Succession Planning: Contingency Planning to Survive Presentation by Richard Kremzier

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1 Succession Planning: Contingency Planning to Survive Presentation by Richard Kremzier The fundamentals of Workforce Planning will be reviewed, establishing the context of Succession Planning. The principles of Succession Planning will be introduced, and the perspectives and terms as found in the literature and in the practice will be discussed. The phases of the Succession Planning Process will be described, and Succession Planning Templates will be introduced. The Here and Now will be addressed, looking at what is most relevant and important to you. A recent Succession Planning article will be pointed out, and focus will be drawn to particular key points addressed in that article. In addition to addressing planning for the continuity of the organization s leadership; leveraging the organization s Strategic Plan will be introduced, revealing how to plan for ensuring the continuity of the organization s focus and delivery of its core services and benefits. Planning for the survival of the organization, as Succession Planning works to ensure, will be the central focus.

2 Succession Planning Contingency Planning to Survive Agenda

3 Agenda Fundamentals of Workforce Planning Introduction to Succession Planning Succession Planning The Here and Now What s Important to You Continuity of Operations Succession Planning Process Leveraging the Strategic Plan Questions & Answers

4 Workforce Planning Review of the Fundamentals 4

5 Workforce Planning Establishing the Context of Succession Planning (Everything you probably already know, but need to apply) 5

6 Workforce Planning Planning the Demand for and Supply of People 6

7 RIGHT TIME RIGHT JOB 7

8 RIGHT JOB Identify the Position 8

9 RIGHT JOB The Position Requires Certain General and Specialized Skills & Knowledge 9

10 Identify the Required Skills & Knowledge for the Position 10

11 Identify the Person(s) Who Have the Necessary Skills & Knowledge 11

12 Reality about Skills Possessed GAP REQUIRED SKILLS GAP REQUIRED SKILLS CURRENT SKILLS OVER CURRENT SKILLS REQUIRED SKILLS JOB CURRENT SKILLS JOB JOB 12

13 The Skills that a Person will Possess is a Give-and-Take Proposition 13

14 CURRENT SKILLS FILL THE GAP GAP REQUIRED SKILLS GAP REQUIRED SKILLS CURRENT SKILLS OVER CURRENT SKILLS REQUIRED SKILLS JOB CURRENT SKILLS JOB JOB 14

15 RIGHT TIME The Right People are Needed at the Right Time 15

16 RIGHT TIME Predictable Retirements Elections New Contracts High Turnover Jobs Unexpected Injuries / Illnesses Relocations Withdrawals / Quits Terminations 16

17 RIGHT TIME At the Right Time, the Right People with the Right Skills Needed 17

18 RIGHT TIME REQUIRED SKILLS & KNOWLEDGE GAP DEVELOP & LEARN CURRENT SKILLS & KNOWLEDGE TIME LINE FULLY COMPETENT 18

19 RIGHT TIME REQUIRED SKILLS & KNOWLEDGE GAP CURRENT SKILLS & KNOWLEDGE JOB TIME LINE DEVELOP & LEARN FULLY COMPETENT 19

20 RIGHT TIME REQUIRED SKILLS & KNOWLEDGE GAP DEVELOP & LEARN CURRENT SKILLS & KNOWLEDGE TIME LINE JOB 20

21 RIGHT TIME RIGHT JOB REQUIRED SKILLS & KNOWLEDGE GAP DEVELOP & LEARN CURRENT SKILLS & KNOWLEDGE TIME LINE 21

22 Succession Planning Introduction to the Principles 22

23 Succession Planning Discussion of Perspectives and Terms (What is found in the literature and in the practice) 23

24 Succession Planning* A process whereby organizations ensure that employees are recruited and/or developed to fill each key role within the organization. The objective is to ensure that the organization continues to operate effectively when individuals occupying critical positions depart. May not include all existing managerial positions and may include positions that are not supervisory or managerial but instead utilize unique, hard-to-replace competencies. Part of workforce planning. Its focus is on assuring that appropriate bench strength is in place for replacing critical positions. * STATE OF IOWA, WORKFORCE PLANNING: Succession Planning, A How-to Guide for Developing a Succession Plan, Prepared by the Department of Management and Department of Administrative Services, FY

25 Bench Strength An assessment of the organization s preparedness to replace departing staff in critical positions. Having other staff on board who are ready to step into someone else s shoes at the appropriate time under the appropriate circumstances with a virtually seamless transition. 25

26 Succession Planning Succession planning is not a technique to plan individual career advancement opportunities or a reward for high performers. Succession planning is strategic, both in the investment of resources devoted to it and in the kinds of talent it focuses on. It is not a one time event; rather, it is re-assessed and revised annually through the workforce planning process. 26

27 Succession Planning Process There are four phases to the succession planning process: Phase 1: Phase 2: Phase 3: Phase 4: Identify Key/Critical Positions Conduct Position Analysis Develop Succession Plan Monitor, Evaluate, Revise 27

28 Phase 1: Identify Key/Critical Positions A position is considered key or critical if: Mandated The position is a required by law, rule, standard, practice Mission critical The position is a key contributor in achieving the organization s mission Key task The position performs a critical task that would stop or hinder vital functions from being performed if it were left vacant Specialized knowledge/skill set The position requires specialized or unique expertise that is difficult to replace Geographic The position is the only one of its kind in a particular location and it would be difficult for a similar position in another location to carry out its functions High turnover job Positions in the same job class or occupational group in danger of knowledge drain due to retirements or high turnover 28

29 Phase 1: Identify Key/Critical Positions Division/unit Job Class Title Position # (optional - use only if distinction is helpful) Supervisor Retirement Eligibility Date Reason why this is considered a key/critical position 29

30 Phase 2: Conduct Position Analysis Identify the specific skill sets needed for each of the key/critical positions. Identify the key competencies required. These required skill sets and competencies will serve as the basis in determining existing bench strength within the organization. Why is the position key/critical? What are the external and internal factors affecting the position? How will the position be used in the future? What competencies or skill sets will be required? What is the current bench strength? What are the gaps (skills/competencies not possessed by current staff)? What strategies will be used to address the gaps? 30

31 Phase 2: Position Analysis Key/Critical Position or Job Class: Position Title or Job Class: Reason why this position or job class is key/critical: Retirement Eligibility Date (if applicable): 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: Strategies to address gaps: 31

32 Phase 3: Develop Succession Plan The succession plan is the culmination of Phases 1 and 2. This is where the reviews of the individual positions and high turnover job classes are rolled into one document and gaps and strategies are formulated at an organizational level. In this phase, the strategies to overcome the gaps are outlined to include target completion dates, responsible parties and required resources. 32

33 Phase 3: Succession Plan Key/At-Risk Positions & Classes Gaps Strategies Target Completion Date Person(s) Responsible Required Resources Status/Progress Update 33

34 Phase 4: Monitor, Evaluate, Revise Ongoing evaluation and adjustments are vital to effective succession planning. Although a typical succession plan may cover a 3-5 year period, it should be reviewed at least annually. If an organization does not regularly review its succession planning efforts, it runs the risk of failing to meet goals or not having the ability to rapidly respond to unanticipated circumstances (unexpected vacancies). A succession plan template includes the section, Status/Progress Update. During plan reviews, comments are entered in this section to reflect progress on each action item. 34

35 Succession Planning Templates Worksheet: Succession Planning Status Position Title Incumbent Name Retirement Status Criticality Number of Staff Ready Now Number of Staff Ready in 1-2 Years Succession Planning Priorities Retirement Status: A: Retirement likely within 1 year B: Retirement likely within 3 years C: Retirement eligible within 5 years Criticality: 1: Critical - Must "hit the ground running" 2: Very Important - Fully functional within 6 months 35

36 Succession Planning Templates Sample: Completed Succession Planning Status Worksheet Position Title Incumbent Name Retirement Status Criticality Number of Staff Ready Now Number of Staff Ready in 1-2 Years Succession Planning Priorities Agency Director A Chief Deputy x IT Director B x Finance Director A Budget Dir C Accounting Dir B HR Director A Labor Relations C Personnel Staff Development B Communications Dir x Director of Policy A x Quality and Planning Field Operations Dir B Office A Director B Office B Director C Office C Director Office D Director A Clinical Specialist A x Retirement Status: A: Retirement likely within 1 year B: Retirement likely within 3 years C: Retirement eligible within 5 years Criticality: 1: Critical - Must "hit the ground running" 2: Very Important - Fully functional within 6 months 36

37 Succession Planning Templates Acceleration Pool Nomination Form* Nominee Name: Classification: Nominated By: Date: Leadership Area Strength Proficient Support of Agency Values Behaves Consistently with values Displays respect for others Is a good team player Identifies with management Leadership Promise Is motivated to lead Accepts leadership responsibility Mobilizes resources/people to action Leads teams that have high morale Interpersonal Skills Communicates clearly and effectively Makes effective presentations Demonstrates diplomacy Is trusted and respected Demonstration of Results Shows positive team/unit results Displays objective indicators of success Accomplishes major assignments Developmental Orientation Has accurate self-insight Is coachable; accepts feedback Has history of learning from experience Quickly learns new tasks Self-initiates development activities Developmental Need * Adapted from Byham, William C., Audrey B. Smith, Matthew J. Paese Grow Your Own Leaders. Acceleration Pools: A New Method of Succession Management. Upper Saddle River, NJ: Prentice-Hall Inc. 37

38 Succession Planning Templates Acceleration Pool Nomination Summary Name Support of Agency Values Leadership Promise Interpersonal Skills Demonstration of Results Developmental Orientation Applicant A S S S P S Applicant B S S P P S Applicant C P P S S P Applicant D P S P S P Applicant E P P P P S Applicant F D P P P P S = Strength P = Proficiency D = Developmental Need 38

39 Succession Planning The Here and Now 39

40 Succession Planning A Look at What is Most Relevant and Important to You (Cutting to the Chase, and Focusing on What is Needed) 40

41 An IAAP Succession Planning Article Leadership Development and Roles - Pathways to Excellence The following are leadership and succession planning tips from a "Recognizing Leadership" presentation by IAAP Education & Professional Development Manager Susan Fenner, originally presented as the 1999 District Conference activity. 41

42 An IAAP Succession Planning Article Organizations must take proactive steps to plan for future talent needs at all levels and implement programs designed to ensure that the right leaders are available for the right jobs in the right places and at the right times to meet organizational requirements. William Rothwell, Effective Succession Planning: Ensuring Leadership Continuity And Building Talent From Within. The continuity of the organization over time requires a succession of persons to fill key positions. Arthur Deegan, Succession Planning: The Key To Corporate Excellence. 42

43 An IAAP Succession Planning Article Succession planning, whether in organizations or associations, is important for: Identifying career paths for individuals and groups. Establishing personal development and training programs. Focusing skill paths and leadership options. Communicating throughout the organization. Creating a more comprehensive people-planning system. Implementing the strategic plan. Encouraging the advancement of diverse groups. Enhancing people s ability to respond to changing environmental conditions. Improving morale. Coping with effects of everyone having more to do. 43

44 The continuity of the organization over time requires a succession of persons to fill key positions. Continuity of Operations Plan (COOP) Continuity of Leadership Continuity of Focus Continuity of Performance Survival 44

45 RIGHT JOB When considering Key Positions critical to the survival of the organization 45

46 ORGANIZATION LEADERSHIP OFFICERS CANDIDATES think about the continuity of the organization s leadership. 46

47 Organization s Officers OFFICERS REQUIRED SKILLS CANDIDATES PRESIDENT * VICE PRESIDENT TREASURER * SECRETARY PRESIDENT-ELECT VICE PRESIDENT- ELECT 47

48 Succession Over Time The view and perspective is looking forward into the future, with anticipation and knowledge that key people will need to be replaced in response to unexpected and predictable circumstances TIME LINE 48

49 Succession Over Time For each Key Position, a person(s) is selected to filled the particular position if or when that position is vacated by the incumbent. The selected person(s) undergoes a developmental period during which any shortfall in possessing required skills and knowledge is closed, through training and mentoring. After such developmental period, the person serves to fill the vacated position. SERVE DEVELOP TIME LINE

50 Succession Over Time During that period of service, until the position is again vacated; a next in-succession person is selected and likewise goes through a developmental period; and eventually serves in the position when next vacated. SERVE SERVE DEVELOP DEVELOP TIME LINE 50

51 Succession Over Time This process of selection, training and mentoring, and serving continues over each successive period of holding and vacating each key position. SERVE SERVE SERVE DEVELOP DEVELOP DEVELOP TIME LINE 51

52 Succession Over Time This process of succession, having this repeating Develop-Serve pattern, continues over the lifetime of the organization, ensuring its perpetuation. SERVE SERVE SERVE SERVE DEVELOP DEVELOP DEVELOP DEVELOP TIME LINE 52

53 RIGHT JOB When considering Key Positions critical to the survival of the organization 53

54 STRATEGIC PLAN STRATEGIC GOALS GOAL MANAGERS/ CHAIRPERSONS think about the continuity of the organization s focus and delivery of core services and benefits. 54

55 Leveraging the Strategic Plan Goals MEMBERSHIP DEVELOPMENT NETWORKING ADVOCATE ENERGIZE MANAGE Goal 1: Draw and retain prospective and current members to participate in this Chapter Goal 2: Encourage, promote and support professional development Goal 3: Develop, promote and exploit professional networking opportunities Goal 4: Advocate for administrative professionals Goal 5: Energize the Chapter Boost our purpose and focus (professional development, networking, resource for members) Goal 6: Ensure the organizational strength, stability, and longevity of the Chapter 55

56 Leveraging the Strategic Plan STRATEGIC GOALS SKILLS SETS APPOINTEES MEMBERSHIP DEVELOPMENT NETWORKING ADVOCATE ENERGIZE MANAGE 56

57 Leveraging the Strategic Plan STRATEGIC GOALS SKILLS SETS APPOINTEES MEMBERSHIP Draw and retain and recruit DEVELOPMENT Encourage, promote and support NETWORKING Develop, promote and exploit ADVOCATE Advocate for admin professionals ENERGIZE Boost our purpose and focus MANAGE Ensure strength, stability and longevity 57

58 RIGHT TIME BENCH STRENGTH PERSONS-IN-WAITING REQUIRED SKILLS & KNOWLEDGE GAP CURRENT SKILLS & KNOWLEDGE DEVELOP & LEARN PERSON-IN-WAITING TIME LINE FULLY COMPETENT 58

59 BENCH STRENGTH PERSONS-IN-WAITING Instead of considering Persons-in-Waiting as sitting on the Bench 59

60 ENGAGED & INVOLVED PERSONS-IN-QUEUE consider them as Persons-in-Queue who are engaged and involved, contributing directly as they develop and learn, in preparation for stepping in. 60

61 ENGAGED & INVOLVED PERSONS-IN-QUEUE Training & Mentoring Skills & Knowledge Perspective & Attitude Engaged & Involved with Passion and Purpose 61

62 Succession Planning Process The four phases to your succession planning process: Phase 1: Phase 2: Phase 3: Phase 4: Identify a Succession of Candidate Officers For Key Goals, Identify a Succession of Appointees Develop a Succession Plan (Training & Mentoring) Execute, Monitor, Evaluate, Revise the Plan SERVE SERVE SERVE DEVELOP DEVELOP DEVELOP

63 Phase 1: Identify a Succession of Candidate Officers Organization s Officers OFFICERS REQUIRED SKILLS CANDIDATES PRESIDENT * VICE PRESIDENT TREASURER * SECRETARY PRESIDENT-ELECT VICE PRESIDENT- ELECT 63

64 Phase 2: For Key Goals, Identify a Succession of Appointees Leveraging the Strategic Plan STRATEGIC GOALS SKILLS SETS APPOINTEES MEMBERSHIP DEVELOPMENT NETWORKING ADVOCATE ENERGIZE MANAGE 64

65 Succession Planning Process The four phases to your succession planning process: Phase 1: Phase 2: Phase 3: Phase 4: Identify a Succession of Candidate Officers For Key Goals, Identify a Succession of Appointees Develop a Succession Plan (Training & Mentoring) Execute, Monitor, Evaluate, Revise the Plan SERVE SERVE SERVE DEVELOP DEVELOP DEVELOP

66 Succession Planning The three primary considerations for your succession planning: A. Succession Planning - What it is all about B. The Process - Key Positions (Roles & Responsibilities) Critical Success Factors (Issues & Activities) Necessary Skills Sets Staffing Plan (Assignments & Training) Contingencies Plan Implement, Monitor, Adjust C. Leveraging Your Strategic Plan 66

67 Succession Planning Questions & Answers 67

68 Succession Planning Organization s Leadership Officers ENGAGED & INVOLVED PERSONS-IN-QUEUE Leveraging the Strategic Plan Appointees Training & Mentoring Skills & Knowledge Perspective & Attitude Engaged & Involved with Passion and Purpose 68

69 Succession Planning: Contingency Planning to Survive Presentation ENGAGED by Richard & Kremzier Organization s Leadership Leveraging the Strategic Plan Officers INVOLVED Appointees The fundamentals of Workforce Planning were reviewed, establishing the context of Succession Planning. The principles of Succession PERSONS-IN-QUEUE Planning were introduced, and the perspectives and terms as found in the literature and in the practice were discussed. The phases of the Succession Planning Process were described, and Succession Planning Templates were introduced. Training & Mentoring The Here and Now was addressed, looking at what is most relevant and important to you. A recent Succession Planning article was pointed out, and focus was drawn to particular key points addressed in that article. Skills & Knowledge Perspective & Attitude In addition to addressing planning for the continuity of the organization s leadership; leveraging the organization s Strategic Plan was introduced, revealing how to plan for ensuring the continuity of the organization s focus and delivery of its core services and benefits. Planning for the survival of the organization, as Succession Planning works to ensure, was the central focus. Engaged & Involved with Passion and Purpose 69

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