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CPS HR Series Webinar:
Succession Planning: 5 Basic Steps
September 19, 2018
September 18cpshr.com September 19, 2018cpshr.us
What We’ll Cover
1. What is succession planning– and why does it matter?
2. The Aging Workforce3. Obstacles to Succession Planning4. 5 Steps to Succession Planning
September 18cpshr.com September 19, 2018cpshr.us
What is Succession Planning
Definition:A continual process of identifying agency critical workforce talent, often some level of leadership /management, essential technical professionals, and/or top performers
Focus is on positions most critical for the future of the organization
Preserving and managing knowledge essential to the organization
Protects organization’s future viability by ensuring that qualified talent is available to replace people in key positions who leave the organization
September 18cpshr.com September 19, 2018cpshr.us
What is Succession Planning is NOT
September 18cpshr.com September 19, 2018cpshr.us
Drivers to Succession Planning?
September 18cpshr.com September 19, 2018cpshr.us
Obstacles to Succession Planning?
September 18cpshr.com September 19, 2018cpshr.us
What’s is the Deeeeeal with Succession Planning?
Firefighting Lack of expertise/too hard Lack of standardized practices Lack of technological tools Delay in retirement Ownership – HR’s job Economy - demand to do more with less Time/prioritization Lack readiness due to gaps in
foundational data needed to develop workforce
September 18cpshr.com September 19, 2018cpshr.us
The Workforce is Changing
Proportion of the population aged 60
years+
In 2020, half of our workforce will be
Millennials
50%
September 18cpshr.com September 19, 2018cpshr.us
Context – Our Aging Workforce
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Under 30 30-39 40-49 50+
FederalStateLocalPrivate
Source: BLS
September 18cpshr.com September 19, 2018cpshr.us
What the Incoming Workforce Wants
Purpose Responsibility Autonomy Flexibility Attention Opportunities for innovation Transparency Compensation
September 18cpshr.com September 19, 2018cpshr.us
City Department – Today
DirectorMgmt. Services
January 21, 1982
Deputy DirectorMay 10, 1981
DirectorProperty Services
June 26, 1999
DirectorEngineering
February 16, 1980
DirectorEquipment Services
April 17, 1980
DirectorWater TreatmentAugust 15, 1976
DirectorField Services
March 20, 1980
DirectorTransportation & Parking
March 2, 1980
DirectorSolid Waste & Recycling
December 12, 2001
DirectorAdministration
August 10, 1980
Chief EngineerJanuary 16, 2005
September 18cpshr.com September 19, 2018cpshr.us
Same Department – 3 Years
RETIREDDirector Mgmt. Services
RETIREDDeputy Director
DirectorProperty Services
RETIREDDirector
Engineering
RETIREDDirector
Equipment Services
RETIREDDirector
Water Treatment
RETIREDDirector
Field Services
RETIREDDirector
Transportation & Parking
DirectorSolid Waste & Recycling
RETIREDDirector
Administration
Chief Engineer
September 19, 2018cpshr.com
Even the Dark Side Has a Succession Plan
September 18cpshr.com September 19, 2018cpshr.us
Five-Step Process to Succession Planning
September 18cpshr.com September 19, 2018cpshr.us
Step 1 – Identifying Key Positions
September 18cpshr.com September 19, 2018cpshr.us
Step 1 – ID Key Positions
September 18cpshr.com September 19, 2018cpshr.us
1. Obtain Leadership Support and Alignment
2. Create a Succession Planning Oversight Committee (SPOC)
3. ID Critical Positions to achieve mission success
4. Define Organizational and job-related competencies
4 Phases to Identifying Key Positions
September 18cpshr.com September 19, 2018cpshr.us
Phase 1 – Obtain Leadership Support
September 18cpshr.com September 19, 2018cpshr.us
Phase 2 – ID and Assemble SPOC
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Phase 3 – ID Critical Positions
September 18cpshr.com September 19, 2018cpshr.us
What is a Key Position?
Important regardless of the current incumbent
Vital to the support and operation of the organization
Risk of not having someone in position
What knowledge does the incumbent possess?
September 18cpshr.com September 19, 2018cpshr.us
Phase 4 – Defining Org and Job Competencies
September 18cpshr.com September 19, 2018cpshr.us
Step 2 – ID Participants
September 18cpshr.com September 19, 2018cpshr.us
Expected Outcome
1. The employees are identified and invited to become members of the organization’s key talent pool
2. Deliver a communication strategy for the program, including:
a. What the succession program is (and is not)b. Guiding principles (i.e. merit-based, transparent)c. Qualificationsd. Selection process
September 18cpshr.com September 19, 2018cpshr.us
Keys to Identifying Participants
1. Potentiala. Interestb. Competencies
i. Leadershipii. Businessiii. Technical
2. Performancea. Expression of core competenciesb. Above and beyond expectations
September 18cpshr.com September 19, 2018cpshr.us
9 Box Grid
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Step 3 – Preparing Participants
September 18cpshr.com September 19, 2018cpshr.us
Expected Outcomes
1. The incoming participants will understand:a. The purpose and goals of the programb. The demands of the programc. The expectations of the program,
including pre-work
September 18cpshr.com September 19, 2018cpshr.us
Phases
Phase I: Communication Communicate expectations Communicate resource development Communicate with transparency
Phase II: Diagnosing Strengths and Developmental needs 360 Assessments Individual Development Plan
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Knowledge Management at its Core Content – capture and document for access
Collaboration
Culture of knowledge-sharing
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Importance of Knowledge Management
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Step 4 – Developing Participants
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Implications For Zero Development
State of limbo for employees Increases reliance on external hiring
What if I develop them and they leave?
Employees feel less valued
Time to hire could take much longer
September 18cpshr.com September 19, 2018cpshr.us
Demands of the New Workforce
TRAINING &DEVELOPMENT
FLEXIBLE HOURS
CASHBONUSES
FREEHEALTHCAR
E
PENSION/ RETIREMENT
MORE VACATION
SOURCE: https://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/assets/reshaping-the-workplace.pdf
22%
8%6%6%
19%
14%
September 18cpshr.com September 19, 2018cpshr.us
Current State of Development
Orientation/onboarding
Classes
Conferences
Projects
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Expected Outcomes
1. Collaborate with peers in leadership-focused settings2. Accelerate learning3. Operate in work groups
September 18cpshr.com September 19, 2018cpshr.us
Developmental Resources
Fundamental outcome of development is action to close gaps between skills/competencies needed and skills/competencies now
An action plan or developmental plan will provide the path to grow skills and experience
Developmental resources can be found both internal to and external to the organization
Development should not default to “take a class”—the “inoculation” approach
September 18cpshr.com September 19, 2018cpshr.us
Development ToolboxInternal Instructor-led training Web/on-line training Resource library OJT Leadership academies Mentoring/coaching Job rotation Project leadership Job shadowing
External Colleges/universities
(academic and extension programs)
Commercial training Professional certifications Self-paced learning Loaned executive
programs
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Create Experiential Development
Create opportunities for rising stars Anticipate and encourage learning through mistakes Promote a culture of inclusion
Everyone has a chance to get in the game Experience through rotation Prevents burnouts and increases agility
September 18cpshr.com September 19, 2018cpshr.us
Step 5 – Monitoring Progress & Recognize Achievement
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Expected Outcomes
1. Provide a record of individual progression - BARS
2. Instructor effectiveness
3. Participant satisfaction
4. Program effectiveness – balanced scorecard