APWA Reporter, December 2006:

Transcription

1 DEVELOPMENT OF IN- HOUSE CANDIDATES Succession-are you ready? -A CASE STUDY- APWA Congress Columbus, OH September 15, 2009 William A. Sterling, P.E. 1 From the APWA President APWA Reporter, December 2006: With the advent of the retirement of the Baby Boomers, it becomes critical to our profession to assist in the development of our new leaders; we need to capture the institutional knowledge of those who are retiring. New people with new ideas, supplemented by training and experience, will then be ready to step into their roles as leaders and managers. William A. Verkest, P.E. APWA President 2 Reality Questions How many of you are eligible to retire now or within 5 years? How many of you have a boss that is eligible to retire now or within 5 years? How many of you know if there is a process in place to identify replacements for you, your boss and other key positions when that time comes? 3 1

2 Succession Planning- Development of In-house Staff The housing market, the number of qualified candidates, the shortage of the work force, and the retirement of the Baby Boomers, all lead to the need of a paradigm shift in replacing key positions. This paradigm shift plays out in the development of an internal succession plan that provides for a concentrated mentorship program. 4 5 Succession Planning Succession planning is about sustaining the organization throughout constant change. 6 2

3 Succession Planning Steps Commitment Recruit & Hire Good People Train Your People Well Develop Leaders Mentor The Leaders You Develop Evaluate 7 Succession Planning Best Practices 1. Generation of a program to prepare and grow the future leadership management pool. 2. Targeted leadership development programs for continued professional growth of future key leaders. 3. The development of a clearly defined and communicated career ladder program to not only retain but also attract key talent at all levels. A Gathering Storm, Succession Planning in the Public Sector, June 2007, The Waters Consulting Group, Inc. 8 Succession Planning Cycle Evaluate Mentor Commitment Success with Succession Develop Recruit Hire Train 9 3

4 Mission: Ensure the public works profession has strong, competent leadership for the future 10 Impact on Your Organization When You Don t Plan For The Future Institutional Memory Loss Stress Efficiency Productivity Safety Loyalty y and Commitment Cost of Recruiting/Retention/Turnover Lack of experienced leadership in key positions Potential for errors and legal ramifications Survival of public sector and private sector businesses 11 Need for Succession Planning WHEN GOOD EMPLOYEES CANNOT ADVANCE WITHIN AN ORGANIZATION THEY LEAVE! 12 4

5 Impediments to Succession Planning 1. Leader reluctance to take on the task 2. Assumption that succession planning in not in the scope of their work It s an HR thing 3. Inadequate info on how to do it 4. Cost / resource constraints t 5. Too many other demands 6. Internal resistance 7. Lack of clear criteria 8. Lack of evaluation to justify their value - Dr. Vidu Soni, Succession Planning in Public Sector Organizations, IPMA for Human Resources, FAILURE A recent study by the Center for Creative Leadership, concluded that an estimated 40% of all managers failed within their first 18 months on the job. WHY?: Lack of experience, guidance and being prepared. 14 Some Background City of Greeley situation Director Retired-leaving no successor Short time outside replacement No Director for 2 years Re-appointed Interim Director Two interview processes-no candidates Mentored an individual Had a chance to do it right! 15 5

6 Action Plan Developed a succession plan 16 Development of a Succession Plan 5 Major Elements: A. Mission Statement (Scope of Services) B. Work Plan Outline (Request for Proposal) C. Implementation Plan (Construction) D. Progress Reviews (Project Management) E. Appointment Goal (Project Completion) 17 A. Mission Statement (Scope of Services) Develop a program to identify, train, mentor and fill or prepare a candidate to move into a future key position. 18 6

7 B. Work Plan Outline (Request for Proposal) The work plan has five major phases: 1. Identify suitable in-house candidate(s) 2. Orientation and training schedule 3 Mentoring/coaching 4. Implementation plan 5. Transition plan 19 Assistants A few words about Assistants: Unless you mentor them-they are not ready to succeed and be successful. It s more than just managing a Public Works Agency-it s about leadership! Being in charge as Acting is not the same as being the Director. Not all agencies have an assistant Identification of Candidates: By announcements or the review of suitable candidates, an individual is (or individuals are) identified. Things to consider should include: * Desire to Advance *Individual has Related Qualifications *Availability of the Individual (1-2 months) 21 7

8 6 Point Check List for Selection (Identifying Candidates) -Ability -Initiative -Responsibility -Commitment -Team Player -Flexibility It has to be for the right reason. 22 Assessment of Candidate(s) Minimum Skills: -Education/Experience -Technical Skills -Leadership/Interpersonal Skills 23 Education/Experience -Operations Management -Business/Financial (Budgeting) -Labor Relations (People Skills) -Related Education -Supervision 24 8

9 Technical Skills (These will vary depending on the position): -Computer Literacy (Technology) -Planning: Long Term/Short Term -Data Analysis -Knowledge of Government Process -Presentation/Communication Skills -Work Ethic (not necessarily a technical skill, but extremely important) 25 Leadership/Interpersonal Skills -Verbal/Written Communication -Ability to Develop Others -Organization Skills -Commitment to Policies/Procedures -Negotiation Skills -Team Building 26 Other Skills Desired -Commitment/Courage -Change Agent -Decision Making -Integrity (Principles/Values) -Initiative -Big Picture Concept (Vision) 27 9

10 Sample Form-(Peregrine Leadership) 28 Most Importantly THE CANDIDATE MUST HAVE PASSION! THIS, THEN, IS THE PROTÉGÉ. 29 PROTÉGÉ RESPONSIBILITIES Listen to the advice of the Mentor Do the work Respect your Mentor s time Take action on information Show respect for Mentor s efforts Pass on the gift of Mentoring 30 10

11 Mentoring This is a good time to talk a little about Mentoring, what it is and it s importance in a Succession Plan. 31 Mentoring Mentoring is investing yourself in tomorrow s leaders-leavingleaving a legacy You have an obligation to your organization! 32 Develop Leaders Identify your next generation leaders Leadership Development Programs Train to their strengths. Don t just try to improve weak areas. Improve your bench Publicize your efforts We have deep depth. Yogi Berra What gets rewarded, gets done. John Maxwell 33 11

12 If you want to be a master, study what the masters have done before you. Learn to do what they have done have the guts to do it- and you will become a master too -Jos. J. Charbonneau 34 WHO IS A MENTOR? A Mentor is a trusted friend, counselor or teacher, usually a more experienced person. A person whose behavior in a particular role is imitated by others. A Mentor is someone who has been there and done that! 35 From the APWA President APWA Reporter, December 2006: One of the challenges facing APWA: Engaging newer members through the use of mentors, succession planning, and involvement and commitment of our senior members. William A. Verkest, P.E. APWA President 36 12

13 37 You become as your teacher; therefore, select with care. -Mary Rudisill 38 Putting it all together Succession planning is a process and won t work without commitment from the top Mentoring is a must! It s all about sustaining excellence through the ups and downs of the daily grind

14 Summary - Quote The growth and development of people is the highest calling of leadership. John Maxwell 40 Experience is the Best Teacher -Necessary for Knowledge Transfer- -Necessary to Increase Skills- You Can Read Or, you Can Have a Mentor Walk you Through But, the Best is Doing It! 41 TELL ME AND I LL FORGET; SHOW ME AND I MAY REMEMBER; INVOLVE ME AND I LL UNDERSTAND -Chinese proverb 42 14

15 2. Orientation/Training Schedule: Can take 4-6 months -Orientation -Attend all Division meetings -Review Ops Manuals/Accreditation -Spend time with Divisions -Review Department/Division budget -Develop a reading list/training schedule -Monthly reports Orientation/Training Schedule: (cont.) -Begin leadership/management training -Initially shadow Mentor 4 hours/day -Begin formal mentoring program -Begin people skills training -Set overall goals -Progress reports 44 Other Specifics Attend Capital Project Committee mtgs. Attend two Citizen Board meetings. Attend MPO meetings. Enroll in APWA Emerging Leaders Academy. Attend APWA Congress NIMS Training Effective Personal Productivity Course 45 15

16 3. Mentoring/Coaching: (Can take 4-6 months) -Set specific monthly goals -Continue with formal mentoring program -Continue to shadow Mentor -Transfer greater decision making phase -Provide specific/related training -Begin to take on assignments 46 C. Implementation Plan (Construction) (Puts into play the Work Plan but in more detail) -Review role of Department/Division/Section t/di i i /S ti -Review of applicable materials -Spend time w/ specific Divisions (Develop a schedule) 47 C. Implementation Plan (cont.) -Set specific goals and accomplishments -Weekly meetings -Progress reviews -Written weekly reports -Feedback MUCH MORE DETAILED.A ROAD MAP TO SUCCESS! 48 16

17 5. Transition Plan: (This phase could take 1-2 months) Transition to new position -Current Mentor to reduce time -Set date New Director appointed -New Director takes charge -Decision making turned over -Mentor reduces time with protégé -Mentor acts as a security blanket 49 D. Progress Reviews (Project Management) Weekly Progress reviews Written reports Feedback Adjustments as needed 50 E. Appointment Goal (Project Completion) Set a Date and stick with it! 51 17

18 Summary Identification is important. Patience is critical/mistakes will be made! Mentor must share everything! Mentor must recognize when protégé is ready. Mentor must also be ready to back-off. Remember, you are leaving a legacy. 52 Passing the Baton Are you ready? 53 Succession Planning simplified: Passing the baton Caveat: It may not happen when you are ready! 54 18

19 A Final Word How we pass the baton just might be the ultimate measure of our leadership success. -Hans Finzel, The Top Ten Mistakes Leaders Make THANK YOU FOR COMING Mentoring can be an exciting adventure for both parties! 57 19

20 References Goldsmith, Marshall, Succession-are you ready? Haines, George, Being a Role Model, APWA Reporter, March 2008 Haines, George, Mentoring for the Future, APWA Cogress References (Cont.) Wickman, Floyd & Sjodin, Terri, Mentoring, McGraw Hill Pace, Tom, Mentoring the Kid and the CEO Sterling, William, Mentoring-what it is and what it s not., APWA Reporter, May William A. Sterling can be reached at: or Sterling@Publicworksmanagement.com g 60 20