING RESEARCH TRAINING VOLUME 2 - ISSUE 11 Three Hot Trends in Recruiting and Retaining Sales Talent The Miller Heiman Sales Performance Journal, Volume 2, Issue 11 Copyright 2007 by Miller Heiman,
Talent Management Framework A simple definition of Talent Management is: The systematic attraction, identification, development, engagement/retention and deployment of those individuals who are of particular
Reimagine Work CORNERSTONE INSIGHTS WORK IS CHANGING Whether you re ready for it or not, the future of work is now. The new way of work is multigenerational, multi-geographical, multi-cultural, and location-agnostic
Some would believe that it s simply not possible to be successful because of various obstacles that will get in their way, like the organizational culture or their own work-life priorities The fact that
Career development planning and the changing workforce Why the transition between different generations of workers makes it more important than ever 1 Table of contents Executive summary 3 The skill gap
RECRUITMENT, SELECTION AND RETENTION STRATEGIES Finding the Right Person, for the Right Job, at the Right Time and keeping them! Ms. Jenifer David Our organizations are all uniquely different but the overall