Succession Succession PlanningPlanning

A Way to Beat the A Way to Beat the Talent CrisisTalent Crisis

Nagtad ConferenceAugust, 2007

Laurette Burdyl

Workforce trendsWorkforce trendsWorkforce is projected to Workforce is projected to

grow more slowly in the grow more slowly in the futurefuture

• Workforce grew 2.6% in the Workforce grew 2.6% in the 1970’s1970’s

• Will slow to .6% in 2010 and Will slow to .6% in 2010 and .4% in 2020.4% in 2020

» Rand Corporation Report , February 2007

Scarcity of WorkersScarcity of Workers• Competition for Competition for

skilled workers will skilled workers will increaseincrease

• Competition for new Competition for new

workers will increaseworkers will increase

Rand Corporation Report , February 2007

Leadership VacuumLeadership Vacuum• As large cohorts of older employees As large cohorts of older employees

leave companies, they will take with leave companies, they will take with them a significant amount of them a significant amount of experience and knowledge about the experience and knowledge about the companycompany

• By 2010, the US will have 15% decline By 2010, the US will have 15% decline in the number of 35-44 year olds – in the number of 35-44 year olds – prime age group for middle managersprime age group for middle managers

»Business for Social Responsibility, February, 2006

Increased Turn overIncreased Turn over• 45% of American workers 45% of American workers

want to change jobs at want to change jobs at least every 3-5 years; up least every 3-5 years; up from 26% in 1999from 26% in 1999

» Business for Social Responsibility, February, 2006

Public SectorPublic Sector

• Fewer college graduates are Fewer college graduates are selecting public serviceselecting public service

• Not grooming professionals Not grooming professionals already in the pipelinealready in the pipeline

» IPMA Webinar, May, 2007IPMA Webinar, May, 2007

Trends Impacting HRD Trends Impacting HRD FieldField

• Drastic Times, Drastic Drastic Times, Drastic MeasuresMeasures

• New Faces, New ExpectationsNew Faces, New Expectations

• Work Be Nimble, Work Be Work Be Nimble, Work Be QuickQuick

» ASTD Competency Study, 2004

Trainers have a new Trainers have a new role?role?

• Brainstorm in small groups how Brainstorm in small groups how you think the role of Learning you think the role of Learning Professionals is impacted by Professionals is impacted by workforce changes?workforce changes?

A New Role for the A New Role for the Learning Learning

ProfessionalProfessional• A broader role that deals with A broader role that deals with

talent management issues talent management issues related to:related to:

•RecruitmentRecruitment•DevelopmentDevelopment•RetentionRetention

Role Cont.Role Cont.• A role that directly links to A role that directly links to

organizational goalsorganizational goals•ID talent needed to meet ID talent needed to meet organizational goalsorganizational goals

•Create recruitment, Create recruitment, development and retention development and retention strategies to meet talent goalsstrategies to meet talent goals

•Develop staff to become Develop staff to become productive faster, to contribute productive faster, to contribute more and to stay longermore and to stay longer

HRD’s RoleHRD’s RoleASTD Competency Study – 2004

Career Planning and Talent Management

Workforce/succession planning approachesWorkforce/succession planning approaches

Job analysis toolsJob analysis tools

Career development approachesCareer development approaches

Managerial and leadership development Managerial and leadership development bestbest

practicespractices

Coaching and mentoring approachesCoaching and mentoring approaches

Assess your agency’s TM Assess your agency’s TM efforteffort

√√Our strategic plan addresses human resources Our strategic plan addresses human resources

issues _____issues _____

We can identify our most critical positionsWe can identify our most critical positions _____ _____

Recruiting efforts identify and attract the kind ofRecruiting efforts identify and attract the kind ofapplicants we need applicants we need

_____ _____

We know our current and projected turnover rates We know our current and projected turnover rates _____ _____

We know why those who leave choose to do soWe know why those who leave choose to do so _____ _____

We know why those who stay choose to do soWe know why those who stay choose to do so ______ ______

Managers create a work environment that retainsManagers create a work environment that retains

high performers high performers _____ _____

We use a variety of knowledge transfer methods We use a variety of knowledge transfer methods __________

We can identify the most critical knowledge that We can identify the most critical knowledge that

needs to be captured needs to be captured _____ _____

Critical processes are documented Critical processes are documented __________

Employees have individualized development plans Employees have individualized development plans __________

Potential leaders are being developed for future Potential leaders are being developed for future

leadership responsibilities leadership responsibilities __________

We identify important competenciesWe identify important competencies _____ _____

Three groups to consider…

Future Employees

Recruiting

Selecting

Becoming Productive

Those who are with you

Retaining

Developing

Succession preparation

Adding Value

Those who will be leaving

Transfer of knowledge/ skills

Replacing

Leaving a legacy

SC WFP InitiativesSC WFP Initiatives

• Enhanced Workforce Enhanced Workforce Planning Website:Planning Website:

http://www.ohr.sc.gov

• Emphasis on recruitment, Emphasis on recruitment, retention, and retention, and developmentdevelopment

InitiativesInitiatives•DemographicsDemographics•Retirement TrendsRetirement Trends

•Use of “Teri” and RetireesUse of “Teri” and Retirees

•Workforce Planning Workforce Planning ChampionsChampions

•WFP QuestionnaireWFP Questionnaire

Succession Succession PlanningPlanning

Ensures the Ensures the continued continued effective effective performance of performance of an organization an organization by establishing a by establishing a process to process to develop critical develop critical competencies and competencies and replace key staff replace key staff over timeover time

Succession Planning Succession Planning vs. Replacement vs. Replacement

PlanningPlanning• Replacement planning: is about Replacement planning: is about

immediate needs, a point in time immediate needs, a point in time assessment of the availability of key assessment of the availability of key back-ups who can step in and contribute back-ups who can step in and contribute quicklyquickly

• Succession planning: is concerned with Succession planning: is concerned with longer range needs and the development longer range needs and the development of talent to meet those needs.of talent to meet those needs.

Succession Planning Succession Planning ModelModel

•Assess Staffing & Knowledge GapsAssess Staffing & Knowledge Gaps •Determine PrioritiesDetermine Priorities

•Develop PlanDevelop Plan• Include strategies and outcome Include strategies and outcome

measuresmeasures

•CommunicateCommunicate•EvaluateEvaluate

Developing a Developing a Succession PlanSuccession Plan

Where to start:Where to start:• ID areas where significant loss of ID areas where significant loss of

knowledge and skills will occur soon.knowledge and skills will occur soon.• ID “high value” knowledge and skills ID “high value” knowledge and skills

- core business processes/programs - core business processes/programs most vulnerable to turn over.most vulnerable to turn over.

• Based on the above criteria, select a Based on the above criteria, select a function(s) in your organization that function(s) in your organization that would benefit from succession would benefit from succession planning.planning.

Identify Staffing Levels Identify Staffing Levels and KSA’sand KSA’s

• Which job functions will remain Which job functions will remain

unchanged?unchanged?

• What services may be discontinued or What services may be discontinued or

downsized?downsized?

• What services may be expanded?What services may be expanded?

• Will reengineering, process Will reengineering, process

improvement or technology impact improvement or technology impact

staffing levelsstaffing levels ?

Identify Staffing Levels Identify Staffing Levels ……..……..

• What job functions, if any, will be What job functions, if any, will be

consolidated?consolidated?

• Will the projected workload Will the projected workload

volume increase or decrease?volume increase or decrease?

• Will staffing levels change? If so, Will staffing levels change? If so,

how?how?

• What KSA’s are needed to perform What KSA’s are needed to perform

the targeted job functions?the targeted job functions?

Project Anticipated Project Anticipated Knowledge and Skills Knowledge and Skills

GapsGaps List critical List critical

knowledge and knowledge and

skill gaps that exist skill gaps that exist

or will exist due to or will exist due to

retirements and retirements and

potential turn-overpotential turn-over..

Select most feasible succession planning strategies

StrategiesStrategies• Position Classification ActionsPosition Classification Actions

• Recruitment and Selection Recruitment and Selection ActionsActions

• Retention StrategiesRetention Strategies

• Knowledge TransferKnowledge Transfer

• Staff DevelopmentStaff Development

SC AgencySC Agency

InitiativesInitiatives• Leadership Development Leadership Development

ProgramsPrograms• Job shadowingJob shadowing• Job AidsJob Aids• Individual Development PlansIndividual Development Plans• MentoringMentoring• Job analysisJob analysis• Job rotationJob rotation• Community of Practice (COP)Community of Practice (COP)

Leadership Development Leadership Development ProgramsPrograms

Groom potential leadersGroom potential leaders

• Include internal and external Include internal and external (CPM) leadership programs(CPM) leadership programs

• Based on organizational Based on organizational Leadership competencies Leadership competencies

• Give Agency big pictureGive Agency big picture• Foster relationship buildingFoster relationship building

Retention/DevelopmentRetention/Development

Job ShadowingJob Shadowing

Pair up veteran Pair up veteran

performer with performer with

less experienced less experienced

performerperformer• Share a little history Share a little history

of the jobof the job

• Talk about the roles Talk about the roles

& responsibilities& responsibilities

Job Shadowing TipsJob Shadowing Tips

• Describe the personal attributes Describe the personal attributes

that match the jobthat match the job

• Debrief and coachDebrief and coach

• Discuss educational requirements, Discuss educational requirements,

the career ladder for the job and the career ladder for the job and

related positionsrelated positions

Knowledge transfer/development

Job AidsJob AidsAnything that helps people perform in Anything that helps people perform in

real time. real time. Examples: Checklists, Desk Manual, Examples: Checklists, Desk Manual,

Flowchart, Guide, Reference SourceFlowchart, Guide, Reference Source

– Make it clear & conciseMake it clear & concise– Keep it simpleKeep it simple– Make it easily accessibleMake it easily accessible– Update contentUpdate content

Assist with knowledge transferAssist with knowledge transfer

Individual Development Individual Development PlansPlans

A developmental plan enhances A developmental plan enhances current and future job skills and current and future job skills and capabilitiescapabilities

– ID’S strengths and weaknessesID’S strengths and weaknesses– Sets up developmental goalsSets up developmental goals– Offers access to learning opportunitiesOffers access to learning opportunities

– Development/RetentionDevelopment/Retention

IDP Do’sIDP Do’s

• Focus on strengthsFocus on strengths• Think in 3 month incrementsThink in 3 month increments

• Include information from Include information from othersothers

• Connect to the organization’s Connect to the organization’s core competenciescore competencies

• Budget for time and resourcesBudget for time and resources

IDP Don’tsIDP Don’ts

• Ignore significant weaknessesIgnore significant weaknesses• Use vague developmental Use vague developmental

plansplans

• Just focus on trainingJust focus on training

• Forget personal goals and Forget personal goals and aspirationsaspirations

• Leave out baseline dataLeave out baseline data

Mentoring ProgramsMentoring Programs

Mentors offer advice and support based Mentors offer advice and support based on their expertise and experience – on their expertise and experience – usually not the mentee’s supervisorusually not the mentee’s supervisor

• Customize to the individualCustomize to the individual• Use to broaden perspectiveUse to broaden perspective• Transfers knowledge on organizational Transfers knowledge on organizational

cultureculture

Retention/Knowledge transfer/DevelopmentRetention/Knowledge transfer/Development

Job AnalysisJob Analysis

The main purpose of a job analysis is to find out what tasks are necessary to do a job through data collection such as focus groups and interviews

Used in hiring and Used in hiring and developmentdevelopment

Criticality AnalysisCriticality Analysis

You make the decision for which You make the decision for which tasks require training by looking tasks require training by looking at four factorsat four factors

– How often is the task done?How often is the task done?– How difficult is the task to do?How difficult is the task to do?– How important is it to the job?How important is it to the job?– How much training will be required How much training will be required

to become proficient at the task?to become proficient at the task?

Job RotationJob Rotation

Formal program in which a person or Formal program in which a person or group of persons experience a variety group of persons experience a variety of tasks in several different positionsof tasks in several different positions

• Prepares individuals for increasing Prepares individuals for increasing responsibilitiesresponsibilities

• Determine what knowledge needs to be Determine what knowledge needs to be sharedshared

• Program should have clearly defined goals Program should have clearly defined goals and purposeand purpose

On the job experience is most effective On the job experience is most effective method of knowledge transfermethod of knowledge transfer

Community of Community of Practice/Interest: Practice/Interest:

A group of individuals sharing a A group of individuals sharing a common working practice over a common working practice over a period of time, though not part of period of time, though not part of a formally constituted work teama formally constituted work team

- generally cuts across - generally cuts across organizational boundaries and organizational boundaries and enables individuals to acquire new enables individuals to acquire new knowledge fasterknowledge faster

Knowledge transferKnowledge transfer

Community of Community of Practice/Interest:Practice/Interest:

Why?Why?• Provides a sanctioned mechanism Provides a sanctioned mechanism

for sharing knowledgefor sharing knowledge• Leads to improved network of Leads to improved network of

contactscontacts• Provides peer recognition and Provides peer recognition and

continuous learningcontinuous learning• Provides a mechanism for sharing Provides a mechanism for sharing

tacit knowledgetacit knowledge

Community of Community of Practice/Interest:Practice/Interest:

How?How?• Determine what knowledge Determine what knowledge

people need to sharepeople need to share• Determine the purpose of the Determine the purpose of the

group, e.g., solving everyday group, e.g., solving everyday work problems, developing and work problems, developing and disseminating best practices, etc.disseminating best practices, etc.

• Clarify roles and responsibilitiesClarify roles and responsibilities• Provide resources and supportProvide resources and support

Community of Practice/ Community of Practice/ Interest:Interest:

Do’s & Don’tsDo’s & Don’ts• Membership

should be voluntary

• Recruit those who are seen as experts and trusted as information sources

• Management Management should not should not dictate actiondictate action

Knowledge Transfer Planning Knowledge Transfer Planning ActivityActivity

1.1. Select a KT area.Select a KT area.

2.2. ID knowledge and skills gap.ID knowledge and skills gap.3. Select KT strategies.4. What will help your plan?5. What could hurt your plan?6. Determine first steps.

SummarySummary• Great opportunities exist for Great opportunities exist for

the Human Resource the Human Resource Development fieldDevelopment field

• Talent management is the key Talent management is the key to retaining, developing and to retaining, developing and acquiring top notch employeesacquiring top notch employees

• Just start somewhere………Just start somewhere………

Questions?Questions?

ResourcesResourcesASTD Competency Study, 2004Forces Shaping the US Workforce, Rand Report, Feb.

2007Changing Labor-Demographic Trends, BSR, Feb. 2006Strategies for Preparing for the Next Generation, IPMA

Webinar, May 2007The Strategic Development of Talent, Rothwell and

Kazanaz, 2003www.cs.state.ny.us/successionplanningDo You Believe the Hype, Training Magazine, Sept.,

2006Succession Planning: Take Two, ASTD Info Line, May

2004

Succession Succession PlanningPlanning

A Way to Beat the A Way to Beat the Talent CrisisTalent Crisis

Nagtad ConferenceAugust, 2007

Laurette Burdyl