CEO Succession Planning. For the CEO

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1 CEO Succession Planning For the CEO

the future, and encourage individual employee growth and development. (HR.

2 Succession Planning Succession Planning can be defined as a purposeful and systematic effort made by an organization to ensure leadership continuity, retain and develop knowledge and intellectual capital for the future, and encourage individual employee growth and development. (HR.com) Succession Planning Internal and external component Retaining skills and corporate knowledge Obtaining new skills and corporate knowledge

3 Begin at the Beginning Competency What do CEOs need to know? What should they know? What would it be nice for them to know? For instance CEOs needs to know how to budget They should know how to explain budgeting to others It would be nice if they could work in English and French

4 Competencies for Library Staff SOLS has developed competencies OLS - North Succession Plan / CEO Evaluation SSMPL hiring process

5 Competencies in selection The end result of succession planning is having continuity of leadership; the right person in the right chair. In order to accomplish this, the people responsible for the selection must: Analyze the competencies Set the process and tools Determine how to find the person with the competencies required for the job SSMPL selection process (a case study)

6 Sault Ste Marie Case Study Review job description and community profile Establishing Priorities Review of competencies and which were the greatest priority for a new CEO to enlist immediately Staff engagement, community engagement, budgeting Done with both Board and Staff Selection assessments based on these priorities Résumé assessment Interview questions Reference checks

7 Succession Planning Review job description and community profile Establishing Priorities Review of competencies and which were the greatest priority for a new CEO to enlist immediately Staff engagement, community engagement, budgeting Done with both Board and Staff Selection assessments based on these priorities Résumé assessment Interview questions Reference checks

8 SSMPL CEO Competency Organizational Leader Demonstrates superior leadership skills; forward thinking, directing the organization s strategic agenda and enlisting others to share in its realization.

9 SSMPL CEO Competency Secretary / Treasurer - Financial Perform the duties of Secretary/Treasurer to the Board in accordance with the Public Libraries Act, R.S.O. 1990, s 15, ss 3, 4, 5 and the By-Laws and Policies of the Sault Ste. Marie Public Library Board. Serve as Signing Officer of the Board and direct the financial administration of the library s services and operations. Prepare and present to the Board, the library s annual operating and capital budgets for review and approval. Exercise general financial control over all Library operations in terms of approved budget allocations. Provide the Board with regular statements and other financial reports and analyses as required. Manages the organization within budget allocation, making sound financial and business decisions

10 SSMPL CEO Competency Administration of Library Operations Plan, co-ordinate, direct, manage, and evaluate library services and programs and allocate resources to ensure the effective and efficient operation of the Library. Responsible for the overall efficient operation of the Library and for motivating and developing the skills of library staff in alignment with the Board s Values; fostering productivity, professionalism and morale. Responsible for ensuring Library complies with all relevant provincial and federal legislation.

11 SSMPL CEO Competency Policy and Planning Advise the Board and recommend policies for the development of the library system ensuring the goals and objectives of the Library are met, and the Library facilities and services meet the needs of the residents of Sault Ste. Marie. In collaboration with the Library Board, develop the Library s Strategic Plan, policies and other plans. Ensure compliance with policies and plans approved and established by the Board and develop procedures for their implementation. Analyze the changing needs of the community and in conjunction with the Board develop strategic (long range) and tactical (short range) plans.

12 SSMPL CEO Competency Innovator Seeks and pursues opportunities that strengthen the organization, improve productivity, and/or enhance client service and creates an environment that encourages and rewards employees to do the same

13 SSMPL CEO Competency Personnel Administration Establish and maintain personnel practices and direct the hiring, training and development, performance appraisal, job evaluation, salary administration, discipline and dismissal of all staff, in accordance with provincial and federal legislation, collective agreement, and Board policy. Responsible for wage and salary administration. Recommend to the Board agreements concerning wages, salaries and benefits. Advise the Board on working conditions and staffing requirements. Act as a liaison between staff and Board. Conduct collective bargaining and review and seek resolution to other labour/management issues. Carry out annual performance appraisals of department heads and administration employees and ensure that performance appraisals are carried out through the balance of the library staff, in accordance with Board policy and collective agreements. Promotes a healthy and safe environment and ensure compliance with the current Occupational Health & Safety Act of Ontario.

14 SSMPL CEO Competency Staff Engagement Responsible for staff esprit de corps; develops and maintains positive communication practices and working relationship with staff. Fosters positive relations between staff and with staff and management. Able to positively engage staff in the implementation of strategic plans and library activities.

15 SSMPL CEO Competency Library Collection Facilities Responsible for developing library collection(s) in accordance with the Library Development Policy and the Acquisition Policy for the Sault Ste. Marie Public Library Archives. Ensure that physical facilities and properties owned or leased by the Board are safe and well maintained and that the Board is protected and advised with respect to liabilities. Control capital purchases; responsible for the tendering and administration of capital projects and service contracts in accordance with Library Purchasing Policy.

16 SSMPL CEO Competency Public Relations / Community Engagement Maintain positive relationships with community agencies and organizations and ensure library participation where appropriate. Act as the Board s representative to the community, all levels of government, and professional and other organizations. Inform the Board of developments at all levels of government which may impact on its mandate. Engages the community in library planning and activities as appropriate. Act as liaison and in an advisory role to the Friends of the Library.

17 SSMPL CEO Competency Advocacy Communicator Grantsmanship and Fundraising Effectively market the library within the community. Develop and coordinate strategies and programs for the promotion and enhancement of library services within the community. Conveys information and ideas in a manner and form appropriate for the intended audience. Identify and actively seek alternative sources of funding and resource support to diversify the Library s financial base. Problem Solver / Decision Maker Ethical Clearly defines and seeks solutions to issues and opportunities, carefully considering legal and organizational implications and risk management Consistently demonstrates ethical decision-making with regards to all human resource, operational and strategic issues.

18 CEO s role in succession planning CEO s role in succession planning Document procedures and policies Networking Have an annual work plan Work to build strong relationships outside the library: council; municipal staff; volunteers; community organizations

19 CEO s role in succession planning CEO s role in succession planning Work with the Board to ensure that your job description and those of your staff are up to date (Recommendation: incorporate core competencies into the job descriptions) Help the Board identify the importance of training opportunities to build those competencies Identify learning paths for staff both to be the best they can be, but if they have the interest/ability to learn new skills based on the competencies needed for higher positions Training Opportunity to do things Educational and networking opportunities Assess and evaluate

20 CEO s role in Succession Planning Advise the Board on where to find assistance in selection process Outgoing CEOs should not participate in hiring their successors If you build a strong staff, their abilities will be apparent

21 Why look at outside candidates? You want to find the best person for the job With the competencies needed at that time Internal candidates have a natural advantage if they also have the competencies Sometimes it is necessary for an organization to have new blood A new competency is needed (e.g. Technology) A new culture is needed A new outlook is needed

22 Group Work SOLS competencies - Interpersonal Personal and Interpersonal Skill Sets: Communication Ethics & Values Learning & Growth Mindset Collaborative Relationships

23 Group Work Competency: Communicates effectively using a variety of methods Associated knowledge, skills and abilities: Communicates openly and directly, both verbally and in writing Identifies issues and ideas and provides information that is accurate and timely Participates in conversation as a means of exchanging information, ideas and perspectives in an environment of trust and respect Presents ideas in a manner that is clear and concise, with an appropriate level of enthusiasm Checks with listeners to ensure message has been received as intended and comprehended Demonstrates proficient writing skills (good grammar and sentence construction, accurate spelling, logical thought) Demonstrates the technical skills and protocols for communicating electronically.

24 Group Work Competency: Communicates effectively with a variety of audiences and individuals from diverse backgrounds Associated knowledge, skills and abilities: Speaks and writes in ways that are professional, welcoming and appropriate for different audiences Demonstrates proficient public-speaking skills (articulation, strong delivery, appropriate animation) Accommodates and deals effectively with the perceptions, perspectives and communication styles of different audiences Fosters an inclusive, affirming and respectful climate for communication.

25 Group Work Competency: Selects and applies the most appropriate and effective communication skills to meet situational needs Associated knowledge, skills and abilities: Communicates effectively to elicit information and to obtain consensus, persuade, instruct and motivate Understands and practises techniques of active listening and open-ended questioning Selects appropriate communication strategies to manage conflict constructively Demonstrates negotiation skills to secure beneficial outcomes.

26 Job Description Analysis What competencies are required to do this job? What competencies would be helpful to do this job? What education and experience will lead to attaining these competencies?

27 Job Description Analysis Comparing the competencies What would it take to move from Clerk to CEO? What can we do to assist staff in attaining these competencies?

28 Management & Leadership Skill Sets: Budget & Finances Funding Development Laws, Policies & Procedures Ontario s Public Library Sector Board Engagement & Development Municipal Relations Organizational Leadership Personnel Management Customer Service Champion Planning Project Management Service or Department Oversight Staff Training & Development Facilities Community Relations Marketing

29 Public Service Skill Sets: Customer Service Access Services Adult Services Programming & Outreach Readers Advisory Reference Patron Training Children s Services Young Adult Services

30 Collection Management Skill Sets: Collection Development Collection Evaluation Collection Control & Maintenance Organization Of Collections Marketing Of Collections

31 Technology Skill Sets: Technology Core Competencies Software Proficiencies Hardware & Software Administration Operating & Automation Systems Public Access Computing Server Administration Networking & Security Web Design & Development Digital Resources Technology Technology Planning, Policy Development & Training Enterprise Computing

32 Succession Plan Succession Plan Written or embedded in staff development documents Includes development and selection Includes existing and new staff Is about having the right people in the right places

33 Succession Plan OLS - North s Succession Plan Two parts Part One is a development of competencies for the CEO Part Two is a Career Development Planning Process for staff

The City of Kawartha Lakes Public Library

The City of Kawartha Lakes Public Library Policy number: LIB2017-18 Policy name: Job description of the Chief Executive Officer/Library Director Developed by: CEO/Chief Librarian Date: June 2014 Adoption