Preparing Your Organization for Succession Planning. 2012 Annual Convention Community Action Partnership . Who we are:. Cornerstone Consultants Established in 1992 Focus primarily on nonprofit and foundations Areas of expertise: Strategic planning
Preparing Your Organization for Succession Planning 2012 Annual Convention Community Action Partnership August 2012
Who we are: • Cornerstone Consultants • Established in 1992 • Focus primarily on nonprofit and foundations • Areas of expertise: • Strategic planning • Talent management and succession planning • Organization development and evaluation • Project management • How we work: • We step into the flow – listen – offer insights • Work with the client to design a project that fits their organization’s culture and values August 2012
Who We Are: • Ruth Roemer • Areas of expertise: • Organizational Consultant • Strategic Planning • Talent Management • Organization Design • Individual and Team Effectiveness • Executive and Life Coaching • Nonprofit and Government Sectors, Pharmaceutical Industry August 2012
Who We Are: • Mary Virtue • Founder of Cornerstone Consultants • Has worked for years with community action agencies and the national associations as well as foundations and nonprofits in the US and overseas • Areas of expertise: • Strategic planning • Evaluation • Organizational Development • Social Enterprise and Earned Revenue Projects • We team up on Succession Planning and Talent Management projects – one on one and cohort
Who are you? • What types of organizations do we have represented here today? • What is the relative size of your total staff? • Under 50 employees? • Between 50 and 100? • Over 100? August 2012
Who are you? • By a show of hands: • How many have an Executive Director/President who is over 50; over 55? • Of your existing department heads/managers: • What is the average age of that group? • 55+ • 50 - 55 • 40 - 50 • 30 - 40 August 2012
Purpose of Workshop • To identify steps needed to prepare an organization for Succession Planning • To enable participants to conduct a brief assessment of areas within their organization needing attention • To prioritize next step actions on the path toward establishing a robust Succession Planning process
Succession Planning & Strategic Goals • Where will the agency be in 10 years? • Macro business trends • External business/industry trends • Business opportunities and market shifts • What are the threats most anticipated? • What opportunities may be possible/emerge? • What will be the organizational impact?
Succession Planning & Strategic Goals • What kind of leadership capability will you need as a result? • What are your core values? • Have they been defined behaviorally? • Are they a part of your performance management system? • Can you develop and/or recruit for these capabilities?
Assess HR Systems & Processes • Recruitment • Orientation & Training • Performance Management • Employee Development • Employee Relations & Employment Law • Salary Administration • Others? August 2012
Evaluating Your Performance Management Process • Does the performance management system align with and support the mission, business goals, and strategic plan of the organization? • Identify the beginning and ending steps of the process. • What components are present in the system? • What components, if any, are missing and are needed to make this a quality system? • Are the components of the system integrated and complementary to one another? • How much differentiation exists in performance ratings? • What needs to change to improve the system?
Recognition & Reward Systems • What do you have? • Beyond year end compensation?? • Does it drive desired behavior? • How do you know? • What can you do to drive desired behavior in the midst of shrinking budgets? August 2012
Standards of Excellence/Leadership Behavior • The Standards of Excellence describe thirty-four of the very best practices of the very best Community Action Agencies. • The Standards are distributed across seven categories, and represent attributes that distinguish all high-performance organizations…… • ORGANIZATIONAL LEADERSHIP • STRATEGIC PLANNING AND DIRECTION • CUSTOMER, CONSTITUENT, AND PARTNER FOCUS • MEASUREMENT, ANALYSIS, AND PERFORMANCE MANAGEMENT • HUMAN RESOURCE FOCUS OVERVIEW • ORGANIZATIONAL PROCESS MANAGEMENT • ORGANIZATIONAL RESULTS
Competencies: AKA Leadership Behavior • CUSTOMER, CONSTITUENT, AND PARTNER FOCUS (SOE #3) • What behavior would you expect from your leaders vis a vis customers? • Customer, constituent, partner acumen, i.e., quickness, accuracy, and keenness of judgment or insight • Describe the behavior you might observe from someone demonstrating customer/constituent/partner acumen • What might be different in terms of the behavior being observed from an Executive Director/President versus that of an administrative assistant?
Leadership Behavior • Must spend time defining what is needed • Start with Standards of Excellence • Agency Mission/Vision/Values • Define in behavioral terms, specifying the difference between expected behavior on the part of an executive and that of a lower level employee • Refer to the information provided by Susan Buckley & Lil Dupree in their June webinar: Creating a Leadership Bench within Your Agency
Preparing for Succession Planning 1. Strategic Goal Assessment • Trends • Organizational Impact • Leadership Needs • Recruitment & Development Needs
Preparing for Succession Planning 2. Assessment of HR Systems & Processes • Recruitment • Performance Management • Leadership competencies • Orientation & Training • Employee Development • Employee Relations & Employment Law • Salary Administration
Preparing for Succession Planning 3. Identify Gaps & Actions Needed • Quick Wins • Strategic Impact • Internal Capability • External Support Required • Cost vs. Budget • Prioritize an action plan for implementing a Succession Planning process
Tying it all Together: Getting Started • Review the preparation steps • What is it you both want and need? • Where do you think your organization really shines? • Where do you most need to do work • What steps can you take ‘Monday’ morning when you are back in the office?
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