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Succession Planning: Finding & Developing Your HiPo’s
Amy Hurd, Ph.D., CPRP Illinois State University
Session Objectives• Identify succession planning needs and processes to
implement succession plans into an agency
• Understand and discuss competency progression from entry level practitioners to CEOs
• Examine your own agency to determine the viability of successful staff development programs
• Or….Walk away with 3-5 good ideas you can put to work
Before we start….
•Any CEO’s
•Upper middle managers?
•Good people to fill CEO position?
•Upper middle manager positions?...
Before we start….• Do you have a plan?
• What does/doesn’t your plan address?
• Is your department implementing its plan?
• What are some weaknesses/strengths of the plan?
Succession Planning• Right people in the right place at the right time to do
the right things
• Identifying and preparing suitable employees through training and mentoring to assume key positions within the organization.
• Systematically designed to ensure continued effective performance in the future…not conferences & cross training
• Match current talent to future needed talent
Succession PlanningSuccession Plans• Long-term: 12-36
months•Focus on future
leadership•Develops leaders
capable of filling multiple assignments
Replacement Plans•Short term: 0-12
months•Focus on immediate
needs•Develops back-up staff
for key positions
•Very reactionary!
The Situation…
•The Boomer Effect▫82.8 million boomers▫1946-1964
▫2010, 76 million ready for retirement
▫Doesn’t account for death, illness, major life changes
60% of all companies don’t know what they are going to do about this
The Situation…
•The Gen X & Y Effect (1965-1997) ▫53% seek better compensation
and benefits.
▫35% cited dissatisfaction with potential career development.
▫32% said they were ready for a new experience.
The Situation…• The Skilled Workforce Effect
▫ More jobs require skilled workforce
▫ Difficulty in filling these jobs M-NCPPC
▫ The economy! Over qualified
▫ Desire to keep part timers
▫ Hiring non P & R people
Time to face reality!
Be proactive rather than reactive
Why aren’t you doing this??
Why Isn’t Succession Planning More Common?
▫Time consuming▫Important, but not urgent▫No immediate results▫Resistance from managers
and directors (threatened)▫Mentality that employees
are short-term
Why SP Should be Common▫Leaders/potential leaders want to work for quality
organizations…basic systems theory▫Provides an opportunity to identify potential leaders
and groom them for advancement▫Helps the organization prepare for the future▫Encourages employee satisfaction and retention▫Organization can effectively function during a search▫Assures continuity and a strong organization
Builds a strong core
Are you sold on succession planning yet??
Succession Planning Steps Step 1- Understand Agency Development Needs Step 2- Assess Job Demands, Competencies & Bench Strength Step 3- Build the Talent Pool Step 4- Facilitate Development Opportunities
Step 1- Understand Agency Dev. Needs
•Three tasks▫Purpose▫Retirement Projections▫Framework
Step 1- Understand Agency Dev. Needs
•Purposes
▫Have high level replacement needs
▫Need for structured ee development plans
▫Desire a systematic process to review talent
▫Desire a systematic process to forecast talent
▫Establish a learning organization culture
▫Increase agency quality, efficiency, effectiveness...
Model for Effective Performance
The individual’s
competencies
The job’s demands
The organizational environment
Effective specific actions or behaviors
BALANCE
Boyatzis (1982)
Step 1- Understand Agency Development Needs
Step 1- Understand Agency Dev. Needs
•Retirement Projections▫Ask▫Set benchmark…ie. Age 63, average by division▫Rule of 90
Age + years of service…
Rule of 90
Born 1967Began 1988
Year Age Service Total 90-total Retirement yr1988 21 0 21 69 20571998 31 10 41 49 20472008 41 20 61 29 20372011 44 23 67 23 20342015 48 27 75 15 20302018 51 30 81 9 20272020 53 32 85 5 20252022 55 34 89 1 2023
Step 1- Understand Agency Dev. Needs
•Framework…what will SP look like?▫How many participants▫Tracks vs 1 program▫Application process
Step 1- Understand Agency Dev. Needs
•How many participants▫Resources available
Certification, software, equipment, training, travel
▫Mentors available
▫Size VBPRD 500+ ee’s, 64 applied, accepted 30 (6%) CPD 60 employees, 12 applied, accepted 8 (13%)
• Tracks vs 1 program▫ 1 program – select key positions▫ Tracks – group like positions
• Key positions or levels…how to identify them▫ Consequences of not filling a position
Tasks or decisions put on hold Change in service levels Reduction in efficiency/effectiveness
• Tracks… What is the unique function of the job area? Key skills?
Step 1- Understand Agency Dev. Needs
Director Track – R & ACoordinator/Manager Track – R & ADirector Track – OperationsSupervisors/Specialists - Operations
Step 1- Understand Agency Dev. Needs
Recreation & Admin. TrackOperations (Maintenance) Track
• Director Track▫ CEO, rec & admin depart
heads
• Coordinator/Manager Track▫ Managers and coordinators
within rec and admin
• Director Track▫ Operations department
heads and other director level employees (ie. Planners)
• Supervisor/Specialist Track▫ Supervisors, operations
specialists, and foreman within operations.
Step 1- Understand Agency Dev. Needs •VBPRD…5 tracks
▫Landscape management▫Management▫Administrative support▫Programming▫Operations
Step 1- Understand Agency Dev. Needs
•Application process…sample▫Resume▫Completed recommendation form from a full time
employee higher in the organization than the applicant
▫Written approval of the applicant’s direct supervisor if they did not provide a letter of recommendation.
▫Written questions….
1. Certifications: __________________
2. What are your career goals for the next 2 years? 5 years?
3. In your opinion, what are the 3 most important traits a leaders should possess?
4. What are your professional strengths?
5. In what areas/skills in your professional development would you like to improve?
6. What barriers keep you from achieving your career goals?
7. What development methods help you the most (ie. Conferences, mentoring, cross training)?
Succession Planning Steps Step 1- Understand Development Needs Step 2- Assess Job Demands, Competencies & Bench Strength Step 3- Build the Talent Pool Step 4- Facilitate Development Opportunities
•Know where you are before determining where you are going
• Identify:▫Job analysis
▫Competency Profile Competency progression
▫Bench Strength
Step 2- Job Demands, Comp. & Bench Strength
Step 2- Job Demands, Comp. & Bench Strength
• Job activities
• Educational requirements
• Equipment used
• Working conditions
• Supervisory and management responsibilities
• Interpersonal communication skills
• Agency contacts
• External contacts
• KSAOCs/ competencies
Job
anal
ysis
con
tent
:
•Collect info through:▫Interview▫Questionnaire▫Structured checklist▫Observation▫Diary/log▫Combination of methods
Step 2- Job Demands, Comp. & Bench Strength
Step 2- Job Demands, Comp. & Bench Strength
•Competencies ▫Skills
abilities required to perform the position
▫Knowledge information required for the
position ▫Characteristics
attitudes, personality factors or mental traits needed
Step 2- Job Demands, Comp. & Bench Strength
•Common Competencies▫Communication skills▫Customer service▫ Leadership & management principles▫Creativity & innovation▫Multi-tasking & time management▫Flexible & adaptable ▫Solve problems & make decisions▫Networking▫Comprehensive knowledge of the field
25 common competencies
Step 2- Job Demands, Comp. & Bench Strength
•Understanding competencies will…▫Recognize the competency gap▫Align skills with strategic direction▫Help organization become “lean &
mean”▫Guide hiring practices to hire right
people Any bad hires? Why???
▫Predict success of employees
Step 2- Job Demands, Comp. & Bench Strength
Progression & types of competencies…
Characteristics - soft skills› Be a self starter› Have patience› Ability to be creative & innovative
Job skills - hard skills› Develop & stay within a budget› Establish priorities› Develop goals & objectives
Step 2- Job Demands, Comp. & Bench Strength
Job Skills
Characteristics
EntryLevel
CEO
Step 2- Job Demands, Comp. & Bench Strength
CEO Financial Management
Understand personnel law
Build agency wide partnerships
Middle Mgr Manage multiple budgets
Hire & supervise full time staff
Build department wide partnerships
Entry level Develop program budget
Supervise part time staff
Build program partnerships
Step 2- Job Demands, Comp. & Bench Strength
• Identify competencies for each job or level▫Develop a competency based
success profile for each position Look beyond skills &
knowledge Use research in the field Demonstrate understanding
of ee development
Step 2- Job Demands, Comp. & Bench Strength
Virginia Beach Parks & Recreation Dept.
• Example of competency-based performance criteria▫Essential function Management▫Core Requirements = Communication
Supervision Leadership Conflict Resolution
▫Specific Responsibilities: CIP and Operating Budget Development Financial Analysis/Budget Monitoring Personnel Management Policy Development
Step 2- Job Demands, Comp. & Bench Strength
Virginia Beach Parks & Recreation Dept.
Step 2- Job Demands, Comp. & Bench Strength• Example of competency-based performance criteria
▫Essential function Landscape Management▫Core Requirements = Communication
Supervision Leadership
Coaching Conflict Resolution
▫Specific Responsibilities: Irrigation system installation Plant identification, design, layout Soil analysis Storm water drainage system management
•Depth Chart to build bench strength
Step 2- Job Demands, Comp. & Bench Strength
CEO
A.J.
A. No internal candidate ready
B. Jack
C. Mary
A. In emergency brd member X may step in
B. Ready in 2 years
C. Ready in 5 yrs, long shot, may not get there
•Depth Chart to build bench strength
Step 2- Job Demands, Comp. & Bench Strength
Succession Candidates
Position Incumbent(s) Ready Now Ready 1-2 Years Ready 2-5 years
CEO Susan Smith Amanda Jones;Alex Green
Greg Jarvis Eve Elwood
Superintendent of Recreation
Carlos Colon Judy Tang Steve Hem;Jordan Allen
Anne Perez
Director of Operations & Maintenance
Tom Po Mitch White;Cassandra Jackson
Felix Rodriguez Ali Ahmed
Another eg…
•Depth Chart to build bench strength
Step 2- Job Demands, Comp. & Bench Strength
Succession Candidates
Position Incumbent(s) Ready Now Ready 1-2 Years Ready 2-5 years
CEO Susan Smith Carlos Colon;Kim Jones
Eve Elwood
Superintendent of Recreation
Carlos Colon Steve Hem
Director of Operations & Maintenance
Tom Po Ali Ahmed; Felix Rodriguez
Park Planner Kim Jones
Your bench strength???
Succession Planning Steps Step 1- Understand Development Needs Step 2- Assess Job Demands, Competencies & Bench Strength Step 3- Build the Talent Pool Step 4- Facilitate Development Opportunities
• Focus on all levels within organizations▫ Laborers through CEO▫FT and PT
• Find your HiPos (High potentials)▫Capable of advancing 2-3 more levels▫Haven’t reached a career plateau▫Exceed minimum job expectations▫Self-actualizing; committed to personal and professional
improvement
▫Who are the HiPos in your organization??
Step 3- Build the Talent Pool
Performance/Potential Grid
Stars* Keep turnover
low* Take steps to
accelerate their development
Workhorses* Keep turnover
low* Keep them
motivated & productive where
they are
Questions Marks* Convert them to
stars* Counsel them to accelerate their
development
Deadwood* Convert them to
workhorses* Terminate them
if they can’t be
salvaged
Future PotentialP
rese
nt P
erfo
rman
ce
High LowH
igh
Low
Odiome, G. S. (1984). Strategic management of human resources: A portfolio approach
• Assess your HiPos▫Supervisor assessment based on competencies
▫Self assessment
▫Past performance appraisals
▫360 degree evaluation
▫A few examples….
Step 3- Build the Talent Pool
Conflict Management
5 4 3 2 1
Has adequate skill resolving differences & reaching agreement by maintaining a problem solving attitude
Has high level of skill resolving differences & reaching agreement by maintaining a problem solving attitude
Has little skill resolving differences & reaching agreement by maintaining a problem solving attitude
Communication Skills
5 4 3 2 1
Asks & answers most questions clearly; displays adequate understanding of questions; demeanor is generally professional
Always asks & answers questions clearly; displays good understanding of questions; demeanor is highly professional & friendly
Questions & answers not clearly stated; often does not understand questions; demeanor is often unprofessional & unfriendly
Competency Excellent Good Fair Poor
Ability to manage projects 4 3 2 1
Ability to manage contracts 4 3 2 1
Ability to prepare specifications for bid documents
4 3 2 1
Develop and administer a budget 4 3 2 1
Financial management 4 3 2 1
Champaign Park DistrictStaff Development Program
Recommendation Form – Director/Administrator Track
Part 1:
Champaign Park DistrictStaff Development Program
Recommendation Form – Director/Administrator Track
Part 2a:
Performance Rating1. Unsatisfactory results and performance2. Marginal – does not meet requirements of position, remedial
actions needed3. Satisfactory – generally meets job requirements but room for
improvement4. Above average – surpass overall job requirements but lacks
strength in some areas5. Superior – some elements of performance may rate as
exceptional, but overall performance falls below an exceptional rating
6. Exceptional – general all-around excellence in quality/quantity of work, initiative, self-development, new ideas, and attitude.
Champaign Park DistrictStaff Development Program
Recommendation Form – Director/Administrator Track
Part 2b:
Potential to Advance
1. Outstanding – can advance two levels above present position
2. Considerable - can advance at least one level above present
position and/or assume substantial added responsibility at present
level
3. Some – can assume added responsibilities at present level
4. Limited – at or near capacity in present position
5. Key capacity in current position – vital technical knowledge
precludes movement
Champaign Park DistrictStaff Development Program
Recommendation Form – Director/Administrator Track
Part 2c:
Readiness to advance to next level
1. Qualified to move now
2. Within one to two years
3. Within two to four years
4. Current level appropriate
• Assess your HiPos▫Self-assessment
Complete recommendation form
▫VBPRD Work portfolios Focus on outcomes of competencies
▫VBPRD Assessment center Higher level scenarios to see how they perform Review solutions to scenarios Time consuming
▫Others???
Step 3- Build the Talent Pool
• The HiPo Profile▫Resume▫Competency Assessment▫Potential Assessment▫Strengths▫Development needs
▫Individual development plan
Step 3- Build the Talent Pool
• Individual Development Plans
▫ Process of planning activities that will
narrow the gap between what individuals
can already do & what they should be able
to do to meet future competency
requirements in one or more key positions
Step 3- Build the Talent Pool
• Individual Development Plans
▫Step 1: Identify potential job(s)/job level(s) ee wants
▫Step 2: Discuss timeline
▫Step 3: Discuss the competency gap
▫Step 4: Set measurable learning objectives
▫Step 5: Set strategies & ID resources to achieve objectives
Resources: People, $, time, equipment
▫Step 6: Est. how evidence of accomplishment is tracked
Step 3- Build the Talent Pool
Your logo here
Your logo here
Strategy Timeline to Complete
Resources Needed (other than time)
Development Opportunity/Method
Tracking Criteria
1. Attend revenue management school
Spring 2012 $1500 Small hands-on annual conference
Review third quarter 2012
2. Meet weekly with chief financial officer to discuss financial issues
Begin immediately
None One-on-one meetings Review each quarter
3. Work with Superintendent of Recreation to establish a “Friends of Parks and Recreation” nonprofit group
Spring 2013 Access to legal counsel for filing of paperwork
One-on-one meetings; Complete The Nonprofit Center’s Starting a Nonprofit Organization either in person or online
Review fourth quarter 2012; review again third quarter 2013
Goal: Enhance understanding of financial management and revenue generation.
Concerns about “growing your own HiPos”???
Advantages? Disadvantages?
•Advantages of growing your own▫Morale boosting▫Known quantity▫Retain institutional knowledge
•Cautions on growing your own▫No heir apparent▫Talent pools are built to hire from with no
guarantees for promotion▫Monitor internal competition among staff▫Heavy load on training & development
Step 3- Build the Talent Pool
Succession Planning Steps Step 1- Understand Development Needs Step 2- Assess Job Demands, Competencies & Bench Strength Step 3- Build the Talent Pool Step 4- Facilitate Development Opportunities
• Think about learning styles…
Step 4 - Facilitate Development Opportunities
Generation Ages Attributes Learning Styles
Training Style
ManagementStyle
Silent Born before 1946 (64+)
Like hierarchy and orderComfortable with direct leadershipWilling to climb the ladder patientlyDifficult to adjust to change
AuditoryDataMonologue
ClassroomFormalQuiteLecture
ControlAuthorityThinkers
Baby Boomers 1946- 1964 (48-64)
Believe in value of hard workValue democratic work environmentView work groups as social groupsSeek to change institutions
VisualMetaphorsDialogue
RoundtableRelaxedPlanned Open forums
CooperationCompetency Doers
Generation X 1965-1977 (33-45)
Want to be cutting edgeWilling to break the rulesAdaptive to change and new technology
Kinesthetic SensoryStories
UnplannedSpontaneousInteractive
ConsensusCreativityFeelers
Generation Y 1978-1990 (20-32)
Instant GenerationTech SavvyLimited employee loyalty Upward mobility- no waitHigh performance & high maintenanceValue input, feedback and mentoring
Kinesthetic SensoryStories Autonomous
UnplannedInteractiveFastTechnology
Question othersCollaboratorsChange agentsVirtual problem solvers
Step 4 - Facilitate Development Opportunities
• Informal▫ Lunch and Learn
Able to build knowledge and common understanding within an organization
▫ Book discussions Good to Great (Collins) Getting to Yes (Fischer & Ury) The Fifth Discipline: The Art and Practice of the Learning Organization
(Senge) What Makes a Leader (Goleman)
▫ Topical discussions…brown bags
Step 4 - Facilitate Development Opportunities
•Formal▫Apprenticeships
▫ Job rotation
▫ Job swapping
▫Mentoring…
Step 4 - Facilitate Development Opportunities
Old Product Oriented Model
• Transfer of knowledge from senior to junior staff member▫ “I will teach what I know”
• Setting up a mentoring program
New Process Oriented Model
• Knowledge acquisition, application & critical reflection▫ “You will learn what you
need to learn”• Supporting mentoring
efforts
Types of mentoring
•One-on-One mentoring▫Traditional relationship
•Reverse mentoring▫Jack Welch (GE)
•Peer mentoring▫ Often same level, experience & age
IPRA Young Professionals?•Supervisory mentoring
▫Often informal relationship▫Problems???
Types of mentoring
•Group mentoring▫Group of employees learn from 1 mentor▫Learning groups▫Mentor is the facilitator▫Group drives the learning agenda
•Distance mentoring▫Utilize technology to communicate
E-mail, chat room, IM PC/Web camera, Skype Discussion boards
Step 4 - Facilitate Development Opportunities
•Overview▫Understand learning styles
▫Match learning style to training opportunities
▫Support mentoring programs
A sample program
Transitional Leadership – Igniting the Fire Within P&R Mgmt University (M-NCPPC)
•Rigorous application process▫Exceptional current job performance▫Completion of a basic leadership concepts course▫3 references
•Memorandum of Understanding▫Purpose, commitment, intent to stay 12 months
•Classes▫10 days intensive instruction▫4 month experiential job assignment
•Stipend for completing the training
VBPRD – Leadership Development Program
• Designed to prepare for promotional opportunities
• Enrollment every other year
• 5 Tracks
▫ Landscape Management, Management, Administrative support,
Programming, Operations
• Assigned a mentor
• Sign a contract
• Review progress on the development plan quarterly
• Qualifications:….
VBPRD – Leadership Development Program
•Qualifications:▫FT staff who has completed their 1 yr probation▫FT complete 1 yr after transferring from another dept.▫PT who has worked 1040 hours & has started accruing
leave▫Plus:
No disciplinary action for the past 18 months Supervisor approval
VBPRD – Leadership Development Program
•Stumbling Blocks▫Time commitment▫It took time to understand each others job
responsibilities▫Seasonality – busy/slow times▫Some goals lead to certification – budget issue▫Existing workload problems▫Distance between mentor and mentee
CPD – Staff Development Plan
•Criteria▫Full time employee at the Champaign Park District.▫Three years of full or part time experience in the field.
This experience can be with multiple agencies.▫Capable of advancing 2-3 more levels within a parks
and recreation agency. A department head may participate if they have the ability to advance one additional level.
▫Committed to professional advancement and improvement.
Questions??Discussion points??
Amy R. Hurd, Ph.D., CPRPAssociate Professor Illinois State UniversityCampus box 5120McCormick Hall 164 Normal, IL 61790 309-438-5557 [email protected]
http://www.castonline.ilstu.edu/hurd/nrpa.htm
Thank you!!!!
Activity
1. Program requirements/qualifications2. Application process, appointment, supervisor
nomination3. Number in the first class4. How often is a new class started?5. Plan to assess HiPos6. Means of accountability to HiPos
Programs that Work
E-Map = Employee Mobility Achievement Program
Programs that Work