Charles Smith Deputy Director Texas Office of the Attorney General, Child Support Division Austin, TX

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1 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 and grown? Succession planning is a hot topic these days, with baby boomers on the verge of retirement. How do we grow leadership skills in the next generation of child support staff? And how do we address the diverse work patterns, and ethics in different generations? This workshop looks at the use of mentorship programs, staff development and career-building in child support offices. For the seasoned: find out how you can manage succession planning in your office. For the up-and-coming: learn how to position yourself to receive the wealth of institutional knowledge and experience that is about to walk out the door. Presenters: Patti Spear Senior Associate/Client Liaison Deloitte Consulting Tallahassee, FL Charles Smith Deputy Director Texas Office of the Attorney General, Child Support Division Austin, TX Moderator: Barry Moss Deputy Clerk Clerk of Court - Family Court Division York County, SC My Notes... ERICSA 47th Annual Training Conference & Exposition Lexington, Kentucky 10

2 Succession Planning: Grooming Tomorrow s Leaders Today! 1

3 What is Succession Planning? Succession planning is a process for identifying and developing internal personnel with the potential to fill key or critical organizational positions. Succession planning ensures the availability of experienced and capable employees that are prepared to assume these roles as they become available. 2

4 Why is Succession Planning Important? Prepares current employees to undertake key roles Develops talent and long-term growth Improves workforce capabilities and overall performance Improves employee commitment and overall retention Meets the career development requirements of employees Focuses on leadership continuity and improved knowledge sharing Succession planning is a necessary part of an organization s ability to reduce risk, create a proven leadership model, smooth business continuity and improve staff morale 3

5 What Is the Real Reason Its Important? The Baby Boomer s are retiring in masses and the Gen Xers and Gen Yers need to be groomed to take over..if the Boomers will get out of the way. The oldest of the Boomers are hitting their mid to late 60s and the youngest are turning 50 this year. Time is running short. Remember Knowledge is Power and most of your institutional knowledge and experience goes with the Boomers when they leave. Get it from them NOW before it is too late. 4

6 Where Do You Start? Support for the process must start at the top and filter throughout the organization. Monitor your future needs Assess your talent pool Implement developmental activities for your talent pool Measure your effectiveness 5

7 Monitor Your Future Needs As much as possible look into the crystal ball and predict what the future holds who is retiring, who is leaving for another job or being promoted. As early as possible look at your talent pool an begin to match the future needs of your organization with the bench strength of available talent. Jack Welch former CEO of General Electric was a master at this. 6

8 Assess Your Talent Great talent is usually easy to identify if you take the time to look. Look at skills, behaviors, motivation, organizational fit and passion. Determine if their development opportunities or weaknesses are overwhelming. Assess the key areas of leadership potential, job performance, and risk of leaving. 7

9 Implement a Development Plan Formal leadership training is good but don t stop there. Mentoring Coaching Shadowing Temporary assignments Job rotation 8

10 Measuring the Effectiveness of Your Plan The primary measure of success is the percentage of openings filled from within your organization. 9

11 Succession Planning: Grooming Tomorrow s Leaders Today Charles Smith, Deputy Director Office of the Attorney General Child Support Division Austin, Texas ERICSA Lexington, KY May 5,

12 Why do we need leaders? Uninspired people rarely do inspired work. Mark Sanborn, The Fred Factor 11

13 Great leaders are needed to guide organizations through challenges. Budgetary cuts and hiring freezes Loss of experienced workforce Increasing customer expectations Organizational change 12

14 Great leaders are needed to innovate. Vision without action is merely a dream. Action without vision just passes the time. Vision with action can change the world. Joel Barker, The Power of Vision 13

15 Challenges in Leadership Development Nurturing vs. Mass Production It takes time to invest in people Leading takes learning it s not all intuitive How do you find tomorrow s leaders? 14

16 How does Texas build leaders? Selection Process Comprehensive management development program: Training in-house and outside Rewards and Recognition program Mentoring and Management program (M&M) Knowledge Transfer 15

17 How does Texas build leaders? Grooming and Selection: CSD Vision Establishment of clear expectations for performance Feedback Open communication Competitive hiring process 16

18 How does Texas build leaders? Training: Training: 20 Core skills addressed (required and optional courses) Methods of learning Classroom / online training Out of agency training Franklin Covey s Great Leaders Management libraries in all regions 17

19 How does Texas build leaders? Training: Leadership & Management Development Courses: Leadership Training Track LDT 107 Retaining the Exceptional Employee LDT 108 Managing Organizational Conflict LDT 405 Leadership: Great Leaders, Great Teams, Great Results LDT 406 Leadership Quotient 1 (LQ1) LDT 407 Leadership Quotient 2 (LQ2) LDT 707 The 7 Habits of Highly Effective People 18

20 How does Texas build leaders? Training: Management Training Track M&M 101 Mentee Development: How to Be a Mentee M&M 102 Mentee Development: Stephen Covey's 7 Habits for Associates M&M 103 Mentee Beginning Management Development M&M 201 Mentor Development: How to Be a Mentor MDT 401 CS Management Development MDT 401a CS Management Development Personnel Policies and Procedures (Web based) MDT 402 Field Operations Performance Evaluation System MDT 403 Interviewing for Top Talent MGT 100 Managers Operational Guide Overview MGT 101 TXCSES Security Profile Training MGT 202 Introduction to TXCSES Case Management MGT 203 Case Management Overview for State Office Staff MGT 204 MGT204 IDEAS Overview MGT 302 Group Scheduling Process MGT 303 Case Flow Simulation 19

21 How does Texas build leaders? Training: Governor's Center for Management Development Courses: GMD 101 Management Development Program Excellence in Leadership Program GMD 103 Project Management GMD 104 Senior Management Program, Phase 1 GMD 105 Senior Management Program, Phase 2 GMD 106 Customer Service GMD 107 Strategic Planning / Performance Measures GMD 109 Facilitating Groups GMD 110 Teambuilding GMD 112 Managing Organizational Change GMD 113 Problem Solving and Decision Making GMD 115 Working It Out: Tools and Techniques for Managing Conflict Constructively GMD 116 Strategies for High Impact Presentations Organization Development Series GMD 108 Systems Thinking GMD 114 Tools for Executive Decision Making 20

22 Mentoring Matters Newsletter 21

23 Leadership Enhancement and Development (LEAD) 22

24 LEAD Goals and Results LEAD Region VI The LEAD (Leadership, Enhancement, and Development) program was created to encourage staff to move to the next leadership position (Team Lead, Regional Case Analyst, Regional Trainer, Field Investigator, Office Supervisor, Office Manager, or Managing Attorney). 23

25 LEAD Goals and Results LEAD Region VI The LEAD program lasts 12 months during which time the participants spend time with and learn from experienced managers, observe processes within the Region by visiting other field offices, attend skill sharing and cross training seminars, and benefit from various other opportunities to showcase their talents and network with others. 24

26 LEAD Goals and Results LEAD Region VI Two groups (46) participants have completed the program. Participants benefited, as did the Region from the increased interest in vacant leadership positions and the influx of new and innovative ideas for improving work processes and office procedures. 25

27 How does Texas build leaders? Knowledge Transfer: Template to standardize approach Interviews conducted and validated Documentation of key processes, subject matter expertise, and skills Continuity of organizational knowledge Supplements or replaces 1:1 26

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