Leadership and Succession Planning APWA Spring Conference

Transcription

1 Leadership and Succession Planning 2016 APWA Spring Conference

2 This is a crazy job

3 Some days there are better jobs well then go find one.

4 City of Newton Public Works Employee age distribution Employee Age Dec 2016 Employee Age Dec and older and older

5 PW Bus Riders - Organizational chart

6 Communication flow

7 Team building and cross training

8 Our Priority: Best service for least cost Customer Focus. What do the citizens expect? Continuous Improvement Employees are an appreciable asset Financial Stability and Sustainability We have a duty to always be searching how we can improve our operation to do more with less. We have been doing this since the birth of Public Works. Otherwise we would still be using horses to clear snow. Employees need to know the difference between busy work and important work.

9 Break down silos between divisions

10

11

12 Informal tailgate meeting to share ideas. Collaboration creates great results.

13 Building Leaders and a team Supervisors went to the Escape Chambers in downtown Des Moines.

14 As a supervisor, where do you spend your time? With the employee who always needs help? With the successful employee that is a superstar? If you want to get things done, where do you spend your time? If an employee always needs help, why are they working for you? Not a good fit.

15 First Break All the Rules by Buckingham and Coffman 1. Hire the right people. 2. Do not over promote as not everyone will be a good manager. 3. Do not try to change your people, use their talents. 4. Promise little, but keep all promises. 5. Do not put down corporate ideas you do not support. The employees in your organization are mountain climbers. What camp is your organization acclimated?

16 Base camp get ACCLIMATED Strongly Agree Agree 10 Neutral Disagree 5 Strongly Disagree 0 Do I know what is expected of me at work? Do I have the materials and equipment I need to do my work right?

17 Camp # Strongly Agree Agree 10 Neutral Disagree 5 Strongly Disagree 0 At work, do I have the opportunity to do what I do best everyday? In the past 7 days, have I received recognition or praise for doing good work? Does my supervisor seem to care about me as a person? Is there someone at my work who encourages my development?

18 Camp # Strongly Agree Agree 10 Neutral Disagree 5 Strongly Disagree 0 At work, do my opinions count? Does the mission/purpose of the City make me feel my job is important? Are my co-workers committed to doing quality work? Do I have a best friend at work?

19 Camp # Strongly Agree Agree 10 Neutral Disagree 5 Strongly Disagree 0 In the past 6 months, has someone at work talked to me about my progress? This last year, have I had opportunities at work to learn and grow?

20 Before you determine where the bus is going.

21 Who is driving the Bus? Is your bus drive someone who turns a blind eye to poor performance?

22 Lots of people want to be bus riders. Great pay and benefits.

23 Do not fill a seat for the sake of filling an empty seat. You will spend a lot of time trying to get them off the bus.

24 Does an open position need to be filled? Always be looking for ways to improve efficiency.

25 Too many workers on a crew? Small work units place more responsibility and pride with the employee.

26 There is a cost to having too many employees About half of the operating budget is personnel costs. We had too many superintendents so we consolidated superintendent positions. Provide workers with correct equipment and tools can save hours of labor time (asphalt patching machine). Look at a retirement as an opportunity and not a loss.

27 Street financial trends ($120K/yr for Equip + $90K for STP match = $210K/YR)

28 Wastewater financial trends ($42K/yr for equip)

29 Hiring (be slow to hire, quick to fire) Always look inside and outside of the organization. Everyone earns the position. We are competitive with private sector due to great pay, outstanding benefits and no seasonal layoffs. Goal is to have a staff with a diversified skill set. (trees, fences, concrete flatwork, pipes, carpentry, customer service, etc.) If nobody is qualified or a good fit advertise again. Look for skills, attitude, and characteristics have these in the job description.

30 How to build collaboration - Believe in employees Listen and gather ideas and input from all employees. Believe employees are smart and capable. TRUST! Believe employees really want to do a good job. Believe employees know what is wrong and can fix it (can do attitude)

31 Methods to achieve success Have excellent lateral communication between divisions and departments. (working together we went from 155 uncontrolled intersections in 2011 to 79 in 2015 and we are not done) Provide employees with information (goals, finances, etc.) Managers should be the same person every day. Employees want a predictable manager. Delegate Engage employees. Be willing to take risks, try new ideas or ways of doing something. Never criticize when a new idea does not work.

32 Crazy job but someone has to do it