TMHRA Annual Conference. Succession Planning: Capturing the Institutional Knowledge Walking Out The Door. May 7, 2014

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1 1 TMHRA Annual Conference Succession Planning: Capturing the Institutional Knowledge Walking Out The Door May 7, 2014

2 2 I don t think there have ever been more interesting times than right here and right now. Stephen Klineberg, Ph.D. Department of Sociology Rice University

3 3 People Risk/Rewards Financial Stewardship/ Challenges Technology

4 4 Financial Trends Technology Advancement Inclusion in Decision-making Recruitment/ Retention Public Scrutiny/ Open Government Governance Models vs Citizen Expectations Leadership Style Most Suitable Candidate? Revenue Sources Core Services Changing Demographics

5 5 The essence of profound insight is simplicity. Jim Collins Business consultant, author and lecturer on the topic of company sustainability and growth

6 6 Current, future objectives for organizations Strengths, weaknesses of organization s culture Necessary changes to influence continuous improvement Leadership competencies required for success Assessments to identify talent and training Tools to evaluate success Most challenging positions to fill

7 7 Think Long-Term Recruitment Impart Knowledge Orientation Collaboration

8 8 Think Long-Term Cultivate Knowledge Professional Development Skills Training

9 9 Think Long-Term Coach Transfer Knowledge Mentor Team Assignments Communication

10 10 Think Long-Term What do you do about questions that cannot be answered by attending class or reading the latest leadership publication? Institutional Memory Institutional Knowledge

11 11 Think Long-Term Technical competencies Skills Knowledge Ability Behavioral competencies Self-concept Trait Motive Visible Surface Easy to identify and manage Difficult to identify and manage

12 12 Institutional Memory Much information is held by tenured employees who have had years of experience, know the landscape, understand the culture, and know the basis for decisions.

13 13

14 14 Knowledge Transfer happens in many ways... Performance Evaluations New-Hire Orientations Standard Operating Procedures

15 15 Knowledge Transfer happens in many ways... Mentor/Mentee Relationships Staff Meetings Individual Development Plans

16 16 Knowledge Transfer happens in many ways... Written Documents Lunch/coffee On-site Classes

17 17 Organizational Culture The values and behaviors that contribute to the unique social and psychological environment of an organization. Represents how things are around here and provides unwritten and often unspoken guidelines for how to get along in the organization. dictates approaches to take: One-on-one coaching/mentoring Group mentoring Job rotation Tiered promotions

18 18 One-on-one Coaching/Mentoring Identify suitable staff for coaching assignments. Provide guidance, training, resources. Assess areas of strength and need. Develop a plan to realize desired outcomes. Stress tools for effective communication.

19 19 One-on-one Coaching/Mentoring OUTLINE What will we discuss -competencies -areas of strength/need Involvement -meetings to attend -projects to be completed -people to meet Itinerary -When/where will we meet? -How often will we meet? -What is the best communication approach?

20 20 Group Mentoring Identify staff with common interests. Establish guidelines for discussions. Assign topics (if desired). Determine group timeline. Agree on rules of engagement.

21 21 Job Rotation People/Project Management Data Analysis Policy Review, Implementation, Maintenance Budget Management Job Reassignment Promotions Reorganization

22 22 Objectives of Job Rotation Develop broad skills in variety of jobs Expose staff to new career options Discourage boredom, encourage cross-functional skills Expand knowledge of organization and human resources Encourage interdependence, discourage silos Man s mind stretched to a new idea never goes back to its original dimensions. --Oliver W. Holmes, Jr.

23 23 Tiered Promotions Identify position(s) Develop selection process Determine timeline for job shadowing/coaching Agree on terms of promotion

24 24 Tiered Promotions Director announces retirement -Director conducts recruitment -Director selects Deputy Director Deputy Director work alongside Director for (up to) 6 months Director retires Deputy Director is appointed as Director

25 25 Tiered Promotions More seamless transition/less anxiety. Expanded opportunity for knowledge transfer. Limited performance gaps. Incumbent's knowledge is valued. Incoming Director has benefit of shadowing incumbent. Opportunity for upward mobility/ succession.

26 Tiered Promotions Amy Fortenberry Director, Parks and Recreation Having the opportunity to transition into a Director position while being mentored by the person who held that position for 24 years was invaluable. Advantages included the transfer of information, protocol in different situations, unfinished business, effective management techniques, personality differences, areas of opportunity, and more. The formal guidelines and policies are important, but it was the unwritten items that were crucial to me in this transition. This knowledge probably put me a year ahead of schedule, in terms of understanding my role in the organization and how to maximize my effectiveness as a department head. Jerry Cosgrove Director, Public Works Even though I had worked in the Department for 13 years, it was a great help to work side by side with Alan Upchurch for 6 months. It made the transition to Director of Public Works a lot smoother. My job would have been a lot harder with out the job shadowing. It was a benefit for both me and the city. Cathy Ziegler Director, Libraries The months as a Deputy Director allowed library staff time to accept the change in leadership. They became confident that the transition would go smoothly. For me personally, as a field department member who had never worked at City Hall, the months of accompanying the Director helped me meet all the City Administrators and non-library staff whose jobs intertwined with the workings of the libraries. 26

27 27 Every day is a training day and every event is a training event. James Pritchert

28 28 Municipalities and other organizations will continue to experience challenges as rapid change, growing scrutiny, increasing expectations, and economic uncertainty remain a reality. Being poised to manage these issues (succession planning) makes the difference between excellence and mediocrity.

29 Released in 1998 Cultural Shifts Awaken Emotions Joe Fox It wasn t personal. Kathleen Kelly What is that suppose to mean? I m so sick of that. All that means is that it wasn t personal to you, but it was personal to me. It s personal to a lot of people. What s so wrong with being personal anyway? Whatever else anything is, it oughta begin by being personal.

30 30 Challenges Challenges of Extracting Institutional Knowledge Desire to retain power. Value proposition. Individual tolerance for change/competition. Myth of not enough time.

31 31 Organizational Success Activate systems that transcend human capacity. Keep what furthers future goals. Discard what has outlived its usefulness. Be intentional when planning organization s success.

32 32 Do not neglect the front door by being too focused on the back door Effective hiring processes/decisions Culture of inclusion/sharing -cross functional activity -financial brainstorming -knowledge sharing open discussions -group retreats New hire orientation that stresses organizational expectations Establish basis for policies/decisions

33 33 Institutional Knowledge Be intentional about capturing Institutional Knowledge Implement an explicit strategy -Make no assumptions about communication -Don t risk organizational knowledge atrophy -Knowledge sharing open discussions -Group retreats Identify what each person should know -On-boarding, staff meetings, retreats, documents Use technology to memorialize and share

34 34 Institutional Knowledge Planning has always been about preparing to successfully address what awaits us at the next intersection of decisions. Know your organization. Know your people. Extract what is needed and relevant. Equip the organization and people to succeed.

35 35 Am I planning only for the next budget cycle?... only for my own success?... for long-term success of my organization?

36 36 Weight loss Plans In the United States Dietary Supplements Dietary Shakes 34.9% of adults are obese and growing According to the Center for Disease Control and Prevention (CDC) Weight Measurement Walking Gastric Bypass Surgery Workout Videos Workout Equipment Diet Sodas Fitness Clubs Healthy Eating

37 37 It s not the will to win that matters everyone has that. It s the will to prepare to win that matters. Paul Bear Bryant Former and longtime head coach of the University of Alabama

38 LaShon Ross Deputy City Manager, City of Plano or (972)

39 39 TMHRA Annual Conference Succession Planning: Capturing the Institutional Knowledge Walking Out The Door

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