Succession Planning: Finding & Developing Your HiPo’s

1. Succession Planning: Finding & Developing Your HiPo’s Amy Hurd, Ph.D., CPRP Illinois State University

2. 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

3. Before we start…. • Any CEO’s • Upper middle managers? • Good people to fill CEO position? • Upper middle manager positions?...

4. 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?

5. 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

6. Succession Planning Replacement Plans • Short term: 0-12 months • Focus on immediate needs • Develops back-up staff for key positions • Very reactionary! Succession Plans • Long-term: 12-36 months • Focus on future leadership • Develops leaders capable of filling multiple assignments

7. 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

8. 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.

9. 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

10. Time to face reality!Be proactive rather than reactive

11. Why aren’t you doing this??

12. 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

13. 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

14. Are you sold on succession planning yet??

15. 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

16. Step 1- Understand Agency Dev. Needs • Three tasks • Purpose • Retirement Projections • Framework

17. 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...

18. The individual’s competencies The job’s demands The organizational environment Step 1- Understand Agency Development Needs Model for Effective Performance Effective specific actions or behaviors BALANCE Boyatzis (1982)

19. Step 1- Understand Agency Dev. Needs • Retirement Projections • Ask • Set benchmark…ie. Age 63, average by division • Rule of 90 • Age + years of service…

20. Rule of 90

21. Step 1- Understand Agency Dev. Needs • Framework…what will SP look like? • How many participants • Tracks vs 1 program • Application process

22. 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%)

23. Step 1- Understand Agency Dev. Needs • 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?

24. Director Track – R & A Coordinator/Manager Track – R & A Director Track – Operations Supervisors/Specialists - Operations

25. Step 1- Understand Agency Dev. Needs Recreation & Admin. Track Operations (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.

26. Step 1- Understand Agency Dev. Needs • VBPRD…5 tracks • Landscape management • Management • Administrative support • Programming • Operations

27. 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….

28. Certifications: __________________ What are your career goals for the next 2 years? 5 years? In your opinion, what are the 3 most important traits a leaders should possess? What are your professional strengths? In what areas/skills in your professional development would you like to improve? What barriers keep you from achieving your career goals? What development methods help you the most (ie. Conferences, mentoring, cross training)?

30. 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

31. Step 2- Job Demands, Comp. & Bench Strength • Know where you are before determining where you are going • Identify: • Job analysis • Competency Profile • Competency progression • Bench Strength

32. 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 analysis content:

33. Step 2- Job Demands, Comp. & Bench Strength • Collect info through: • Interview • Questionnaire • Structured checklist • Observation • Diary/log • Combination of methods

34. Step 2- Job Demands, Comp. & Bench Strength

36. 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

37. 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

38. 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

39. 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

40. Step 2- Job Demands, Comp. & Bench Strength Characteristics CEO Entry Level Job Skills

41. Step 2- Job Demands, Comp. & Bench Strength

42. 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

43. Step 2- Job Demands, Comp. & Bench Strength • 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 Virginia Beach Parks & Recreation Dept.

44. 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 Virginia Beach Parks & Recreation Dept.

45. Step 2- Job Demands, Comp. & Bench Strength • Depth Chart to build 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

46. Step 2- Job Demands, Comp. & Bench Strength • Depth Chart to build bench strength Another eg…

47. Step 2- Job Demands, Comp. & Bench Strength • Depth Chart to build bench strength Your bench strength???

48. 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

49. Step 3- Build the Talent Pool • 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??

50. Future Potential High Low Performance/Potential Grid High Present Performance Low Odiome, G. S. (1984). Strategic management of human resources: A portfolio approach