What Board Members Need to know about SUCCESSION PLANNING

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1 2012 Annual Meeting Maryland Library Trustees and Citizens for Maryland Libraries What Board Members Need to know about SUCCESSION PLANNING for the Library Director and Staff November 3, 2012 Presented by Paula M. Singer, PhD

2 Succession Planning: What & Why? Role of the Board Developing an Effective Plan Emergency Succession Planning Steps for hiring a Director 2

3 3 3

4 Integrates: talent management + strategy anticipates change focuses on staff development It s about ensuring that the right people are in the right place and at the right times to do the right things. 4

5 Succession planning is a form of risk management; the process should start before you need it. Strategic Plan 5

6 45% will be eligible to retire by 2015 IS profession 75% more people % of professional librarians are 45+ and.. 11,000 Americans turn 50 every day (DOL) 6

7 1. 59 of 200 eligible for full retirement And 11 left last summer! employees are 60-69; more eligible to retire 7

8 Age range # in range % of total FT employees # in mgt positions % of age range group years % % years 49 23% % years % % years % % years % 16 40% 8

9 For succession management 9 9

10 In-house replacements Increase human capital Avoid lost productivity Impact on colleagues Career opportunities Retain key talent Attract candidates Prepare for future challenges Knowledge transfer Cost control t/o, productivity, acting pay Support diversity 10

11 The time to repair the roof is when the sun is shining John F. Kennedy 11

12 1. Review strategy 2. Identify critical positions & assess risk 3. Create profile 4. Update performance management system 5. Identify talent 6. Evaluate development needs 7. Create development plans 8. Implement 9. Evaluate 12

13 What needs are you trying to meet? 1-5 years situation, structure, budget situation, demographics, community needs, technology Challenge: respond to these needs with the staff you have now, can develop, or can acquire. 13

14 Critical task Leadership positions: unique contribution Future projects Consequences from vacancy Mission-critical Difficult to recruit 14

15 Common Tasks Unique Functions Competencies needed 15

16 Clusters of behavior, knowledge, technical skills and motivations important to job success Customer service Communications Individual Leadership & Influence Teamwork & Collaboration Planning, Organizing and Work Mgm t Analysis: Problem Assessment Visionary Leadership 16

17 Develop /update performance management system 17

18 Assessment tools Observation Performance evaluation Simulations 360º surveys and interviews Personality inventories Cognitive ability tests Behavior-based interviews Self-identification 18

19 Success Factors/ Competencies: (also, skills, values, etc.) Integrity Customer Service Orientation Communication Individual Leadership & Influencing Teamwork & Collaboration Planning, Organizing and Work Management Visionary Leadership Analysis Problem Assessment Maximizing Performance Low Medium High

20 Potential Low Medium/Growth High Performance High Key Contributor Emerging Talent Promotable Medium Key Contributor Key Contributor Low New Hire Improvement Required Emerging Talent Improvement Required 20

21 Who? Using tasks and competencies (to the extent you know them) rate on performance and potential 21

22 22 Diagnose development needs Fill in the gaps

23 23

24 Experiences (70%) Stretch Assignment Job Shadowing Job Rotation Job Swap Task force Action Learning OTJ Training Activities Away from Work Relationships (20%) Mentoring Executive Coaching Feedback Education (10%) Classroom Training ELearning Self-Directed Learning, including reading 24

25 7. Create Development Plan INDIVIDUAL DEVELOPMENT PLAN Completed Example Name: Jane Smith Department: Branch Manager West Regional Date Prepared: 7/15/09 Development Goal Development Activities Development Success Involvement of Others Target Date What competencies for knowledge, skills or abilities are you going to learn or develop? How are you going to do this? How will you know you have learned it? How will you demonstrate it? Did you get their agreement? Are additional resources needed? Start? Completion? Models team leadership by building consensus and helping a diverse group develop to meet a system goal Designs and manages facilities so they are customer-centered and easy to use Lead new outreach team to develop programs for English-language learners (Spanish-speaking families) new to our community Serve on renovation design team for South Branch Team members learn what community wants and agree on a way to provide it Team produces 3-5 programs that can be used as models for the system Community members attend programs and say they are on target Research best practices of other libraries and contribute ideas Use some of the ideas at West Regional Identify community partners schools, nonprofits, churches Programming and Marketing Coordinator Training Manager for team development needs West Regional staff, to implement ideas Facilities Director, for resources needed at West 9/1/09 through 6/30/10 1/1/10 through 12/30/10 Supervisor s Signature: Staff Member s Signature: 25

26 Update Provide new assignments Start again 26

27 The single most important responsibility of the board is the hiring and support of a competent, qualified director and ensuring that he or she receives the support and continuing education to maintain these skills and abilities Trustee Manual for MD Public Library Trustees 27

28 28

29 Identify priority functions and tasks Specify what happens in the event of a short- or long-term absence Identify 1 or 2 senior staff capable of appointment to the position of acting or interim Provide provisions for cross-training staff to help them fulfill priority functions/tasks Spell out the communications plan 29

30 1. Assess the risk 2. Identify critical positions 3. Identify priority functions 4. Identify candidates 5. Identify training needs 6. Train and monitor 7. Clarify acting/interim assignments 8. Communicate 30

31 Who are your key leadership staff? Are any over 50? Who is high-potential but might leave when the economy changes? Do you know what they are planning? What would the library do if any one of these resigned tomorrow? 31

32 Identify key criteria for interim Focus on roles and responsibilities not the individual No more than 3 32

33 Fill in the gaps Diagnose Match Support 33

34 Begin as soon as plan is adopted Identify those responsible for planning and implementing Monitor & update 34

35 Specify temporary Identify all reporting relationships Clarify authority, decisions, goals Clarify decisions, goals Compensation 35

36 Who needs to be informed? How? By whom? When? 36

37 37 1. Key spokesperson 2. Draft communications plan Communicate short and long term plan Internal and external 3. Make changes to check signing authority 4. Identify interim set comp, training 5. Clarify responsibility, authority and decision making limitations what s delayed 6. Create up-to-date JD 7. Identify board support & supervision 8. Rebuild leadership team 9. Create key contact list 10. Agree on process to hire Director

38 Identify director search task force Update job description Outline and implement process to recruit and select Create process to onboard & transition 38

39 1. Preparation 2. Recruitment 3. Transition 39 39

40 regularly review and update as changes occur. The emergency succession plan should evolve to suit the current circumstances of the library. 40

41 41 Singer Group Resources

42 Managing Change: Creating an Environment Conducive to Change; Organizational Effectiveness; Executive coaching; Management Retreats Managing the Organization: Organization Assessment; Organization Design and Development; Strategic Planning; Program Evaluation; HR Department Audits; Consulting Skills for the HR Department; Climate/Attitude Studies Managing People: Performance Assessment Programs; Coaching, Training & Developing Managers and Supervisor; Hiring & Selection Guidance; Recruitment & Retention Strategies; Job Analysis & Job Design; Developing Teams Managing Compensation: Pay Structure Design & Implementation; Classification Programs; Traditional & Streamlined Job Evaluation; Internal & External Equity; Market Pricing & Custom Surveys 42

43 Questions? THANK YOU!!! Paula M. Singer, PhD Dover Road, Reisterstown, MD ~

Continuing the Possibilities: Succession Planning for Library Leadership. pmsinger@singergrp.com www.singergrp.com

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