Developing a Succession Plan

Transcription

1 Introduction Developing a Succession Plan provided by Rose Miller, SPHR Pinnacle Human Resources, LLC 1

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8 Covered in Part I Succession planning at Agencies can be a high-stakes endeavor. The Executive Director or CEO is often the public face of the organization, so identifying a successor can distract board members, key stakeholders and staff, potentially putting the organization at risk. Even so, we now know how important Succession Planning is. In our last session: Described what succession planning is. Explained why it is important to have a succession plan. Reviewed the statistical data supporting the need for Succession Planning. Reviewed and compared national data with survey results of NYPTA. Discussed the challenges and opportunities larger agencies versus smaller agencies 8

9 Objective of Today s Session At the close of this session, you will review: How to begin your Succession Plan roadmap Communicating the purpose to employees Identifying key and high potential employees Why consider a Workforce analysis Identifying need for technology Implementing retention strategies Develop recruitment models Using outsourcing as a strategy Measuring success Please keep in mind that time will only allow us to review each element of succession planning. 9

10 Your Succession Plan Roadmap Create a succession planning team: Senior Management Board Members Human Resources Union Representatives Department Managers Study Agency demographics: When and where will there be key vacancies? What skills and knowledge will need to be replaced? Current vacancies and internal recruiting trends Use NYPTA survey as an example Link strategic goals with human capital needs: Senior Management must have a role Over 5 to 10 years Methods of evaluating all Key and High Potential employees 10

11 Communicating the Purpose to Employees Employee awareness is critical to the effectiveness of any Succession Plan. Written Plan and Policies include: Overall purpose of Succession Planning Using data collection and visuals The roll out of a new Performance Evaluation system Forecast the need for a retention system Forecast the need for a new hire referral program Methods for employee ideas and suggestions Communicating the vision of sustainability and growth 11

12 Identifying Key and High Potential Employees Key Employees Board Members Management Level jobs Highly Specialized jobs Filling in current gaps and skills High Potential Employees Who will be targeted for training and mentoring Creating individualized plans Cross training and job shadowing Classroom training Setting Development Goals Projects and work activities Timelines Resources needed 12

13 The Benefits of a Workforce Analysis Workforce Analysis- When Counting Heads, Make Every Head Count: Review of job descriptions and work volume Identify areas of time drain and work flow jams Assess workflow processes and staffing Identifying Technology Needs: Review technology needs- under utilization, upgrades or implementation of new technology 13

14 Retention Strategies Succession Planning fosters a sense that the Organization is committed to their individual development. Career mapping Investing in employee career development Performance system that measures outcomes Eliminating COLA increases Tie performance to compensation Horizontal growth with pay grades 14

15 Recruitment Strategies Smart Hiring Tips: Develop not only Technical Requirements but also identify the behaviors that make a role successful Use multiple mediums for sourcing including new hire recruitment incentives. Streamline the interviewing process (cost to hire) Hire various levels and have a plan for growing organically Importance of a new hire process 15

16 Outsourcing as a Strategy Own Only The Employees Who Deliver Your Product or Service Isolate internal functions that may be outsourced: HR IT Marketing Accounting Board Members Shared services offered by Associations Benefits include increased expertise and lower costs 16

17 Importance of Human Resources The role of HR to keep the Plan on track: Internal HR or Consultant? Link to planning, buy-in, strategy and implementation HR as the driver of the process: A Strategic Partner Help develop and maintain the Succession culture 17

18 Measuring Success? Who s Going to Fill Your Shoes? Track and Measure on a departmental and organizational level Create and use Metrics: Measure total number of potentially key positions were filled by high performing employees Use of 360-degree reviews to evaluate mentors and mentees. Conducting surveys Compare data prior to Plan, 5 year, then 10 year. 18

19 Questions? Comments? 19

20 Thank you for your attention and interest! 20