You Can’t Do Succession Planning in the Public Sector …Or Can You?

1. You Can’t Do Succession Planning in the Public Sector…Or Can You? City of Charlotte Teresa Curlin Human Resources Business Unit

2. Effective Succession Planning is not . . . • Identifying a specific employee for a specific job at a future point in time

3. Effective Succession Planning is . . . • Identifying key player gaps through workforce planning • Giving employees at all levels opportunities to develop their skills • Embedding development opportunities in everyday work processes • Embedding knowledge sharing into work processes • Developing many employees for more challenging positions; not just one

4. Effective Succession Planning is . . . • Identifying key player gaps through workforce planning • Giving employees at all levels opportunities to develop their skills • Embedding development opportunities in everyday work processes • Embedding knowledge sharing into work processes • Developing many employees for more challenging positions; not just one

5. Workforce Planning is . . . • Planning to have the right employees, with the right skills, in the right jobs, at the right time.  • A market analysis of the supply and demand of employees and skills, then crafting strategies for success when the supply does not equal your demand.  • Translating strategic thinking into concrete actions to ensure adequate staffing levels and skills. • In other words, systematically identifying your gaps so you can fill them.

6. Effective Succession Planning is . . . • Identifying key player gaps through workforce planning • Giving employees at all levels opportunities to develop their skills • Embedding development opportunities in everyday work processes • Embedding knowledge sharing into work processes • Developing many employees for more challenging positions; not just one

7. Leadership Training

8. Dimensions in Leadership • Current research indicates 70% of leadership development is gained through experience • Dimensions in Leadership is a non-traditional leadership program for people demonstrating high potential for leadership. • It’s a unique opportunity for employees who assume responsibility for their own development and demonstrate the commitment to learn and grow.

9. Dimensions in Leadership Participants selected for the Dimensions program: • Assess their skills in the City’s key leadership competencies with the assistance of their Key Business Executive. • Use the assessment information to custom design an Individual Development Plan to develop skills in targeted areas. Plans are supported by training, coaching, job assignments or other developmental activities. • Are assigned a learning coach to help them learn to leverage their developmental experiences for maximum growth.

10. The Development Formula The formula: 10% Knowledge (classes/book learning) + 20% Learning from others (mentors) + 70% Experience (do it) = 100% (A shiny new competency!)

11. Leadership Competency Looks to the Future • Communicates a Vision • Thinks Strategically • Manages Change

12. Leadership Competency Develops People • Develops Employees • Motivates Others • Provides Feedback • Hires and Utilizes the Talents of a Diverse Workforce

13. Leadership Competency Builds Community • Builds Partnerships – Internally and Externally • Builds Collaboration – Internally and Externally

14. Leadership Competency Manages the Business • Understands the Political Environment • Sets Priorities • Thinks and Acts Competitively • Focuses on the Customer • Is Resourceful • Solves Problems Creatively • Makes Good Decisions

15. Leadership Competency Manages Self • Models Ethics and Values • Has Self Knowledge

16. Effective Succession Planning is . . . • Identifying key player gaps through workforce planning • Giving employees at all levels opportunities to develop their skills • Embedding development opportunities in everyday work processes • Embedding knowledge sharing into work processes • Developing many employees for more challenging positions; not just one

17. Succession Planning is . . . Everyday Opportunities Embed development opportunities into the operations and the culture • If the organization is fluid, a team member from one area can help out in another area with a time/project crunch The upside of doing more with less • All areas need help • Where resources are lacking, the lifelong learners will rise to the top and find a way

18. Effective Succession Planning is . . . • Identifying key player gaps through workforce planning • Giving employees at all levels opportunities to develop their skills • Embedding development opportunities in everyday work processes • Embedding knowledge sharing into work processes • Developing many employees for more challenging positions; not just one

19. Succession Planning includes . . . Knowledge Management • Making knowledge accessible to all • Setting expectations knowledge will be shared • Celebrating those who share and receive knowledge • Putting knowledge sharing in work processes

20. HR-pedia - Overview

21. HR-pedia - Detail

22. Effective Succession Planning is . . . • Identifying key player gaps through workforce planning • Giving employees at all levels opportunities to develop their skills • Embedding development opportunities in everyday work processes • Embedding knowledge sharing into work processes • Developing many employees for more challenging positions; not just one

23. Succession Planning is . . . Many, Not Just One • Risky to pick one employee to develop for an identified position • This employee may leave the organization, or may not want the position • Use mix of methods to prepare many employees to be the next crew chief, deputy director or assistant city manager

24. What’s the Culture? • Empowerment - employees are in charge of their own careers; not employers • Set the bar – identify position responsibilities and the skills / competencies needed to be successful

25. Questions?

26. Resources:www.charmeck.org Teresa Curlin City of Charlotte Human Resources Key Business tcurlin@ci.charlotte.nc.us