Succession Planning: Finding & Developing Your HiPo’s

Amy Hurd, Ph.D., CPRP Illinois State University

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

Before we start….•Any CEO’s

•Upper middle managers?

•Good people to fill CEO position?

•Upper middle manager positions?...

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?

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

Succession PlanningSuccession Plans• Long-term: 12-36

months•Focus on future

leadership•Develops leaders

capable of filling multiple assignments

Replacement Plans•Short term: 0-12

months•Focus on immediate

needs•Develops back-up staff

for key positions

•Very reactionary!

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

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.

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

Time to face reality!

Be proactive rather than reactive

Why aren’t you doing this??

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

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

Are you sold on succession planning yet??

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

Step 1- Understand Agency Dev. Needs •Three tasks

▫Purpose▫Retirement Projections▫Framework

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...

Model for Effective Performance

The individual’s

competencies

The job’s demands

The organizational environment

Effective specific actions or behaviors

BALANCE

Boyatzis (1982)

Step 1- Understand Agency Development Needs

Step 1- Understand Agency Dev. Needs

•Retirement Projections▫Ask▫Set benchmark…ie. Age 63, average by division▫Rule of 90

Age + years of service…

Rule of 90Born 1967Began 1988

Year Age Service Total 90-total Retirement yr1988 21 0 21 69 20571998 31 10 41 49 20472008 41 20 61 29 20372011 44 23 67 23 20342015 48 27 75 15 20302018 51 30 81 9 20272020 53 32 85 5 20252022 55 34 89 1 2023

Step 1- Understand Agency Dev. Needs

•Framework…what will SP look like?▫How many participants▫Tracks vs 1 program▫Application process

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%)

• 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?

Step 1- Understand Agency Dev. Needs

Director Track – R & ACoordinator/Manager Track – R & ADirector Track – OperationsSupervisors/Specialists - Operations

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.

Step 1- Understand Agency Dev. Needs •VBPRD…5 tracks

▫Landscape management▫Management▫Administrative support▫Programming▫Operations

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….

1. Certifications: __________________

2. What are your career goals for the next 2 years? 5 years?

3. In your opinion, what are the 3 most important traits a leaders should possess?

4. What are your professional strengths?

5. In what areas/skills in your professional development would you like to improve?

6. What barriers keep you from achieving your career goals?

7. What development methods help you the most (ie. Conferences, mentoring, cross training)?

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

•Know where you are before determining where you are going

• Identify:▫Job analysis

▫Competency Profile Competency progression

▫Bench Strength

Step 2- Job Demands, Comp. & Bench Strength

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

anal

ysis

con

tent

:

•Collect info through:▫Interview▫Questionnaire▫Structured checklist▫Observation▫Diary/log▫Combination of methods

Step 2- Job Demands, Comp. & Bench Strength

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

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

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

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

Step 2- Job Demands, Comp. & Bench Strength

Job Skills

Characteristics

EntryLevel

CEOStep 2- Job Demands, Comp. & Bench Strength

CEO Financial Management

Understand personnel law

Build agency wide partnerships

Middle Mgr Manage multiple budgets

Hire & supervise full time staff

Build department wide partnerships

Entry level Develop program budget

Supervise part time staff

Build program partnerships

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

Step 2- Job Demands, Comp. & Bench Strength

Virginia Beach Parks & Recreation Dept.

• 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

Step 2- Job Demands, Comp. & Bench Strength

Virginia Beach Parks & Recreation Dept.

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

•Depth Chart to build bench strength

Step 2- Job Demands, Comp. & 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

•Depth Chart to build bench strength

Step 2- Job Demands, Comp. & Bench Strength

Succession Candidates

Position Incumbent(s) Ready Now Ready 1-2 Years Ready 2-5 years

CEO Susan Smith Amanda Jones;Alex Green

Greg Jarvis Eve Elwood

Superintendent of Recreation

Carlos Colon Judy Tang Steve Hem;Jordan Allen

Anne Perez

Director of Operations & Maintenance

Tom Po Mitch White;Cassandra Jackson

Felix Rodriguez Ali Ahmed

Another eg…

•Depth Chart to build bench strength

Step 2- Job Demands, Comp. & Bench Strength

Succession Candidates

Position Incumbent(s) Ready Now Ready 1-2 Years Ready 2-5 years

CEO Susan Smith Carlos Colon;Kim Jones

Eve Elwood

Superintendent of Recreation

Carlos Colon Steve Hem

Director of Operations & Maintenance

Tom Po Ali Ahmed; Felix Rodriguez

Park Planner Kim Jones

Your bench strength???

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

• 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??

Step 3- Build the Talent Pool

Performance/Potential Grid

Stars* Keep turnover

low* Take steps to

accelerate their development

Workhorses* Keep turnover

low* Keep them

motivated & productive where

they are

Questions Marks* Convert them to

stars* Counsel them to accelerate their

development

Deadwood* Convert them to

workhorses* Terminate them

if they can’t be

salvaged

Future PotentialP

rese

nt P

erfo

rman

ce

High LowH

igh

Low

Odiome, G. S. (1984). Strategic management of human resources: A portfolio approach

• Assess your HiPos▫Supervisor assessment based on competencies

▫Self assessment

▫Past performance appraisals

▫360 degree evaluation

▫A few examples….

Step 3- Build the Talent Pool

Conflict Management5 4 3 2 1

Has adequate skill resolving differences & reaching agreement by maintaining a problem solving attitude

Has high level of skill resolving differences & reaching agreement by maintaining a problem solving attitude

Has little skill resolving differences & reaching agreement by maintaining a problem solving attitude

Communication Skills5 4 3 2 1

Asks & answers most questions clearly; displays adequate understanding of questions; demeanor is generally professional

Always asks & answers questions clearly; displays good understanding of questions; demeanor is highly professional & friendly

Questions & answers not clearly stated; often does not understand questions; demeanor is often unprofessional & unfriendly

Competency Excellent Good Fair Poor

Ability to manage projects 4 3 2 1

Ability to manage contracts 4 3 2 1

Ability to prepare specifications for bid documents

4 3 2 1

Develop and administer a budget 4 3 2 1

Financial management 4 3 2 1

Champaign Park DistrictStaff Development Program

Recommendation Form – Director/Administrator Track

Part 1:

Champaign Park DistrictStaff Development Program

Recommendation Form – Director/Administrator Track

Part 2a:

Performance Rating1. Unsatisfactory results and performance2. Marginal – does not meet requirements of position, remedial

actions needed3. Satisfactory – generally meets job requirements but room for

improvement4. Above average – surpass overall job requirements but lacks

strength in some areas5. Superior – some elements of performance may rate as

exceptional, but overall performance falls below an exceptional rating

6. Exceptional – general all-around excellence in quality/quantity of work, initiative, self-development, new ideas, and attitude.

Champaign Park DistrictStaff Development Program

Recommendation Form – Director/Administrator Track

Part 2b:

Potential to Advance

1. Outstanding – can advance two levels above present position

2. Considerable - can advance at least one level above present

position and/or assume substantial added responsibility at present

level

3. Some – can assume added responsibilities at present level

4. Limited – at or near capacity in present position

5. Key capacity in current position – vital technical knowledge

precludes movement

Champaign Park DistrictStaff Development Program

Recommendation Form – Director/Administrator Track

Part 2c:

Readiness to advance to next level

1. Qualified to move now

2. Within one to two years

3. Within two to four years

4. Current level appropriate

• Assess your HiPos▫Self-assessment

Complete recommendation form

▫VBPRD Work portfolios Focus on outcomes of competencies

▫VBPRD Assessment center Higher level scenarios to see how they perform Review solutions to scenarios Time consuming

▫Others???

Step 3- Build the Talent Pool

• The HiPo Profile▫Resume▫Competency Assessment▫Potential Assessment▫Strengths▫Development needs

▫Individual development plan

Step 3- Build the Talent Pool

• Individual Development Plans

▫ Process of planning activities that will

narrow the gap between what individuals

can already do & what they should be able

to do to meet future competency

requirements in one or more key positions

Step 3- Build the Talent Pool

• Individual Development Plans

▫Step 1: Identify potential job(s)/job level(s) ee wants

▫Step 2: Discuss timeline

▫Step 3: Discuss the competency gap

▫Step 4: Set measurable learning objectives

▫Step 5: Set strategies & ID resources to achieve objectives

Resources: People, $, time, equipment

▫Step 6: Est. how evidence of accomplishment is tracked

Step 3- Build the Talent Pool

Your logo here

Your logo here

Strategy Timeline to Complete

Resources Needed (other than time)

Development Opportunity/Method

Tracking Criteria

1. Attend revenue management school

Spring 2012 $1500 Small hands-on annual conference

Review third quarter 2012

2. Meet weekly with chief financial officer to discuss financial issues

Begin immediately

None One-on-one meetings Review each quarter

3. Work with Superintendent of Recreation to establish a “Friends of Parks and Recreation” nonprofit group

Spring 2013 Access to legal counsel for filing of paperwork

One-on-one meetings; Complete The Nonprofit Center’s Starting a Nonprofit Organization either in person or online

Review fourth quarter 2012; review again third quarter 2013

Goal: Enhance understanding of financial management and revenue generation.

Concerns about “growing your own HiPos”???

Advantages? Disadvantages?

•Advantages of growing your own▫Morale boosting▫Known quantity▫Retain institutional knowledge

•Cautions on growing your own▫No heir apparent▫Talent pools are built to hire from with no

guarantees for promotion▫Monitor internal competition among staff▫Heavy load on training & development

Step 3- Build the Talent Pool

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

• Think about learning styles…

Step 4 - Facilitate Development Opportunities

Generation Ages Attributes Learning Styles

Training Style

ManagementStyle

Silent Born before 1946 (64+)

Like hierarchy and orderComfortable with direct leadershipWilling to climb the ladder patientlyDifficult to adjust to change

AuditoryDataMonologue

ClassroomFormalQuiteLecture

ControlAuthorityThinkers

Baby Boomers 1946- 1964 (48-64)

Believe in value of hard workValue democratic work environmentView work groups as social groupsSeek to change institutions

VisualMetaphorsDialogue

RoundtableRelaxedPlanned Open forums

CooperationCompetency Doers

Generation X 1965-1977 (33-45)

Want to be cutting edgeWilling to break the rulesAdaptive to change and new technology

Kinesthetic SensoryStories

UnplannedSpontaneousInteractive

ConsensusCreativityFeelers

Generation Y 1978-1990 (20-32)

Instant GenerationTech SavvyLimited employee loyalty Upward mobility- no waitHigh performance & high maintenanceValue input, feedback and mentoring

Kinesthetic SensoryStories Autonomous

UnplannedInteractiveFastTechnology

Question othersCollaboratorsChange agentsVirtual problem solvers

Step 4 - Facilitate Development Opportunities

• Informal▫ Lunch and Learn

Able to build knowledge and common understanding within an organization

▫ Book discussions Good to Great (Collins) Getting to Yes (Fischer & Ury) The Fifth Discipline: The Art and Practice of the Learning Organization

(Senge) What Makes a Leader (Goleman)

▫ Topical discussions…brown bags

Step 4 - Facilitate Development Opportunities

•Formal▫Apprenticeships

▫ Job rotation

▫ Job swapping

▫Mentoring…

Step 4 - Facilitate Development Opportunities

Old Product Oriented Model

• Transfer of knowledge from senior to junior staff member▫ “I will teach what I know”

• Setting up a mentoring program

New Process Oriented Model

• Knowledge acquisition, application & critical reflection▫ “You will learn what you

need to learn”• Supporting mentoring

efforts

Types of mentoring•One-on-One mentoring

▫Traditional relationship•Reverse mentoring

▫Jack Welch (GE)•Peer mentoring

▫Often same level, experience & age IPRA Young Professionals?

•Supervisory mentoring▫Often informal relationship▫Problems???

Types of mentoring

•Group mentoring▫Group of employees learn from 1 mentor▫Learning groups▫Mentor is the facilitator▫Group drives the learning agenda

•Distance mentoring▫Utilize technology to communicate

E-mail, chat room, IM PC/Web camera, Skype Discussion boards

Step 4 - Facilitate Development Opportunities

•Overview▫Understand learning styles

▫Match learning style to training opportunities

▫Support mentoring programs

A sample program

Transitional Leadership – Igniting the Fire Within P&R Mgmt University (M-NCPPC)

•Rigorous application process▫Exceptional current job performance▫Completion of a basic leadership concepts course▫3 references

•Memorandum of Understanding▫Purpose, commitment, intent to stay 12 months

•Classes▫10 days intensive instruction▫4 month experiential job assignment

•Stipend for completing the training

VBPRD – Leadership Development Program

• Designed to prepare for promotional opportunities

• Enrollment every other year

• 5 Tracks

▫ Landscape Management, Management, Administrative support,

Programming, Operations

• Assigned a mentor

• Sign a contract

• Review progress on the development plan quarterly

• Qualifications:….

VBPRD – Leadership Development Program•Qualifications:

▫FT staff who has completed their 1 yr probation▫FT complete 1 yr after transferring from another dept.▫PT who has worked 1040 hours & has started accruing

leave▫Plus:

No disciplinary action for the past 18 months Supervisor approval

VBPRD – Leadership Development Program•Stumbling Blocks

▫Time commitment▫It took time to understand each others job

responsibilities▫Seasonality – busy/slow times▫Some goals lead to certification – budget issue▫Existing workload problems▫Distance between mentor and mentee

CPD – Staff Development Plan•Criteria

▫Full time employee at the Champaign Park District.▫Three years of full or part time experience in the field.

This experience can be with multiple agencies.▫Capable of advancing 2-3 more levels within a parks

and recreation agency. A department head may participate if they have the ability to advance one additional level.

▫Committed to professional advancement and improvement.

Questions??Discussion points??

Amy R. Hurd, Ph.D., CPRPAssociate Professor Illinois State UniversityCampus box 5120McCormick Hall 164 Normal, IL 61790 309-438-5557 arhurd@ilstu.edu

http://www.castonline.ilstu.edu/hurd/nrpa.htm

Thank you!!!!

Activity1. Program requirements/qualifications2. Application process, appointment, supervisor

nomination3. Number in the first class4. How often is a new class started?5. Plan to assess HiPos6. Means of accountability to HiPos

Programs that Work

E-Map = Employee Mobility Achievement Program

Programs that Work