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CSAE: BUILDING CAPACITY AUGUST 24, 2007 SUCCESSION PLANNING WHAT YOU NEED TO KNOW TO HELP DELIVER A CONSISTENT MESSAGE TO YOUR STAKEHOLDERS. Deborah Del Duca Girl Guides of Canada-Guides du Canada. Succession Planning defined:.
CSAE: BUILDING CAPACITY AUGUST 24, 2007 SUCCESSION PLANNING WHAT YOU NEED TO KNOW TO HELP DELIVER A CONSISTENT MESSAGE TO YOUR STAKEHOLDERS Deborah Del Duca Girl Guides of Canada-Guides du Canada
Succession Planning defined: “In organizational development, succession planning is the process of identifying and preparing suitable employees (volunteers/members) through mentoring, training and job rotation, to replace key players…within an organization as their terms expire.” Wikipedia “The attainment of a company’s strategic objectives requires a clearly understood vision, a firm commitment from top management, the right people in key positions, and a program to measure and reward employees based on their accomplishments.” Caliper “…succession management is the development of a pool of talent with the skills, attributes, and experiences to fill specific, often high-level positions.” Succession Planning and Management by Teresa Howe, CHRP
Girl Guides of Canada-Guides du Canada (GGC) • About GGC : • National organization, as per a Special Act of Parliament (1910) • Mission: Girl Guides of Canada-Guides du Canada is a Movement of girls • and women that challenges Members in their personal • development and empowers them to be responsible citizens. • Membership: 92,238 Girls • 23,968 Adults • Organizational Structure: complex and extensive: • National • Provincial Councils • Area • District • Divisions • Unit – Leaders and Girls
Members in Senior Leadership Roles • Key Positions: • Chief Commissioner • Board of Directors • Governing Committee Chairs • National Advisers • Approximately 75 – 100 positions (1 – 3 years) • Human Resources to address this: • Deputy Chief Commissioner – Operations • Executive Assistant Leadership Recruitment • Nominating Committee for Board Positions
Recruitment & Assessment: • Clear position descriptions • Comprehensive recruitment process • Internal and external postings • Personal recruitment • Rigorous application/screening • Interview • Reference checking • Assessment against criteria • Orientation & Support: • Semi-customized Orientation • Governance Manual; National Volunteer Manual • Training, professional development, coaching/mentoring • Adult Member Support Procedures • Support (via staff resources)
Development for Succession: • Placement of Members/Volunteers to committees/positions as per their current skill/interest • Observe strengths; reposition to new roles where suited • Afford opportunities for networking, representation, spokesperson • Provide ongoing informal and formal development • Limit duration of terms and frequency • Always be on the lookout; maintain a roster
Members in Senior Leadership Roles • Recognition & Reward: • Published acknowledgement at appointment • National Volunteer Week • “touch base” at year one • Communicate!! • At completion of term exit interview, letter of thanks, gift • Broad range of awards
Our Shortcomings: • Difficult to convey the hard message re: not meeting expectations • Recycle same women because they’re known and experienced for specific • functions • Don’t always walk the talk re: empowering girls and young women as leaders
Principles for Succession: • Clear expectations • Targeted recruitment/selection • Right person for the right job at the outset • Strategic placement and dynamic repositioning • Investment in development • Continuous assessment • Constant communication • Recognition • Keep them hooked!