succession planning: 5 basic steps · what’s is the deeeeeal with succession planning? ... 25%....

CPS HR Series Webinar:

Succession Planning: 5 Basic Steps

September 19, 2018

September 18cpshr.com September 19, 2018cpshr.us

What We’ll Cover

1. What is succession planning– and why does it matter?

2. The Aging Workforce3. Obstacles to Succession Planning4. 5 Steps to Succession Planning


What is Succession Planning

Definition:A continual process of identifying agency critical workforce talent, often some level of leadership /management, essential technical professionals, and/or top performers

Focus is on positions most critical for the future of the organization

Preserving and managing knowledge essential to the organization

Protects organization’s future viability by ensuring that qualified talent is available to replace people in key positions who leave the organization


What is Succession Planning is NOT


Drivers to Succession Planning?


Obstacles to Succession Planning?


What’s is the Deeeeeal with Succession Planning?

Firefighting Lack of expertise/too hard Lack of standardized practices Lack of technological tools Delay in retirement Ownership – HR’s job Economy - demand to do more with less Time/prioritization Lack readiness due to gaps in

foundational data needed to develop workforce


The Workforce is Changing

Proportion of the population aged 60

years+

In 2020, half of our workforce will be

Millennials

50%


Context – Our Aging Workforce

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Under 30 30-39 40-49 50+

FederalStateLocalPrivate

Source: BLS


What the Incoming Workforce Wants

Purpose Responsibility Autonomy Flexibility Attention Opportunities for innovation Transparency Compensation


City Department – Today

DirectorMgmt. Services

January 21, 1982

Deputy DirectorMay 10, 1981

DirectorProperty Services

June 26, 1999

DirectorEngineering

February 16, 1980

DirectorEquipment Services

April 17, 1980

DirectorWater TreatmentAugust 15, 1976

DirectorField Services

March 20, 1980

DirectorTransportation & Parking

March 2, 1980

DirectorSolid Waste & Recycling

December 12, 2001

DirectorAdministration

August 10, 1980

Chief EngineerJanuary 16, 2005


Same Department – 3 Years

RETIREDDirector Mgmt. Services

RETIREDDeputy Director

DirectorProperty Services

RETIREDDirector

Engineering

RETIREDDirector

Equipment Services

RETIREDDirector

Water Treatment

RETIREDDirector

Field Services

RETIREDDirector

Transportation & Parking

DirectorSolid Waste & Recycling

RETIREDDirector

Administration

Chief Engineer

September 19, 2018cpshr.com

Even the Dark Side Has a Succession Plan


Five-Step Process to Succession Planning


Step 1 – Identifying Key Positions


Step 1 – ID Key Positions


1. Obtain Leadership Support and Alignment

2. Create a Succession Planning Oversight Committee (SPOC)

3. ID Critical Positions to achieve mission success

4. Define Organizational and job-related competencies

4 Phases to Identifying Key Positions


Phase 1 – Obtain Leadership Support


Phase 2 – ID and Assemble SPOC


Phase 3 – ID Critical Positions


What is a Key Position?

Important regardless of the current incumbent

Vital to the support and operation of the organization

Risk of not having someone in position

What knowledge does the incumbent possess?


Phase 4 – Defining Org and Job Competencies


Step 2 – ID Participants


Expected Outcome

1. The employees are identified and invited to become members of the organization’s key talent pool

2. Deliver a communication strategy for the program, including:

a. What the succession program is (and is not)b. Guiding principles (i.e. merit-based, transparent)c. Qualificationsd. Selection process


Keys to Identifying Participants

1. Potentiala. Interestb. Competencies

i. Leadershipii. Businessiii. Technical

2. Performancea. Expression of core competenciesb. Above and beyond expectations


9 Box Grid


Step 3 – Preparing Participants


Expected Outcomes

1. The incoming participants will understand:a. The purpose and goals of the programb. The demands of the programc. The expectations of the program,

including pre-work


Phases

Phase I: Communication Communicate expectations Communicate resource development Communicate with transparency

Phase II: Diagnosing Strengths and Developmental needs 360 Assessments Individual Development Plan


Knowledge Management at its Core Content – capture and document for access

Collaboration

Culture of knowledge-sharing


Importance of Knowledge Management


Step 4 – Developing Participants


Implications For Zero Development

State of limbo for employees Increases reliance on external hiring

What if I develop them and they leave?

Employees feel less valued

Time to hire could take much longer


Demands of the New Workforce

TRAINING &DEVELOPMENT

FLEXIBLE HOURS

CASHBONUSES

FREEHEALTHCAR

E

PENSION/ RETIREMENT

MORE VACATION

SOURCE: https://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/assets/reshaping-the-workplace.pdf

22%

8%6%6%

19%

14%


Current State of Development

Orientation/onboarding

Classes

Conferences

Projects


Expected Outcomes

1. Collaborate with peers in leadership-focused settings2. Accelerate learning3. Operate in work groups


Developmental Resources

Fundamental outcome of development is action to close gaps between skills/competencies needed and skills/competencies now

An action plan or developmental plan will provide the path to grow skills and experience

Developmental resources can be found both internal to and external to the organization

Development should not default to “take a class”—the “inoculation” approach


Development ToolboxInternal Instructor-led training Web/on-line training Resource library OJT Leadership academies Mentoring/coaching Job rotation Project leadership Job shadowing

External Colleges/universities

(academic and extension programs)

Commercial training Professional certifications Self-paced learning Loaned executive

programs


Create Experiential Development

Create opportunities for rising stars Anticipate and encourage learning through mistakes Promote a culture of inclusion

Everyone has a chance to get in the game Experience through rotation Prevents burnouts and increases agility


Step 5 – Monitoring Progress & Recognize Achievement


Expected Outcomes

1. Provide a record of individual progression - BARS

2. Instructor effectiveness

3. Participant satisfaction

4. Program effectiveness – balanced scorecard

Thank you for joining us!

For more information, contact:

Josh Smith210-218-9987

[email protected]

succession planning: 5 basic steps · what’s is the deeeeeal with succession planning? ... 25%....

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