Talent Management Chesterfield County, Virginia

Transcription

1 Talent Management Chesterfield County, Virginia Local government Population 330, square miles Budget: $1.3 Billion Ratings: AAA AAA Aaa 3,400 full time and 800 part time employees 40+ Departments Talent - sum of a person s abilities - his or her intrinsic gifts, skills, knowledge, experience, intelligence, judgement, attitude, character, and drive. Ability to learn and grow.

2 Number of Retirements by Fiscal Year FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14

3 Talent Management in Chesterfield County Plan Assess On the basis of the current business plan, market conditions, and strategic direction of the county, identify critical leadership positions and corresponding competencies. Anticipate key staffing requirements to ensure future success. Establish Annual Strategic Succession Management Goals Articulate Leadership Competencies Identify Key Positions Administer Talent Management Process Identify High Potentials Name Successors and Backups Formulate County Strategies Take stock of incumbents and possible successors. Identify high potentials. Evaluate overall skill preparedness of Chesterfield County workforce. Manage a tracking system that measures progress and constantly updates critical information on key staff, positions, and competencies. Provide a process for churning the county successor/high potential list. Measure Report Activity & Progress Bi-annually Update Successor and High Potential Lists Annually Assess Diversity Impact of Succession Management Develop Create Individual Development Opportunities Integrate Learning through Chesterfield University Formulate County-wide Development Strategy Take aggressive action to ensure leadership continues to grow and that sufficient bench strength exists in critical positions. Manage a series of career expanding strategies that guarantee that a new generation of top performers is attracted to and developed in Chesterfield County. Chesterfield County, Virginia 2002

4 P Key Questions for Today What goals might you have that need consideration as part of the 2014 Talent Management Assessment? Do you want to: Apply the same scope of past Assessments, Grade 40+? Use the same Assessment Criteria & Core Competencies? Will you support the proposed Timeline?

5 A Talent Assessment Process Several Exercises: Overview Executives/Department Directors/Assistant Directors/leaders grade 40+ Future Potential/Risk Assessment High Potential Talent Identification County Administrator/Deputy Potential Successors and Backups State of Talent Report Individual Development Plans

6 A Assessment Criteria Strengths and Opportunities* Future Potential: Presently Promotable Expandable/Promotable Suitably Placed Questionably Placed Too New (Too New to Rate) At Risk Assessment (no, limited, significant) At Risk Action Plan (significant risk only) Willingness to Transfer (mobility) *Note: Strengths and Opportunities are based on Chesterfield Core Competencies

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8 A Core Competencies Communication Continuous Learning Leadership Planning and Organizing Interpersonal Skills Flexibility Reasoning Customer Focused Service Big Picture Perspective

9 A Timeline June Talent Assessment Training by Division June-July Individual Talent Assessments Completed including Departmental conversations with Deputies July 30, 2014 Electronic Talent Profiles due to Kevin Bruny August State of Talent Reports Prepared by DCAs/Chiefs September ESPL Applications distributed to those assessed Executive Talent Review Meeting(s) September Participants Selected and 360 Assessment s Distributed October Emerging Senior Leader Program Begins

10 A 2014 Deliverables County Administrator, Deputies, and Directors complete Individual Talent Profiles for each included leader High Potential Leaders Worksheet County Administrator/Deputy Potential Worksheet - Only completed by County Administrator and DCAs Successor and Backups Worksheet Talent Management Objectives Worksheet Talent Review Meeting with your Supervisor Development Plans for individual Leaders

11 D Developmental Programs 360 Competency Assessments

12 M Outcomes Senior Leader Positions Internally Filled: FY13 58% FY14 63% FY15 67% Females Minorities FY13 42% FY13 22% FY14 50% FY14 13% FY15 20% FY15 0%

13 Talent Management in Chesterfield County Plan Assess On the basis of the current business plan, market conditions, and strategic direction of the county, identify critical leadership positions and corresponding competencies. Anticipate key staffing requirements to ensure future success. Establish Annual Strategic Succession Management Goals Articulate Leadership Competencies Identify Key Positions Administer Talent Management Process Identify High Potentials Name Successors and Backups Formulate County Strategies Take stock of incumbents and possible successors. Identify high potentials. Evaluate overall skill preparedness of Chesterfield County workforce. Manage a tracking system that measures progress and constantly updates critical information on key staff, positions, and competencies. Provide a process for churning the county successor/high potential list. Measure Report Activity & Progress Bi-annually Update Successor and High Potential Lists Annually Assess Diversity Impact of Succession Management Develop Create Individual Development Opportunities Integrate Learning through Chesterfield University Formulate County-wide Development Strategy Take aggressive action to ensure leadership continues to grow and that sufficient bench strength exists in critical positions. Manage a series of career expanding strategies that guarantee that a new generation of top performers is attracted to and developed in Chesterfield County. Chesterfield County, Virginia 2002