WORKFORCE ADVANCEMENT MODEL (WAM) CITY OF KCMO SUCCESSION PLAN

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1 WORKFORCE ADVANCEMENT MODEL (WAM) CITY OF KCMO SUCCESSION PLAN I. Introduction Traditionally, succession management can be described as a process of identifying jobs that are considered to be at the core of the organization. These positions are too critical to go unfilled and must be filled by only the best-qualified persons to meet organizational goals. The focus, however, remains on projecting the talent, knowledge, skills and abilities (KSAs) needed for the future. To meet these needs, the City of Kansas City, Missouri, has developed a Workforce Advancement Model (WAM) as a systematic way to address projected competency gaps and/or pending loss of institutional knowledge. While workforce planning is not a new concept, the City of Kansas City, Missouri, has adapted the tenets of workforce planning into a model that is highly customizable and replicable. II. Purpose The WAM is a proactive and future-focused process that enables departments to identify necessary competencies and then work to assess, evaluate and develop a talent pool of employees to ensure a continuity of leadership for critical positions and help preserve information and knowledge that otherwise would be lost due to retirement, promotion and normal attrition; It serves not only to bolster the skills of employees, but also works as a retention tool by providing a clearly defined promotional path for motivated employees willing and able to learn and occupy higher positions; The WAM is a specific developmental strategy that spells out the particular steps to be followed to achieve the department, division or unit mission, goals and initiatives; It is a plan customized and implemented to meet the business needs of department(s), is departmentdriven and is a flexible, living document that is inclusive to most job class hierarchies; and It is a tool to help justify the cost of training devoted to employee leadership development. III. Outcomes Documentation of a strategy for making business decisions and the allocation of resources in a manner that allows the organization to meet its goals; Preparedness for contingencies that could prevent the organization from attaining its goals; Provision of a framework for the organization s orderly growth and progress; and Proactive anticipation of workforce needs. IV. Key Components of WAM Workforce Planning: Workforce planning is a systematic identification and analysis of what an organization is going to need in terms of type and quality of workforce in relation to its objectives. It determines what mix of experience, knowledge and skills is required and sequences steps to get the right people in the right place at the right time.

2 Although there are varying examples of workforce planning models, all are very similar. Each relies on: identifying future staffing levels and competencies; analyzing skills and competencies of the existing workforce against future needs to identify gaps; the development of strategies for building the workforce needed in the future; and a review process to ensure that the plan continues to be valid and those objectives are continuing to be met. It is important to note that there is no universal workforce plan template. The model selected by any given organization must meet its needs, and the culture of the organization remains a strong consideration as to how the final product will be shaped. To that end, the Department of Human Resources produces an Annual Workforce Report that tracks dozens of trends, including retirement eligibility projections, turnover rates and other related retention and hiring trends. The report breaks down many workforce trends by department, thereby facilitating management s identification of potential issues. Once future work needs have been identified, move on to determine the knowledge, skills and abilities needed to carry out that work. This forward-looking workforce profile will reveal positions that will be needed in the future, providing management and staff with a common understanding of the skills and behaviors that are important to the organization. In defining the future requirements needed by the organization, consider the following: 1. Determine the five to ten most critical competencies (knowledge, skills and abilities) essential to address the projected needs. 2. Determine the skills that differentiate one level of job class from another. 3. Map the attainment of the critical competencies to each job class and identify resources available to acquire the critical competencies. Position description and responsibilities/competencies/skills: Required skills should be ranked in importance, and specific problem-solving attributes and behavioral traits also should be addressed. This first step is completed independent of any considerations of candidates. It is critical that there is no pre-selection of potential candidates. Individual assessment and skills/competencies, development needs: The aim is to recruit at the lowest levels and retain talented employees by making the appropriate competency match between the position and the individual. The necessity to hire the best person possible at the lowest level of the job family is extremely critical to avoid wasting resources on educating, training and allocating resources on an ill-advised employee selection. The WAM allows flexibility to downgrade vacant positions in the job class family for recruitment and training purposes (a decisive factor in attaining Finance/Budget support of the process). From the initial hire forward, the WAM aims to nurture existing personnel so they can be readied in a relatively short period of time to competently assume new responsibilities by progressing through a pre-determined career ladder. Under the WAM model, there is an incentive to remain with the organization and to strive to excel with an opportunity to matriculate through the job family without having to wait for a vacancy. During the employee s evaluation period, the department is expected to provide additional development

3 activities to address skill and competency requirements. This includes, but is not limited to: planned job assignments, formal development, coaching, assessment and feedback, action learning projects, communities of practice and shadowing. The employee s management team must play an active role in developing the employee to reach the next level and assume more responsibilities. V. WAM Strategy Development Developing strategy to address future gaps will involve a close partnership between the Department of Human Resources and the operating department(s). Majority of the discussions will focus on critical factors, such as: time fiscal constraints resources internal depth workplace and workforce dynamics job classifications Historically, the City of Kansas City, Missouri, has used the following strategies to address potential gaps: modifying positions flexibility in hiring within the pay range defining specific training and development needs defining diversity initiatives (in-progress) conducting specialized recruitment efforts developing retention and productivity tools, e.g., incentives updating job class specifications While there are wide ranges of options to attract and develop staff with needed competencies, some of the key action steps will include: Action: Define required employee movement by identifying internal sources of workers Determinant: Can movement be implemented through the WAM? Action: Define and redesign jobs as necessary Determinant: Impact on the current classification and compensation system? Action: Define recruiting needs and develop recruiting strategies by identifying recruitment sources for external sources of workers Determinant: Are there ways to maximize recruitment to minimize training needs of new employees, e.g., use of preferences? Action: Review and monitor relevant diversity initiatives Determinant: Does data support an acceptable level of diversity in the organization? If not, what is the plan to correct? Action: Continuously review work-life balance issues to become an employer of choice Determinant: Is the organization retaining new talent? What are the top reasons for voluntary turnover?

4 Action: Once in place, monitor productivity for goal attainment and accountability Determinant: Are gaps closing? If not, why not? Is it time to retool? VI. Roles, Responsibilities and Steps to Execute the WAM Collaboration between Operating Department and Department of Human Resources: Identify critical positions by: - Defining positions which are responsible for making key division/departmental decisions - Defining positions with highly specialized knowledge and expertise Compare current workforce staffing and skills to what the departments will need in the future Determine the most critical workforce issues currently faced Determine if there are certain occupational groups with increasing turnover, monitor departmental/divisional turnover by classification: Identify factors influencing turnover and develop mitigation strategies Monitor recruiting and selection statistics to ensure that we able to attract and retain key/critical positions and that the supply of qualified applicants meets the demand Mutual agreement of final competencies and potential progression schedule Ensure that affected employees understand the career paths and competencies they must demonstrate to succeed and progress Additional shared considerations include reviewing anticipated changes over the next two to five years regarding: Critical positions Impact of internal and external labor force trends Diversity objectives Educational developmental needs Operating Department: Develop a performance measurement requirement based on trend analysis and tracking of departmental metrics Determine key business goals and objectives for the next two to five years Determine the top priorities they must execute well to reach goals over that time period Determine required knowledge, skills and abilities needed to execute department strategies Identify pivotal jobs that drive strategy and revenue Determine five to ten core competencies needed to meet stated goals Use candid, timely and comprehensive performance reviews for assessment, development and management consensus about performance and potential Commit to providing adequate opportunities for eligible employees to gain skills in the desired competencies, including o Job shadowing/rotation o Work out-of-class opportunities consistent with Sec of the Code of Ordinances, highlighting the recommendation to rotate these opportunities among similarly-situated incumbents o Identifying relevant educational and training opportunities

5 Commit to systematically using the Knowledge Transfer Tool 1 to retain institutional knowledge from incumbents prior to retirement, resignation, promotion, separation, etc. from the City. Department of Human Resources: Provide training and support for succession planning, including, but not limited to: - Initial training and rollout with department directors during the City Manager s Monthly Directors Meeting - Training with departmental HR liaisons - Attendance at departmental directors staff meetings (upon request) - Training video vignettes using the EJ4 ThinkZoom platform Evaluate and approve the final submitted competencies and attributes for consistency and relevancy to the job class family Determine the pay grade movement through the career (job) family and/or matriculation within a banded job class in collaboration with Finance/Budget Office Conduct spot audits of the WAM through dialogue with department directors and Finance/Budget Office Maintain market-based compensation philosophy in an effort to attract and retain top talent VII. WAM Implementation and Follow-up Workforce planning requires the commitment and leadership of top management to be successful. Therefore, department directors and their designees must lead the process and hold managers accountable for carrying out the provisions of the agreed-upon WAM. Areas of review will include, but are not limited to: Are there still gaps that exist? Are the WAM provisions still relevant? Has the department, division or work unit performance increased subsequent to the WAM implementation? Do adequate staffing levels exist? Does the WAM remain affordable and sustainable? 1 Located on department of human resources intranet site; supervisory forms

6 APPENDIX A REFERENCES Businessdictionary.com. Retrieved from California State Department of Finance, Strategic Planning Guidelines, May, County of Los Angeles, Strategic Workforce Planning Guidebook, August, County of Los Angeles, Strategic Workforce Planning Needs Assessment Workbook, August, Duarte, P. (2012, May). Is There a Meaningful Distinction Between Workforce Planning and Succession Planning? Workforce Magazine. Retrieved from Fairfax County Strategic Workforce Planning, Retrieved from Guidelines for Georgia s FY 2003 Strategic Planning Process. Horkan, Nancy and Elizabeth Hoefer, Workforce Planning at DOT, The Public Manager, Spring, International Personnel Management Association. International Personnel Management Association, Workforce Planning Resource Guide for Public Sector Human Resource Professionals, National Institutes of Health, Workforce Planning Instructional Guide. Right People, Right Place, Right Time, A Guide to Workforce Planning in the U.S. Department of the Interior. State of Minnesota Strategic Staffing Guidebook.

7 State of Tennessee, Strategic Business Planning: A Guide for Executive Branch Agencies, Prepared by The Center for Effective Government, Department of Finance and Administration, January, State of Texas, Workforce Planning Guide. State of Washington, Workforce Planning Guide. Training and Development Policy WIKI, succession management. Retrieved from U.S. Department of the Interior, Workforce Planning Instruction Manual. U.S. Office of Personnel Management, The Federal Workforce Planning Model. Walker, David M., Strategic Human Capital Management: The Critical Link, The Public Manager, Spring, Washington State Department of Personnel, Workforce Planning in Washington State Government, October APPENDIX B APPROVED WAMs Department Aviation City Auditor City Planning/Public Works City Planning Convention Center Finance General Services Human Relations Human Resources Law Neighborhoods Parks & Recreation Public Works Water Services Job Class Family Airport Police Series Auditor Series Engineering Series Construction Code Inspector Series Facilities Attendant Series Event Coordinators Analyst Series Municipal Revenue Agent Series Taxpayer Specialist Fleet Maintenance Technician Series MMT/Human Relations Specialist Series MMT/Human Resources Specialist Series Assistant/Associate City Attorney Series Animal Control Officer Lifeguards Acquisition Specialist Series Plant Operator Series Utility Series (Coming Soon)

8 APPENDIX C KNOWLEDGE TRANSFER TEMPLATE As an employee of the City of Kansas City, Missouri, you were given access to substantial information regarding the City s business operations. Your knowledge and experience is of immense value to us as we make decisions regarding the direction and needs of the organization. To ensure an orderly transfer of responsibilities for which you have been accountable, we ask that you assist us by providing the following information: 1. Job Description 2. Stakeholder Communication 3. External Relationships and Key Contacts 4. Internal Relationships and Key Contacts 5. Professional Organizations/ Memberships 6. Project Status Report 7. Periodic and On-going Tasks 8. Meetings 9. Technologies needed 10. Business knowledge needed 11. Administrative Tasks 12. Processes 13. Important Documents 14. Lessons Learned Name: Job Title: Manager: Last Day with Department:

9 1. Job Description Please ATTACH updated job description. 2. Stakeholder Communication Content of Communication Question 1. What is the reason for the transition? (e.g. retirement, promotion, job rotation, etc... ) Answer 2. How much lead time is available to knowledge transfer? 3. Will there be an overlap between the current employee and the new employee? 4. Will the person leaving the role be available for consultation once he/she has transitioned?

10 3. List of Relationships and Key Contacts (External to the Organization) List all relationships that you have/ maintain in the role in order to work effectively. Add additional rows if necessary. Name Contact s Organization Location Phone no. and address Relationship Type Time known Reason for Relationship Any useful information about this contact/ relationship

11 4. List of Relationships and Key Contacts (Internal to the Organization) List all relationships that you have/ maintain in the role in order to work effectively. Add additional rows if necessary. Name Contact s Organization Location Phone no. and address Relationship Type Time known Reason for Relationship Any useful information about this contact/ relationship

12 5. Professional Organizations/ Memberships Organization Contact Information Level of Involvement Publications/ Resources/ Benefits Cost

13 6. Project Status Report Please include information on all projects or ongoing tasks. Add additional rows if necessary. Project Key Contacts w/ Knowledge of the Project Status of Project Time Line for Delivery Special Concerns (budget, safety, etc.) Location of Working Files Comments

14 7. Periodic and On-going Tasks (Add additional sheets if necessary) Questions Task #1 Task #2 Task #3 Task #4 Provided a brief description of the activity? What is the frequency of the activity? Is this activity in a plan? If so, who owns the plan? If not responsible for this activity, who do you support in the activity? Who is dependent on this activity? Other information that needs to be part of the transfer for this activity?

15 8. Meetings (Add additional columns if necessary) Questions Meeting #1 Meeting #2 Meeting #3 Meeting #4 What is the frequency of this meeting? e.g. Daily, weekly What time is the meeting? (include day of week where appropriate) What are the meeting objectives? List the information you need to provide to this meeting in your role. List the deliverables that you provide (or feed into) from this meeting in this role. What is the purpose of you being at this meeting? Method of meeting (faceto-face, conference call) List regular meeting attendees and person s role Who is responsible for taking minutes/ actions and distributing them? Where are they stored?

16 9. Subject Matter Expertise/ Documents/Admin List all technologies that are required to perform this role. Include hardware, software and applications. Add additional rows if necessary. Technology Name Description

17 10. Subject Matter Expertise/ Documents /Admin List all processes/ process areas that are required to perform this role. Add additional rows if necessary. Process Description

18 11. Subject Matter Expertise/ Documents/Admin List all Business Knowledge areas that are need to be known for this role. Add additional rows if necessary. Business Knowledge Description

19 12. Subject Matter Expertise/ Documents /Admin List all supporting Documents referenced in your role that assist you in performing your job. Add additional rows if necessary. Supporting Documents Description

20 13. Subject Matter Expertise/ Documents /Admin List all Admin Tasks you do (or support) in your role. Add additional rows if necessary. Admin Tasks Description

21 14. Lessons Learned The purpose of this sheet is to give you an opportunity to share lessons learned in this role and give you an opportunity to make suggestions for areas of improvement. Lessons Learned: 21

22 Suggestions for Improvement: 22