BUILDING THE BENCH Ted Staton & Stacy Schweikhart

Transcription

1 Succession planning doesn t mean a list of who goes where when the time comes. Succession planning means building the bench with a broad, talented, committed group of utility players ready to step up for leadership roles.

2 Ted Staton & Stacy Schweikhart

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4 WHY BUILD THE BENCH?

5 Millennials outnumber baby boomers in the workforce already 76 million to 75 million Millennials will make up 75% of the workforce just 10 years from now Systematic succession planning is a major shift for most organizations who have filled positions one at a time. Identifying the bench strength that is in place will help departments and division meet both long-term and emergency leadership, management and non-supervisory needs.

6 ICMA Route 50 and Government Council Study (928 respondents from 50 states) 90% consider human capital issues a challenge Only 41% believe they are prepared for the waves of baby boomer retirements Only 40% believe they can compete with the private sector for talent (18% of state govt. employee respondents) More than 1/3 report diversity/representation issues when comparing workforce to constituent demographics

7 HOW HAS THE BENCH CHANGED OVER TIME?

8 FINANCIAL STRESS AND OUR REACTIONS

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10 How do you identify utility players in your organization?

11 THE LEADERSHIP VORTEX INTEREST ENGAGEMENT COMPREHENSION DEMONSTRATED MASTERY LEADERSHIP

12 THE LEADERSHIP VORTEX PEOPLE THAT EVENTUALLY BECOME EFFECTIVE LEADERS: KNOW HOW TO AGREE AND DISAGREE WITH UPPER MANAGEMENT. ARE ABLE TO SORT OUT AND ACCOUNT FOR POLITICAL IMPLICATIONS. ARE ABLE TO ESTABLISH AND DEVELOP WORKING RELATIONSHIPS. TRANSITION WELL FROM BEING DOER TO THE MANAGER OF DOERS. KNOW HOW TO WORK WITHIN THE FRAMEWORK OF A TEAM. FOLLOW THROUGH ON ASSIGNMENTS. ARE PEOPLE THAT OTHERS WANT TO BE AROUND. BALANCE TECHNICAL ABILITY WITH PEOPLE SKILLS.

13 ARE YOU A SUPERBOSS? Take the Quiz

14 Agree Neutral Disagree Strongly disagree When evaluating job candidates, you tend to focus more on potential than experience. You regularly communicate specific goals and expectations to your team. You routinely ask employees to tell you what they think about a particular issue of importance. You customize coaching for each person on your team. You organize group work so that people need to both collaborate and compete to hit targets and get ahead. Several of your former employees have gone on to bigger jobs at your organization or outside of it. You stay in touch with people even after they ve stopped working for you.

15 BEHAVIORS OF A SUPERBOSS They don t typically follow the playbook. They have a powerful ability to connect with people. They re intensely passionate. They seek talented workers from unconventional places. They re comfortable trusting their employees even inexperienced ones with major responsibilities. They mentor enthusiastically, more by instinct than obligation. They set ambitious goals for themselves and their workers, pushing people to the extreme of their capabilities.

16 Who was MVP of the 2015 NBA Playoffs?

17 To put everything into perspective, Iguodala came in off the bench for all regular season games (played in 77) and 18 of 21 playoff games (started NBA Finals Games 4-6) while emerging as the Finals MVP.

18 How do we coach utility players and build our organizational bench?

19 Managers as Coaches

20 How do we coach to build the bench?

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22 How do you keep utility players loyal to your organization?

23 Workforce of Tomorrow Recommendations

24 Reinvent human resources to become more flexible, nimble, and strategic. Seek staff who champion people management issues and can set the workforce agenda. Revamp antiquated policies and practices to meet the needs and expectations of a changing workforce. Build a brand that tells the great story of public service. Focus on talent management, leadership development, and succession planning to prepare for workforce transitions, build capacity, and grow future leaders. Create a culture that values and engages employees in meaningful ways. Leverage technology, data, and automation to improve operations and provide employees with the tools they need.

25 Harvard Business Review Motivating Millennials

26 Three out of four Millennials reported that work-life balance drives their career choices. They are looking for flexible work schedules, work-from-home policies, and job appraisals based on outcomes and deliverables. Train managers and supervisors to communicate openly, effectively, and frequently. Create a deeply compelling vision of what the company or team is contributing to society. Embrace technology and make collaboration a way of doing business. Build an entrepreneurial environment that encourages employees to research and develop their ideas. Loosen up the notion of the career ladder.

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28 Budgets_Are_Top_Challenges OSU ICMA Student Chapter: on Twitter Facebook: /ELGLNetwork Ted Staton City Manager Upper Arlington, Stacy Schweikhart Community Information Manager Kettering, OH @SWSchweikhart

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