Speakers: Neal Bolton, P.E., C.E. Kasem Cornelius

Transcription

1 Succession Planning: Keeping the Knowledge on Your Team Speakers: Neal Bolton, P.E., C.E. Kasem Cornelius

2 Succession Planning: Keeping the Knowledge on Your Team Speakers: Neal Bolton, P.E., C.E. Kasem Cornelius

3 Attendee Control Panel Can you hear me? If you cannot hear me, please enter a comment in the questions box. Collapse Select & Test Audio Window View Raise Hand Moderator Ask Questions Emily Shine Product Marketing Manager Forester University eshine@forester.net

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5 Neal Bolton, P.E., C.E. President, Blue Ridge Services Kasem Cornelius Operations Consultant & Head of SHERPA Docs Division, Blue Ridge Services

6 Succession Planning The Handoff

7 A Quick Poll How many years of related experience do you have in this field (MSW, Public Works, Management, etc.)?? a) 1-5 years b) 6-10 years c) years d) years e) 31+ years

8 Security or Responsibility? 1. Job Security Knowledge is power (for you). If you are the only one who can do the job, you are more secure. 2. Job Responsibility Passing on what you know is power (for the team). Your job is to prepare someone else to do your job.

9 Terminology We ll be using the term, Manager, which includes: Director Manager Supervisor Lead Worker Etc.

10 Succession Planning Okay, today we ll be talking about your succession plan. How do we find someone to replace you when you are gone. I m out of here!

11 SP Applies to Any Critical Position Succession Planning: Keeping the Knowledge on Your Team Succession planning is important in regard to any critical position: Management positions Skilled operator Experienced scale attendant Anyone you cannot easily/quickly replace but again, today we re focusing on manager

12 Interesting Statistics 87% of local government managers are over the age of 40. Only 25% of government positions have succession plans. More than 90% of millennials (born ) expect to stay in a job less than 3 years.

13 What this Means Managers will be leaving sooner than later. The next manager may not stay as long. Frequent replacement will be a reality. Let s learn how to do this succession thing.

14 Average Retirement Age The average retirement age in the U.S. is Gallup Poll (2014)

15 The Silver Tsunami So named to reflect the wave of gray-haired baby-boomers expected to leave the workforce. Has been somewhat delayed due to economic reasons (recession, retirement fund concerns, etc.). But is still looming.

16 The Wave in the Waste Biz Why the wave in the waste business? More sophisticated management was required in late 1980 s early 1990 s (Subtitle D). Many people entered during this time. Most of them are now nearing retirement age.

17 Are You Developing a Replacement? Farmers know that next year s harvest depends on this year s planting. Do managers know the same thing?

18 Where? The big question is: Where will my replacement come from? Internal promotion? External hire?

19 External v. Internal External Internal 1. Larger pool 2. Somewhat unknown 3. Transition gap is likely (could be months) 1. Limited pool all eggs in 1 basket? 2. Familiarity (can be good or bad) 3. May allow opportunity for transition

20 A Quick Poll How many years until you or a key facility or ops manager retires?? a) 1 year or less b) 1-2 years c) 2-5 years d) 5-10 years e) More than 10 years

21 The Handoff The problem with the handoff especially in local government is that there often isn t one! Can t hire the new manager until the previous one is gone and often there are months of gap in between.

22 He Took the Filing Cabinet with him when he left. It was all in his head!

23 So, Do You Need a Succession Plan? Succession Planning: Keeping the Knowledge on Your Team 2016 Neal Bolton

24 Steps for Succession Plan A. Transfer of Knowledge B. Developing Systems C. Training D. Mentoring

25 A. Transfer of Knowledge The current person knows the job. But you need to extract that information before he/she leaves.

26 Things to Think About How much do you know about your job? How long did it take you to learn it? How will the next person learn those things? How long will it take?

27 A Quick Poll How long does it take for a new manager to know his/her job well and become independently effective?? a) 6 months or less b) 1 year c) 2 years d) At least 3 years

28 Why Does it Take This Long? Why does it take this long and how could the time be reduced? How much is technical and difficult to learn? How much is figuring out the logistics (i.e., where are the spare keys to the pickup)?

29 Transferring the Information Here are some ways to transfer information from the current manager to the new one: 1. Cross-training can be difficult when everyone s job is demanding full attention. 2. Apprenticeship this is very effective but takes time and must be done every time. Also requires another dedicated position (the Apprentice). 3. Manager Shadowing developing a Supervisor s Operation Manual.

30 One Way to Transfer Vulcan Mind Meld But unless you have pointed ears, this won t do you any good. There are better ways

31 Cross-Training Works well with larger operations where there are multiple layers of management or various departments. They key to successful cross-training is to allow the trainee enough time to learn the position. Must be done every time and works only when hiring from internal pool.

32 Apprenticeship This is a very effective way to pass on the information, but it takes a dedicated person (the apprentice). It takes a good bit of time. Must be replicated every time a new person comes in. Works with internal pool only.

33 B. Developing Systems It may sound robotic, but systems establish how things are supposed to be done the same way every time. So, what are systems?

34 A System You Know McDonald s performs consistently, worldwide, serving 68,000,000 customers daily, through more than 35,000 franchises. How do they do it? They have systems. and they do it with teenagers!

35 Could You Manage This? Operation with 200+ workers. Most are under 25 years old. Operation is sophisticated, technical, potentially dangerous and runs 24/7. 100% uptime is expected. Entire staff turns over every 3 years!

36 It is Possible Consider a Nuclear Submarine

37 What s the Secret? A comprehensive set of performance manuals for the facility

38 The Plans There are several types of plans that waste facilities should have, including: Safety & Health Equipment Response Productivity Administrative We ve coined an acronym to help remember them: SHERPA

39 The Plans Safety Plans Health Plans Equipment Plans Response to Emergency & Hazardous Materials Plans Productivity & Operations Plans Administrative Plans

40 2016 Blue Ridge Services

41 Safety and Health Plans OSHA Required IIPP Emergency Response Hazard Communication Hearing Conservation Heat/Cold Stress PPE Etc. Industry Standard Bulky Load Plan Load Check Program No Scavenging Policy Disease Vector Traffic Direction Etc. Site Specific Poisonous Snake Bear Safety Alligator Safety Asbestos Liquid Solidification Etc. Succession Planning: Keeping the Knowledge on Your Team

42 Equipment Plans Equipment Maintenance Program o o o o o Repair/Work Orders Pre/Post-trip Inspection Program Service & Maintenance Forms Warranty Tracking Fuel Tracking System

43 Emergency Response Plan o o o Accidents Fires Spills Natural Disaster Response Plan o o o o o Flood Hurricane Tornado Earthquake Fire Response Plans

44 Productivity & Operations Plans Succession Planning: Keeping the Knowledge on Your Team Standard Operating Procedures o o For ALL facility positions and processes Up to date Ongoing Job Specific Training Fill Sequence Planning Manager Benchmark Program Self Inspection Plans

45 Administrative Plans Employee Classifications Job Descriptions Employee Handbook Supervisor Operations Manual New Hire Orientation Program Annual Employee Review Program

46 Manager Shadowing Late in 2015, a public works director called us and said: the landfill manager is retiring in 6 weeks and the internal replacement we were counting on is not going to work. can you help? Succession Planning: Keeping the Knowledge on Your Team

47 5 Weeks of Shadowing So, we sent someone to shadow the manager for 5 weeks, observing and documenting everything he did. This resulted in a 100+ page Supervisor Operations Manual.

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49 2016 Blue Ridge Services

50 Specific Examples Here are some examples where development of Standard Operating Procedures (SOPs) helped pave the way for efficient succession planning and also resulted in: Increased efficiency Safer operations Cost savings

51 #1 Landfill CORE & Training After conducting a Comprehensive Operations Review (CORE) Assessment, a regional landfill identified a number of operational / safety improvements, including: o Typewriter traffic management system o Pancake cell construction o Expanded use of ADC o Machine Reduction

52 SOPs for Landfill Operation These practices were proceduralized, resulting in Saving $3m/year and 45% increase in AUF.

53 #2 SOPs for Transfer Station We developed SOPs for a local transfer station, by: Conducting on-site observations of the operation Reviewing historical performance Integrating current practices with new Best Management Practices

54 SOPs for Transfer Station Operation The new SOPs helped improve efficiency and worker safety.

55 #3 Collections Safety Audit We conducted a safety audit for a large collections operation, based on: On-site observations compared with existing policies Review of historical safety record compared with industry norm

56 Safety Goals for Collections We were able to identify specific goals and recommendations for improving safety, training and new SOPs

57 #4 MRF CORE Assessment We evaluated a (dirty) MRF operation, focusing on reducing cost of recycling, while minimizing the impact on diversion. Our evaluation included time-motion studies, diversion analysis and cost modeling. Production rates are critical for MRF operations, where repetition is the name of the game.

58 Diversion / Revenue Goals for MRF Based on our analysis, we were able to reduce costs significantly by a few minor commodities that were expensive to extract, but which yielded very little diversion

59 #5 Weekly Manager s Report A weekly manager s report was developed for a small, local landfill. Tracking operational performance closes the loop from SOP to Operation to Performance Benchmarking. Ops SOPs Tracking

60 C. Training Training is an important part of the transition process. For it to work requires: A training procedure Comprehensive training materials Commitment to on-going training

61 Training Opportunities There are lots of training opportunities like this webinar. Others include: MOLO Videos On-site training on specific topics Formal education On-the-job training

62 Job-Specific Training Comes back to establishing Standard Operating Procedures (SOPs). Every key activity (i.e., every job) should be proceduralized. This is a Key part of Succession Planning and for Process Improvement.

63 Examples of Training Training is the critical interface between standard operating procedures and the operation itself. Over the years, have put more and more emphasis on the training component to the point that it s integrated into nearly every project we do. Here is an example of how a landfill (daily) cell construction and traffic management was translated to the crew through training.

64 #1 Traffic Management Developing a clear, safety-minded traffic management plan is an important first step toward an organized operation. This includes: o Queue capacity for inbound trucks o Scale processing o Access roads o Tipping pad traffic flow

65 Example: Typewriter Pattern Succession Planning: Keeping the Knowledge on Your Team

66 #2 Push, Pack and Cover For landfills, these are perhaps the most important proceduralized tasks. They define: o o o o o Equipment utilization Waste compaction Soil / ADC usage Overall airspace consumption Safety at the most dangerous location on the site

67 #3 Airspace Management Developing procedures for: o Creating airspace o Effectively utilizing airspace o Tracking consumption of airspace o Valuing airspace

68 Training for Everything! Litter control Equipment acquisition / maintenance Diversion Collection route optimization Customer service Transfer truck loading, hauling, unloading we mean everything!

69 Montana Examples of Training Papua New Guinea Alabama

70 Before D. Mentoring & Support Allow prospective replacements to practice under the watchful eye of the current manager. After There will be questions. Establish a support system: o o o Consulting agreement Part-time/on-call work arrangement Even a phone call option could help Succession Planning: Keeping the Knowledge on Your Team

71 It s Like Training but Different Chances are, you re already doing training, you know, safety training, procedural training, etc. But this is different. Training someone for internal succession requires them to spend time in your shoes, with you mentoring before you leave and after. Let them cover your position during vacations, etc. Requires lots of lead time

72 Developing the Team Many people think that managers should spend most of their time with employees that are struggling in order to help bring them to a level of acceptable performance. C Studies have shown that the most successful managers spend most of their time with the top producers in order to bring them to a level of excellence. A+

73 Need the Right Person(s) 1. Motivated 2. Capable 3. Committed 4. Works well with others

74 Trick Question What is the determining factor as to whether or not someone likes his/her job? 1. Challenging/rewarding work? 2. Good benefit package? 3. Salary? 4. Security?

75 Nope, It s the Manager Studies indicate the a person s immediate manager is the number one factor that determines whether someone likes their job or not. So, your succession plan must include finding the right person

76 Schedule the Transition Create a transition schedule, based on the succession date. A. Transfer of Knowledge B. Training C. Systems & Procedures (SHERPA Docs) D. Mentoring Create a robust succession plan!

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78 Success with Succession 1. Plan ahead if possible. 2. Create good systems for more effective handoff. 3. Select the right person remember, the manager must be able to work with the people he/she manages.

79 Your Feedback is Important Please take a minute to offer us feedback via the provided survey. Your opinion matters. Presentation PDF Available If you did not receive the link to view the PDF, please contact learning@forester.net. Forester University Webcast Version Available A recorded version (webcast) will be available on-demand for attendee viewing and for purchase by others. Certificates Participants attending the full hour will be able to download a digital certificate toward the designated CEU/PDH credits. If you have joined us in a group, please submit your attendance form to learning@forester.net after the webinar.

80 Contact Information Succession Planning: Keeping the Knowledge on Your Team More From Neal Neal Bolton, P.E., C.E. Principal Blue Ridge Services, Inc. Kasem Cornelius Operations Consultant & Head of SHERPA Docs Division, Blue Ridge Services, Inc. Join Us for Our Free Webinar!

81 Thank You! Neal s On-Demand Master Class Series ForesterUniversity.net Join Us for Our Upcoming Free Forester University