Success Planning Are You Ready for the Next Step?

Transcription

1 Success Planning Are You Ready for the Next Step? Introduction Have you done enough to ensure your successors are prepared to take the operational reins when you retire? Have you put the right people in the right places within your organization to allow for success? Have you identified your next leaders? If your answers are all Yes then you have succeeded in planning effectively for your organization long term but if you are like most of us your answers are probably No! This session will provide you with an in depth look at how three very different individuals have dealt with or are dealing with succession planning within their organizations. 1

2 What Is Succession Planning Simply stated, succession planning is a process of developing talent to meet the needs of the organization now and in the future. What is NOT Succession Planning A One Time Event, Single Individual Decision Making, Used Solely for Individual Career Advancement Opportunities, Managers Relying Solely on Their Own Knowledge/Comfort with Candidates, Reacting Only When a Position Becomes Open. 2

3 Succession Planning vs Replacement Planning Replacement Planning is about finding backups to fill vacancies on and organization chart. Succession Planning is about grooming the talent needed for the future. Succession vs Replacement Succession: Pro Active, Planned Future Development, Repeating, Organized Alignment, Flexible. 3

4 Succession vs Replacement Replacement: Reactive, Form of Risk Management, Substituting, Narrow Approach, Restricted. Houston, We Have a PROBLEM! 4

5 What s the Problem 78 Million Baby Boomers will have reached the age of 65 in the next 15 years, 16% of our workforce is currently over the age of 55, Possible mass retirements, Are replacements available? What s the Problem Employee Turnover: Vacancies of Leadership Positions, Challenges Faced with Filling Positions, Leadership Voids Created, Loss of Experienced Personnel, Detrimental Impacts to Continuity of Processes. 5

6 The Succession Planning Process Includes: Performing Department Gap Analysis, Completing Employee Career Development Plans, Establishing Leadership Development Plan, Mentoring Support. The Succession Planning Process Strategies to Address Gaps: Key/At Risk Positions Next in line GAP Strategies to close GAP Target Completio n Date Person(s) Responsibl e Required Resources Status/Progre ss Update 6

7 Phases to Succession Planning Not a One Stop Shop: Identify Key/Critical Positions, Conduct Position Analysis, Develop a Succession Plan, Monitor, Evaluate, Revise. Phases to Succession Planning Key/Critical Position Identification: Position Supervisor Retirement Date (if known Reason why this is considered a key/critical position 7

8 Phases to Succession Planning Position Analysis: Position Analysis: Reason why this position or job class is key/critical: External Factors: Internal Factors: How the position will be used in the future: What competencies or skill sets will be required? Current bench strength: Gaps competencies or skill sets not possessed by current staff: Choosing the Right People Core Competencies of Candidates: Citywide/Organization Knowledge & Coordination, Ability to Build Professional & Community Relationships, Continual Interest in Learning & Education, Proficient in Resource Management, Strong Communication Skills, Customer Service Aptitude. 8

9 Choosing the Right People Core Competencies of Candidates: Personnel Management, Problem Solving, Ethics, Vision & Strategic Thinking, Policy Development & Management. Training and Development Formal professional development, Coaching and mentoring, Cross training/multi skill encouragement, Job shadowing. 9

10 Knowledge Transfer Development of processes and strategies that will allow your organization to: Document key data and policies for critical work processes, Exchange key processes and information from one individual or group to another, Define how vital and important information will be retained. Knowledge Transfer Identify key personnel who can help, Share your goals with them, Get them involved in the planning process, Continuously measure, evaluate, and adapt. 10

11 Roles Within Succession Planning Who Does What: Senior Staff Complete Gap Analysis, Compile List of Key/Critical Positions, Creation and Completion of Position Analysis, Identify and Empower Trainers, Participate, Mentor, Foster Based on Your Experience & Expertise. Roles Within Succession Planning Who Does What: Supervisors Assist Senior Staff with Gap & Position Analysis Completion, Encourage & Assist Interested Employees with Career Development Plan Completion, Support Attendance and Participation in Employee Training Opportunities. 11

12 Roles Within Succession Planning Who Does What: Employees Work with Supervisor to Complete a Career Development Plan, Participation in Leadership Training Opportunities, Continued Pursuit of Education & Needed Skills/Competencies, Volunteer to Participate in the Succession Planning Process! Cost/Benefits Employer: Stabilize performance, Continuity of leadership, Development of skilled workers, Minimizes disruption during change, Enhances knowledge transfer, Employee Loyalty/Commitment, Opportunity for skills development/training. 12

13 Cost/Benefits Employee Benefits: Improves communication and morale, Improved effectiveness, Improved working relationships, Personal/Professional growth. Cost/Benefits Public Benefits: Improved staff knowledge, More efficient, Increased staff responsiveness/pride, Better run organization. 13

14 Leaders in Succession Think from Outside In, Drive Innovation and Growth, Develop, Teach and Engage Others, Make Courageous Decisions, Lead with Energy, Passion and Urgency, Lead with Values. APWA PROGRAMS Donald C. Stone Center System of career paths Institutes Certificates/Certifications Future of career growth in APWA 14

15 Common Problems Keeping Plan a Secret, Underestimating Talent Within, Narrow Minded Thinking Too Old/Young, Rough, Different, Focusing Exclusively on Hard Skills, Not Offering Training/Development Opportunities, Expecting Employees to Self Identify (Help them see what they can be), One Size Fits All Program, Producing Too Many Candidates for Too Few Spots. What Happens Now? Conduct a Pilot Program? Evaluate on a Continual Basis? Tweak Based on Evaluations? Talk the Talk or Walk the Walk!!!! 15

16 Questions? Mark DeVries Application Expert Services Vaisala Inc. (303) THANK YOU! Bret Hodne Director of Public Works West Des Moines (515) Ben Dow Director of Public Works APWA Winter Maintenance Sub Committee Chairman Fargo, ND (701)