Succession Planning. .from concept to results

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1 Succession Planning.from concept to results Presenters: Barbara Headly, Organizational Development Lead, WWCCAC Matt Jones, Manager, IT Implementation, WWCCAC 1

2 Why Succession Planning matters A strategic imperative for Health Care 2

3 Consider Approximately 1 in 10 working Canadians employed in health and social services; the number of health professionals has been increasing however, increase has not kept up with population growth, plus Canadians over age 65 account for less than 15% of population but consume 45% of health care dollars Aging population and increase in chronic diseases are placing new demands on the system, particularly the health and community sector. 3

4 Health Human Resources As baby boomers enter senior years need for services increase contributing to a workforce not growing as quickly as demand for services 21% of health sector employees will be 60+ by 2020 Approximately 40% of executive level in Ontario hospitals are currently eligible for retirement The World Health Organization reports that the shortage in HHR as a serious threat to Canada s health system. 4

5 Increasing expectations of the home and community sector Ontario s Health Action Plan 2.0 sets out steps required to enable transformation: Modernize home & community care Deliver integrated, coordinated, patient-centered care Increase health promotion and wellness Ensure sustainability and quality of health care 5

6 What does this mean for us? Potential leadership vacuum when most needed Loss of institutional memory Loss of star performers Disadvantaged in recruitment Staff disengagement.. 6

7 Health System Transformation HHR Shortage Leadership Vacuum 7

8 The impetus for WWCCAC In 2013: Over 50% of our leadership team, and 40% of our entire workforce were eligible to retire in 5 years. Single incumbents in roles requiring specialized knowledge Risk of losing high performers in absence of mechanism to groom & promote 8

9 If we don t establish a competitive edge now in hiring, developing and keeping our leaders we will be ill equipped to meet the challenges for our organizations now and into the 21 st century 9

10 What we will cover today WWCCAC Succession Planning Model Steps in the process We have folks in the program now what? Our challenges, successes & insights Perspectives from a program participant 10

11 THE MODEL 11

12 Succession Planning is a strategic initiative designed to ensure leadership continuity in key positions by identifying and developing potential successors to meet the future needs of the organization.. 12

13 What it is A formal mechanism to identify, develop, support, and promote our employees into leadership positions. What it isn t A promise of an appointment or a guarantee of success in a competition for a posted position. Guiding Principles Invest in our people Promote from within Transparent Process Shared responsibility Accessible and Fair Based on our Values Transparent 13

14 Our Compass 14

15 WWCCAC Succession Planning Model Pre-plan Design the Program Assess Bench Strength Select Program Participants Develop Participants Evaluate 15

16 Pre Planning Establish objectives Establish measures of success Design the program Implement 16

17 Objectives Develop leadership capacity for sustainability Identify at risk positions that if vacant would impact ability to achieve strategic priorities Identify pool of high potential candidates Develop leadership competencies in those candidates through intentional learning experiences Facilitate the movement of candidates into leadership positions 17

18 Measures of Success 1. By the end of next fiscal, one or more participant will be selected to fill a key job. 2. At the end of 5 years (FY ), there will be evidence of success. 3. Few superior performers leave the organization because of lack of opportunity 18

19 Phase 1 Identification Phase 2 Development Program Design Identify key positions Identify skills & competencies required Identify individuals with advancement potential Conduct talent review meetings Maintain a talent database Identify development required to close gaps Develop learning/career development plan Provide development opportunities Coach along the way Evaluate 19

20 Phase 1 - Identification Key Positions: these exert influence strategically or operationally; Potential to become vacant within 3-5 years Skills and competencies : based on LEADS competencies embedded in HR systems High potential candidates: high performers with advancement potential based on learning agility, interest and personal characteristics. Talent Review Meetings: with OD & senior leaders to keep talent pool current and relevant Talent Data base: Maintain, review and refresh data base. 20

21 Phase 2- Development Close the gap between current and required knowledge, skills and competencies Access to Leadership development programs Stretch assignments Secondments/Acting appointments Formal education Coaching 21

22 Assessing High Potential Employees Future work potential is based on accumulated skills and experience by past achievement, ability to learn new skills and willingness to tackle bigger, more complex or higher quality assignments. Charan, Drotter & Noel, The Leadership Pipeline, 22

23 High Potential Pool Combine competencies and results Doing the right things Getting the right results 23

24 Elements needed for success CEO as champion Experienced, competent leaders as mentors Stretch opportunities and assignments available Secondment opportunities pursued with partners Education supported Opportunities to apply learning 24

25 Shared Responsibility The WW CCAC Succession Planning Program is based on the philosophy of individual responsibility for career management and organizational support for professional development through proactive measures 25

26 THE PROCESS 26

27 Succession Planning process Identify positions Impact Difficult to fill Turnover risk Pending Evaluate Results Identify KSA & Comp. Programs Roles People Learning Plan Stretch roles Mentor Leadership Academy Develop People Assess people 360 feedback Performance The extras 27

28 Assessing Bench Strength Measures an organization s ability to fill critical vacancies from within Targeted positions # of people ready now or within 1-3 years 28

29 Decisions Required Priority level of positions for succession planning. Number and composition of individuals in Cohort 1 29

30 SAMPLE 30

31 Cohort 1 Middle Management 10 positions 7 Client Services Managers 3 Non-Client Services Managers 31

32 Qualifying Criteria High performer in current role Live the values Leadership experience Interest in career progression at WWCCAC Self nomination Manager recommended 32

33 Leadership Skills Assessment Survey Relevant experience Self Assessment of leadership competencies against LEADS Career goals and horizon to achieve Leadership activities formal & informal, internal or external Why interested 33

34 Selection Participants Leadership assessment responses Performance evaluations on file Manager discussions Selection team Directors, HR, OD Based on document review only 34

35 People Development We must open the doors of opportunity. But we must also equip our people to walk through those doors. - Lyndon B. Johnson 35

36 AGENDA 9:00 am Welcome & Context Setting Kelly Smith 9:15 am CEO s Introductory Comments Gordon Milak 9:30 am Succession Planning at WW CCAC Barb Headly 9:45 am LEADS Leadership Capabilities Framework Barb 10:00 am Break 10:15 am LEADS 360 Process & Report Barb 10:45 am Personal Learning Plans All 11:15 am Mentorship Program Draft A discussion All 11:45 am Q & A All 12:00 pm Closing Barb 36

37 The Framework: LEADS Caring (WHY) Being (WHO) Leads Self Self awareness Self management character Doing (HOW) Engage others Achieve results Develop coalitions/ partnerships Systems Transformation Commitment to: CCAC s vision & mission, values Service Patients/clients Health of community 37

38 LEADS Five Leadership Domains L Lead Self E Engage Others A Achieve Results D Develop Coalitions S Systems Transformation Four Capabilities per Domain 38

39 LEADS 360 Feedback Assessments Personal Learning Plan Individual De brief 39

40 Leadership Academy Curriculum Leads Self Engage Others Achieves Results Develops Coalitions Systems Transformation 5 Choices to Extraordinary Productivity (Covey) Crucial Conversations 4 Disciplines of Execution (Covey) Leading at the Speed of Trust (Covey) Change Leadership 7 Habits of Highly Effective People (Covey) High Performance Teams Project Management (Eclipse) Customer Service (Patient Centered Care) LEAN & Continuous Quality Improvement Self Assessment (Human Synergistics) Performance Management (HRSmart) Financial Management Labour & Employee Relations Strategic Planning Attendance Management Effective Decision Making (RACI) Innovation Managing in Unionized Environment 40

41 Leaders Mentorship Program "Give a man a fish and you feed him for a day. Teach a man to fish and you feed him for a lifetime." Chinese Proverb 41

42 Selection Criteria for Mentors Current formal leader Proven abilities as effective leader Desire to share knowledge and expertise to guide others Ability to establish goals and priorities Personally committed to learning and professional growth Ability to promote positive interpersonal relationships Ability to give clear positive and developmental feedback Ability to honor the meeting time commitment: 1-2 hours/month for 6 months 42

43 Introducing. Matt Jones.first graduate of the WWCCAC Succession Planning Program 43

44 Personal Mission Statement (developed via the succession planning program) 44

45 My CCAC / Education Journey Oct 2006: IS Coordinator (contract) 2009: Network Analyst (temp) Spring 2013: IT Business Analyst (full time) 2014: Initial Cohort for Succession Planning Program 2007: IS Tech (full time) 2011: Enrolled in BComm at UofG Quick Facts: College diploma in Computer Engineering Hired by CCAC at 25 Initial education focus: technical certs, refocus on degree (2011) 9 th year with the organization Core projects: DMS, CHP, ereferral FUTURE: interest in strategy and operations Fall 2013: Switched to MBA at Laurier FUTURE?? 45

46 Succession Program Benefits Advanced my professional development, complementing academic learning Signaled my intent Highlighted my strengths and weaknesses, providing direction Most importantly 46

47 LEAD 360 Assessment Process Collect Responses : 6 peers, 5 managers, & self Jan 2014 Identify areas of strength/weakness Build learning plan based on results Connect with Mentor Apply specific objectives Jan

48 LEADS Learning Plan Engages Others: Fosters the Development of Others Proper techniques for staff guidance / mentorship Setting goals with others Providing effective advice and direction Systems Transformation: Strategically Oriented to the Future Effective research of best practices Understand how to convert ideas into realities Leads Self, Develops Self: Participate in Projects that Build Knowledge and Skills Delve deeper into organizational projects Gain insights into inter-relationship and connection to strategic objectives 48

49 Mentorship Jan 2015: Paired up with Tony Stevenson, Manager Quality & Performance Improvement Why Tony? Lean Six Sigma Quality Improvement Project Management 49

50 Translating into Real Value Project Currently engaged in an independent study project for MBA credit Purpose Identify psychometrically tested service quality indicators applicable to CCAC Corporate Services Intended outcome Application of a researchsupported data collection tool (survey) to measure service quality for CCAC IT roles 50

51 Change Labour dispute put plans on hold Role change meant different challenges 51

52 What s Next? Revisit learning objectives in the context of my new role Focus on managing people Connect with Tony Set new objectives 52

53 My Key Takeaways Professional / Personal Introspection Enhanced organizational loyalty Provided a common language Is that a Q2 task? Real-world Application of the Knowledge Learning at the Speed of Trust Independent study project 53

54 INSIGHTS 54

55 Organizational Insights Organizational changes at senior levels Manager s discernment in recommending Not top of mind in hiring/promotions Back room chats key enabler Change interests of participants Limited number of available opportunities Employee lose interest and drop out Balance concept of seniority or service length vs. new arrival 55

56 Takeaways It s a culture shift One of the things we often miss in succession planning is that it should be gradual and thoughtful, with lots of sharing of information and knowledge and perspective, so that it's almost a non-event when it happens. Anne M. Mulcahy Senior Leadership ownership and visible engagement is essential Momentum is compromised by competing operational priorities Success fosters success 56

57 Thank You!

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