Succession and Staff Planning for Small Cities and Rural Communities. Overview. Introduction 8/26/2015

Transcription

1 Succession and Staff Planning for Small Cities and Rural Communities 2015 APWA Congress August 31, 2015 Overview Introduction Succession Planning Process Challenges to Succession Planning Questions and Discussion Introduction Succession planning is a systematic approach to: - Building a leadership pipeline/talent pool to ensure leadership continuity - Developing potential successors in ways that best fit their strengths - Identifying the best candidates for categories of positions - Concentrating resources on the talent development process yielding a greater return on investment. 1

2 Almost half of the largest companies and institutions in the United States have no meaningful management succession plan. A Process for Succession Planning Step 1: Link Strategic and Workforce Planning Decisions Identifying the long-term vision and direction Analyzing future requirements for products and services Using data already collected Connecting succession planning to the values of the organization Connecting succession planning to the needs and interests of senior leaders. 2

3 Sample: Completed Succession Planning Status Worksheet Position Title Incumbent Name Retirement Status Criticality Number of Staff Ready Now Number of Staff Ready in 1-2 Years Succession Planning Priorities Director Joe A City Engineer Harry B x CIP Engineer Carole B x Utilities Manager Ken A Water Supervisor Jon C Wastewater Supervisor Robbie B Storm Sewer Supervisor Randy A Streets and Drainage Larry C Manager Street Supervisor Deon Drainage Supervisor Nathan B GIS Manager Letecia B x Asset Management Beth A x Systems Manager Logistics Manager Charles C Fleet Manager Tim B Administrative Manager Petite B Facilities Manager Jaime A x Retirement Status: A: Retirement likely within 1 year B: Retirement likely within 3 years C: Retirement eligible within 5 years Criticality: 1: Critical - Must "hit the ground running" 2: Very Important - Fully functional within 6 months Step 2: Analyze Gaps Identifying core competencies and technical competency requirements Determining current supply and anticipated demand Determining talents needed for the long term Identifying real continuity issues Developing a business plan based on long-term talent needs, not on position replacement. Step 3: Identify Talent Pools Using pools of candidates vs. development of positions Identifying talent with critical competencies from multiple levels early in careers and often Assessing competency and skill levels of current workforce, using assessment instrument(s) Using 360 feedback for development purposes Analyzing external sources of talent. 3

4 Hiring Options Internal promotions External hiring Core Competencies Leadership Area Strength Proficient Developmental Need Support of Agency Values Behaves Consistently with values Displays respect for others Is a good team player Identifies with management Leadership Promise Is motivated to lead Accepts leadership responsibility Mobilizes resources/people to action Leads teams that have high morale Interpersonal Skills Communicates clearly and effectively Makes effective presentations Demonstrates diplomacy Is trusted and respected Demonstration of Results Shows positive team/unit results Displays objective indicators of success Accomplishes major assignments Developmental Orientation Has accurate self-insight Is coachable; accepts feedback Has history of learning from experience Quickly learns new tasks Self-initiates development activities Questions to Ask? Do the candidates have the essential technical skills required to do the job? Do they have a track record of success in their current position? Have they completed leadership development programs to prepare themselves for promotion? Do they have a reputation for maintaining a positive attitude and great teamwork among their peers? Are they aligned with the organization s stated mission, vision and values, and do they walk the talk? Do they want the job or just the money? 4

5 The best technicians do not always make the best managers or supervisors! Step 4: Develop Succession Strategies Identifying recruitment strategies: - Recruitment and relocation bonuses - Special programs Identifying retention strategies: - Retention bonuses - Quality of work life programs Step 4: Develop Succession Strategies (continued) Identifying development/learning strategies: - Planned job assignments - Formal development - Coaching and mentoring - Assessment and feedback - Action learning projects - Communities of practice - Shadowing. 5

6 Step 5: Implement Succession Strategies Implementing recruitment strategies (e.g., recruitment and relocation bonuses) Implementing retention strategies (e.g., retention bonuses, quality of work life programs) Implementing development/learning strategies (e.g., planned job assignments, formal development, Communities of Practice) Communication planning Determining and applying measures of success SUCCESS FACTORS There are several factors typically found in successful succession planning initiatives. For example: Senior leaders are personally involved. Senior leaders hold themselves accountable for growing leaders. Employees are committed to their own self-development. Success is based on a business case for long-term needs. Succession is linked to strategic planning and investment in the future. Workforce data and analysis inform the process. Leadership competencies are identified and used for selection and development. A pool of talent is identified and developed early for long-term needs. Development is based on challenging and varied job-based experiences. Senior leaders form a partnership with human resources. Succession planning addresses challenges such as diversity, recruitment, and retention. Step 5: Implement Succession Strategies (continued) Linking succession planning to HR processes Performance management Compensation Recognition Recruitment and retention Workforce planning Implementing strategies for maintaining senior level commitment 6

7 Step 6: Monitor and Evaluate Tracking selections from talent pools Listening to leader feedback on success of internal talent and internal hires Analyzing satisfaction surveys from customers, employees, and stakeholders Assessing response to changing requirements and needs. Challenges in Succession Planning Sustaining innovation and programs in the face of constantly changing elected officials and city managers who are constantly changing policies and priorities. Organizational Culture For small cities and especially rural communities Limited labor pool from which to draw May be difficult to attract professional staff Succession Planning Succession planning is a deliberate and systematic effort by which an organization prepares for and replaces managers, executives and other key employees who leave their positions Ensures continuity in key positions Encourages individual development and performance It is critically important to the organizations continued and future success 7

8 Organizational Culture Organizational culture may provide the context in which a succession plan is developed. Is the maintenance and enhancement of the culture desired? Does the existing culture need to be replaced or eliminated? There are two kinds of people in organizations: Those with 20 years experience and those with one year of experience repeated 20 times. Gene Dalton, BYU Why do succession planning efforts fail? 8

9 They fail because Managers prefer to do the work themselves Fear of difficult conversations Time Not held accountable from the top Lack the skill: Don t know how EFFECTIVE SUCCESSION PLANNING Succession planning recognizes that some jobs are the lifeblood of the organization and too critical to be left vacant or filled by any but the best qualified persons. Effectively done, succession planning is critical to mission success and creates an effective process for recognizing, developing, and retaining top leadership talent. Succession Management of Brain Cells 9

10 Questions and Discussion Bob Lowry, P.E Public Works Director (Retired) gmail.com