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Critical Issues in Public Health Nutrition Leadership: Succession Management and Developing Your Leadership Pipeline. ASTPHND Annual Meeting June 10, 2008 Presented by Carol Woltring, Executive Director Center for Health Leadership and Practice Public Health Institute.

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Astphnd annual meeting june 10 2008 presented by carol woltring executive director

Critical Issues in Public HealthNutrition Leadership:Succession Management and Developing Your Leadership Pipeline

ASTPHND Annual Meeting

June 10, 2008

Presented by

Carol Woltring, Executive Director

Center for Health Leadership and Practice

Public Health Institute

Center for Health Leadership and Practice, Public Health Institute


Astphnd annual meeting june 10 2008 presented by carol woltring executive director

Purpose:

To assist senior public health nutrition managers in developing a “culture of succession” and succession management strategies in their organizations in order to recruit, retain and develop management and leadership capacity to meet future needs.

Center for Health Leadership and Practice, Public Health Institute


Astphnd annual meeting june 10 2008 presented by carol woltring executive director

  • Objectives:

  • Have a shared understanding about the workforce

  • demographics in public health nutrition leadership and

  • their impact on the need for succession management.

  • Identify the key elements of a “culture of succession” and

  • succession management related to your

  • organization’s/program’s current activities and needs.

  • Identify key steps in succession planning and next steps

  • for you/your organization/your state.

  • Identify one or more leadership development strategies

  • that you would like to initiate in your state or region.

Center for Health Leadership and Practice, Public Health Institute


Astphnd annual meeting june 10 2008 presented by carol woltring executive director

Why Succession Management and Why Now:

Public Health Nutrition Workforce Demographics

Alexa M. George, PhD, MPH, RD

Center for Health Leadership and Practice, Public Health Institute


Astphnd annual meeting june 10 2008 presented by carol woltring executive director

State health agencies are reporting over 50% of their public health workforce is eligible for retirement over the next five years (2008-2012)-State Public Health Worker Survey Results ASTHO, 2007

Center for Health Leadership and Practice, Public Health Institute


Astphnd annual meeting june 10 2008 presented by carol woltring executive director

How critical is the aging

of the workforce in your organization/state?

Center for Health Leadership and Practice, Public Health Institute


Astphnd annual meeting june 10 2008 presented by carol woltring executive director

Developing a Culture of Succession:

Key Elements and Steps in Succession Management and Planning

Center for Health Leadership and Practice, Public Health Institute


Astphnd annual meeting june 10 2008 presented by carol woltring executive director

Developing a Culture of SuccessionKey Elements

  • Organizational Strategic Plan- vision, mission, context, trends, customer needs, goals and strategic directions

  • II.Succession Plan

  • A. Workforce – Needs and Gap Analysis/Timeline (focus is usually critical positions and top management positions – can include a broader focus as well)

  • B. Identification of a pool of high potential staff to develop

  • Staff Development and Retention Strategies

  • A. Training – Technical/Professional skills/ Management and Leadership skills

  • B. Coaching and mentoring

  • C. Career development/portfolio development

  • IV.Knowledge Transfer – ongoing and urgent

Center for Health Leadership and Practice, Public Health Institute


Astphnd annual meeting june 10 2008 presented by carol woltring executive director

The Levels in Succession Planning

The Whole Organization

The Programs

The Individuals

Center for Health Leadership and Practice, Public Health Institute


Continuum of succession processes

Continuum of Succession Processes

Center for Health Leadership and Practice, Public Health Institute


Astphnd annual meeting june 10 2008 presented by carol woltring executive director

Our Focus: Succession management-combining succession planning and leadership development of high potentials (leadership pipeline/talent pool)

Center for Health Leadership and Practice, Public Health Institute


Astphnd annual meeting june 10 2008 presented by carol woltring executive director

Succession Managementis a deliberate and systemic effort to:

  • Project leadership requirements

  • Identify a pool of high potential candidates

  • Develop leadership competencies in those candidates

  • through intentional learning experiences

  • Select leaders from among the pool of potential leaders

  • The focus is typically successors for the top management levels of the organization. It is a robust approach that requires an organizational culture that sees the value of talent development and understands how to integrate that into daily operations.

Center for Health Leadership and Practice, Public Health Institute


Astphnd annual meeting june 10 2008 presented by carol woltring executive director

Succession Management is a long term strategic initiative that ensures that the right staff are in the right jobs at the right times. It ensures the continued effective performance of an organization by establishing a process to develop and replace key staff over time.

Center for Health Leadership and Practice, Public Health Institute


Astphnd annual meeting june 10 2008 presented by carol woltring executive director

It helps your organization answer key questions:1. Who will move into this key position when _____ retires?2. ______ could move into any one of these threedirector positions. If he/she accepts one, who will replacehim/her? Is this the best position for ____’s skill set.3. How do we keep ______ from leaving if he/she does notget his/her promotion? If your organization carries out succession managementcorrectly, it will have talent pool of individuals preparedto step into management and other critical positions leftvacant because of retirement and general attrition.

Center for Health Leadership and Practice, Public Health Institute


Astphnd annual meeting june 10 2008 presented by carol woltring executive director

Succession Management includes:

  • Development of a Succession Management Plan

  • Identification of high potentials

  • Leadership development of high potentials

  • Other staff development activities

  • Knowledge Transfer Strategies

  • Recruitment and Selection Strategies

  • Accountability - monitor progress and evaluate

Center for Health Leadership and Practice, Public Health Institute


Astphnd annual meeting june 10 2008 presented by carol woltring executive director

A Succession Management Planning Model

Phase 1: Finalize Scope and Approach

Phase 2: Gather Data

Phase 3: Develop the Succession Management Plan

Phase 4: Implement and Evaluate the Plan

Analyze current context and finalize purpose and scope of plan and activities

  • Obtain and analyze HR retirement data

  • Determine “hot spots” and “critical” positions

  • Conduct gap analysis and determine future needs

  • Priorities

  • Urgent issues

  • Longer range issues

Start on X date

  • Major Components:

  • Leadership Development System

  • Retention Strategies

  • Recruitment Strategies

Center for Health Leadership and Practice, Public Health Institute


Succession management planning phase i

Succession Management PlanningPhase I

Step 1

  • Ensure top level sponsorship

    Step 2

  • Understand your current situation

    Step 3

  • Identify your strategic direction and impact on current and future workforce needs - Implications for leadership

    Step 4

  • Determine the scope of your plan and activities

Center for Health Leadership and Practice, Public Health Institute


Succession management planning phase ii

Succession Management PlanningPhase II

Step 1

  • Analyze retirement data

    Step 2

  • Determine “hot spots”

    Step 3

  • Conduct gap analysis

Center for Health Leadership and Practice, Public Health Institute


Workforce analysis tools retirement analysis

Workforce Analysis ToolsRetirement Analysis

Retirement Analysis for _________________________

Center for Health Leadership and Practice, Public Health Institute


Workforce analysis tools gap analysis

Workforce Analysis ToolsGap Analysis

Gap Analysis for _________________________

Center for Health Leadership and Practice, Public Health Institute


Astphnd annual meeting june 10 2008 presented by carol woltring executive director

Developing your Leadership Bench:

Identification and Leadership

Development of High Potentials

Center for Health Leadership and Practice, Public Health Institute


Identification of high potentials

Identification of High Potentials

Who are high potentials? Individuals who at various point in their careers are perceived to be potential successors to those at higher organizational levels.

Importance of learning is the key distinction between those who are high potentials and those who are not. Learning agility, as demonstrated by performance over time in a variety of assignments, is the best way to determine of an individual is a high potential.

Center for Health Leadership and Practice, Public Health Institute


Identification of high potentials1

Identification of High Potentials

Generally high potential employees:

  • are results driven: have completed many challenging assignments

  • have people skills: influence, motivate, and work with a wide range of people

  • have mental ability: have street smarts and ask insightful questions

  • use integrated thinking: link ideas and understand the essence of problems

  • are flexible: adjust priorities, take risks, and embrace change

  • are energetic: get energy from work and energize others

  • have core technical skills

  • understand the organization’s mission, vision, goals, and objectives

Center for Health Leadership and Practice, Public Health Institute


Development of high potentials

Development of High Potentials

Blended learning is best with combination of classroom, training,

on-the-job, and e-learning.

Examples include:

  • Leadership development programs-knowledge, skills, attributes

  • Network development

  • Exposure to senior management

  • Coaching

  • Mentoring

  • Self-Study and E-Learning

  • Job shadowing

  • Early involvement with strategic issues

  • Action learning – stretch assignments, cross-functional assignments, rotation, etc.

Center for Health Leadership and Practice, Public Health Institute


Astphnd annual meeting june 10 2008 presented by carol woltring executive director

Training & DevelopmentGenerational Perspectives

2008

Center for Health Leadership and Practice, Public Health Institute


Resources for public health nutrition leadership development mch nutrition training funds hrsa wic

Resources for Public Health Nutrition Leadership Development – MCH Nutrition Training Funds (HRSA), WIC

  • Funding Sources for Public Health Nutrition Leadership Development:

  • The Maternal and MCH Nutrition Training Program currently funds 8 universities to offer nutrition training programs. Some offer graduate training in public health nutrition and some offer one-week to six-month fellowships in pediatric or neonatal nutrition and continuing education programs. All offer continuing education for health professionals.

  • Website: www.nutrition.mchtraining.net

Center for Health Leadership and Practice, Public Health Institute


State and regional public health leadership institutes www heartlandcenters slu edu nln

State and Regional Public Health Leadership Instituteswww.heartlandcenters.slu.edu/nln/

Center for Health Leadership and Practice, Public Health Institute


Astphnd annual meeting june 10 2008 presented by carol woltring executive director

Development Strategies

Case Example

  • Wisconsin Build Your Future with the

  • WIC Nutrition Leadership Series

  • USDA Infrastructure Grant, 2006-2007

  • Recognized WIC as the cornerstone for nutrition

  • services (91% funding of nutrition positions in local

  • health departments)

  • Training series to build the leadership and nutrition

  • services with WIC as this cornerstone

Center for Health Leadership and Practice, Public Health Institute


Target audience

Target Audience

  • WIC Directors and Nutritionists who were committed

  • to developing their nutrition leadership management

  • skills to create healthy organizations and health

  • communities

  • Application and Applicant Supervisor’s Commitment

  • Process

  • 38 local project staff and 9 state staff participated

Center for Health Leadership and Practice, Public Health Institute


Curriculum

Curriculum

  • 3-2 day trainings with 2 regional follow-up meetings

  • between sessions

  • Designed by faculty consultant, state and local

  • committee with practical nutrition issues/case

  • studies in leadership

  • Session 1 – Self Leadership

  • Session 2 – Leading Others

  • Session 3 – Leading Within Your Community

Center for Health Leadership and Practice, Public Health Institute


Evaluation or did it work

Evaluation or Did it Work?

  • Increase in volunteering to serve on state and local

  • committees

  • Public Health Nutrition Position Descriptions have been

  • created by several to reflect vision to build public health

  • nutrition services

  • Leaders are mentoring or coaching others on the

  • Leadership Series content. Regional meetings continue to

  • focus on the leadership training

  • Reports of re-energized coalition meetings and staff meetings

  • Reports of feeling confident in advocating for needs

Center for Health Leadership and Practice, Public Health Institute


State level discussions

State-Level Discussions

  • What is the situation in our state?

  • What are our priority needs?

  • What can we start doing in the next year around succession planning?

  • What can we do about leadership development?

  • What are our next steps?

Center for Health Leadership and Practice, Public Health Institute


Astphnd annual meeting june 10 2008 presented by carol woltring executive director

For Additional Information Contact:

Carol Woltring, Executive Director

Center for Health Leadership and Practice, Public Health Institute

510 285-5586 E Mail: [email protected]

Alexa M. George, PhD, MPH, RD

Email: [email protected]

Linda Petersen, MPH, RD, CD, Public Health Nutrition Consultant

Wisconsin Division of Public Health 715 836-3826 Email : [email protected]

Center for Health Leadership and Practice, Public Health Institute


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