Succession Management/Planning Talent Management EBMUD Human Resources Employee and Organizational Development
Today s Agenda Overview of Succession Systems Development Programs New Leadership Support Summary
Your Workshop Leaders Maria Marques Senior Human Resources Analyst Derry L Moten Manager, Employee and Organizational Development
Succession Management/Planning Key Thoughts: 1. Succession management/planning is an element of your overall Talent Management Framework. 2. Succession management/planning is the key to sustainability of organizations. 3. An organization that has not created a comprehensive strategy for addressing succession will be challenged to retain talent in the competitive labor market.
Succession Planning Cycle Setting Expectations Evaluate results. Talent Strategy/Business Alignment Program Implementation Analysis Program Development
Steps to Setting Expectations Environmental Scan: What factors are driving your program? External Environment Business Context Human Capital Response (future view): What does your organization need to look like? What does your workforce need to look like? /////
Talent Strategy and Business Alignment Considerations: How does/will your program interface with the following? Engagement Strategy Talent Systems (Recruitment, Employee Development) Change Management Metric and Measurement Strategy ///
Analysis Workforce Risk Analysis Identify Risk of Anticipated Vacancies Calculate Vacancy Impact Analyze the work performed Identify competencies required Review candidate pool for competencies Define the gap ///
Workforce Risk Analysis Vacancy Impact In the event this position was to be vacated today, what would be the impact to the operation? Impact Level Definition Score Critical Impact Vacancy would put operation in danger of shutting down a critical operation, and there are very little resources available to backfill. 10 Extreme Impact High Impact Vacancy would compromise operations of an important operation, and there are very little resources to back fill. Vacancy would compromise operations of an important operation, but there are resources available for temporary backfill. 7 5 Medium Impact Vacancy is not mission critical, and there are minimal resources for back fill. Minor Impact Vacancy is not mission critical, and there are adequate resources to temporarily backfill. 3 2 No impact Vacancy is not mission critical, and backfill is not necessary for operations. 1
Program Development Create Alignment Align these five programs for effective succession planning: Talent Acquisition Career Development Performance Management Employee Recognition Leadership Development
Program Development The Threads of Alignment Mission Organizational Values Leadership Skills Leadership Competencies
Program Development Leadership Development Multi-Tiered Training for Leadership Executive Education strategy focused Middle Tier Programs system focused Entry Level people focused Assessment and Evaluation Action Learning Job Rotation Coaching and Mentoring
Examples of programs supporting Succession Management EBMUD Programs MAST Leadership Training Leadership Development Academies Lead Pathways Management Leadership Engineer Rotation Program Plumbers Training Academy (PTA)
EBMUD Case Study Develop Bench Strength ebmud.com 14
About EBMUD Special District serving Alameda and Contra Costa counties. Water: 1.3 million customers Wastewater treatment: 640,000 customers. 1,950 full-time employees ebmud.com 15
Driver: Retirement Bubble Job Groups Eligibility Eligibility 2003-2008 2009-2014 Field Supervisors 65% 51% Superintendents 60% 47% Professionals 38% 43% Managers 25% 39% Engineers 23% 38% Office Support 22% 35% Blue Collar 15% 31% ebmud.com 16
Development Planning Process Identify anticipated vacancies Analyze the work performed Identify competencies required Review candidate pool for competencies Define the gap Develop plans to fill the gap ebmud.com 17
Three Workforce Development Academies LEAD develops journey-level employees for first line supervision Superintendents Pathways prepares experienced supervisors & professionals for mid-level supervision Management Leadership Academy prepares experienced staff for division manager and above ebmud.com 18
Academies Objectives Prepare for future by building human resource pipeline Create a pool of qualified candidates Enhance the quality of new leaders shape the skill set & the culture Development is everyone s responsibility Address changing expectations for leaders Technology; financial environment; regulations; customer expectations; and workforce all changing! ebmud.com 19
Structure to Support Desired Outcomes All Academies: Application & selection process to screen for readiness Personal time commitments to ensure participant commitment Classroom training to enhance leadership skills Mentoring or Coaching Components ebmud.com 20
Academy Components Cohort group Core training curriculum Homework: reflection & application Orientation & Assessments Individual Development Plans Developmental Assignments Mentoring/Coaching Graduation Celebration! ebmud.com 21
Academy Curriculum Growth Mindset Emotional Intelligence Communication Dialogue skills Critical Thinking Systems thinking Appreciative Inquiry Coaching skills ebmud.com 22
Benefits Employees are better prepared to make successful leadership transitions Promotes the value of learning Supports development of pipeline of leaders Builds a common vocabulary & values Breaks down silos broadens perspectives & business literacy Fosters collaboration-- develops network of colleagues with established, supportive relationships Creates organizational loyalty! ebmud.com 23
Lessons Learned Ensure senior leadership commitment Clarify ground rules, roles & responsibilities Provide high quality formal training Allow flexibility Define success broadly Evaluation and adjustments Program Costs ebmud.com 24
Academy Graduates ebmud.com 25
Questions? ebmud.com 26
Support of New Leaders ebmud.com 27
New Manager s Orientation Program The Relationship Quadrant Self Team Peers District Self Peers Team District ebmud.com 28
EBMUD Leadership Competencies Integrity & Stewardship/ Public Trust Business Acumen Strategic Leading & Managing Others Personal & Interpersonal Skills ebmud.com 29
Goals for New Manager in Relationship to Self Create a personal learning plan to accelerate learning about the new organization and/or your new role. Increase self awareness and self management to serve as a foundation for effectively managing relationships with others. ebmud.com 30
Activities/Resources: Book: The First 90 Days in Government. Personal assessments to help identify priorities for learning Coaching with internal or external coach Leadership development courses UCB Extension Leadership & Management Certificate Program ebmud.com 31
EBMUD Leadership Competencies Developed: Integrity & Stewardship Public Trust Personal & Interpersonal Skills Leading & Managing Others Strategic ebmud.com 32
Goals for New Manager in Relationship to their Team Support the development of the new manager s team Direct reports Hiring manager Increase clarity of organizational roles Achieve shared understanding of goals and priorities. ebmud.com 33
Activities/Resources New Hire Checklist Individual meetings with direct reports Teambuilding & change management activities facilitated by internal or external resource ebmud.com 34
Goals for New Manager in Relationship to Peers Develop supportive relationships with peers where there is mutual support and information sharing. Build an effective support network with other new managers. ebmud.com 35
Activities/Resources: Participate in periodic new managers meetings Meet with other managers within the department. ebmud.com 36
Goals for New Manager in Relationship to the District Increase knowledge of District values, mission, operations and strategic priorities. Accelerate assimilation into District culture. Develop relationships to expand functional network that can serve as advisors in technical, political and cultural areas. Support congruence in values and leadership style. ebmud.com 37
Activities/Resources: Partner with experienced manager who will act as mentor in sharing knowledge of District culture, operations and processes. Identify and meet with interdepartmental clients and stakeholders. Attend MAST courses Refer to online Supervisor s Resource Guide ebmud.com 38
Questions? ebmud.com 39
LEAD Development Costs Planning Team: (Met 1.5 hrs every 2 weeks for 1 year) 2 HR Division Mgrs $5,000 2 HR Analysts $4,000 5 Operational Division Mgrs $14,000 Other Costs: Interviews & Selections $3,200 Employee Development Staff $6,500 TOTAL: $32,700 ebmud.com 40
Evaluating Results Considerations: Is our program moving us toward our expectations? Are our programs aligned to our projected business strategy? Is the competency model we are using moving us closer to where we need to be? Is our program implementation following our program design (mission creep)?
Succession Management/Planning Cycle Setting Expectations Evaluate results. Talent Strategy/Business Alignment Program Implementation Analysis Program Development