Beverly Hodges, CPA Financial Services Administrator - DOTD.
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Transcript of Beverly Hodges, CPA Financial Services Administrator - DOTD.
Succession Planning
Beverly Hodges, CPAFinancial Services Administrator - DOTD
A one time event Decided by an individual Used solely for individual career
advancement opportunities Reacting only when a position becomes
open Line managers relying solely on their own
knowledge/comfort with candidates
Succession Planning is NOT
A deliberate and systematic effort by an organization to ensure leadership continuity in key positions
Designed to retain and develop intellectual and knowledge capital for the future
Encourages individual advancement
Succession Planning IS
Be owned by the Executive Management of the organization…not just Human Resources
Succession Planning MUST
If the executive team “got run over by a bus” would their replacements be able to step right in and be productive?
Is anyone on the “top floor” worried about the status of your “talent bench?”
Have there been opportunity costs to your organization because it took a long time to replace a key leader?
Is This Urgent?
Employees say that organizational leadership is a key contributor to job satisfaction, commitment and intent to stay; especially true for top talent
Recent surveys state that employees value most the leadership qualities of honesty and integrity
Only 1% of organizations rate their succession management as excellent; two-thirds rate them as fair or worse
Why Do It?
Identify Key/Critical Positions
Conduct Position Analysis
Develop Succession Plan
Monitor, Evaluate, Revise
Steps in the Process
Key Contributor
Specialized Leadership
Geographic
Vacancy
Identify Key/Critical Positions
Key Contributor – in achieving the organization’s mission or would hinder vital functions
Identify Key/Critical Positions
Key Contributor – in achieving the organization’s mission or would hinder vital functions
Specialized Leadership – requires specialized or unique expertise
Identify Key/Critical Positions
Key Contributor – in achieving the organization’s mission or would hinder vital functions
Specialized Leadership – requires specialized or unique expertise
Geographic – is the only one of its kind in a particular location
Identify Key/Critical Positions
Key Contributor – in achieving the organization’s mission or would hinder vital functions
Specialized Leadership – requires specialized or unique expertise
Geographic – is the only one of its kind in a particular location
Vacancy – will be vacant due to retirement, advancement or reassignment
Identify Key/Critical Positions
What are the external and internal factors affecting this position?
What competencies or skill sets will be required?
What are the gaps (competencies or skill sets not possessed by the current staff)?
What strategies will be used to address the gaps?
Conduct Position Analysis
Cultural Competencies Job-Specific Competencies Key Job Responsibilities Organization Knowledge Job Challenges Executive De-Railers
Identifying Competencies
Cultural Competencies
Identifying Competencies
Cultural Competencies
Assessing current organizational culture may determine how it needs to change in the future. Allows you to develop a set of cultural related leadership criteria and development approaches.
i.e., Change Leadership; Establishing a Collaborative Environment
Identifying Competencies
Job-Specific Competencies
Identifying Competencies
Job-Specific Competencies
What are staff capable of…the clusters of behavior, knowledge, technical skills, and motivation that are important to success in senior management. Identify competencies that correlate with job success.
Identifying Competencies
Key Job Responsibilities
Identifying Competencies
Key Job Responsibilities
The major components of a position should be listed in a well-written job description. Identify the most important responsibilities. Few jobs have more than six key responsibilities.
Identifying Competencies
Organizational Knowledge
Identifying Competencies
Organizational Knowledge
Functions, processes, systems, services, or technologies of your organization that a manager must understand. For example, a candidate might be assessed in terms of their knowledge of the budget process, field operations, or human resource management.
Identifying Competencies
Job Challenges
Identifying Competencies
Job Challenges
Situations that someone entering management should have experienced or at least been exposed to.
Identifying Competencies
Executive De-Railers
Personality traits that might cause an otherwise effective senior leader to fail on-the-job.
Identifying Competencies
Are they…
Approval dependent
Executive De-Railers
Are they…
Approval dependent Argumentative (defensive)
Executive De-Railers
Are they…
Approval dependent Argumentative (defensive) Arrogant
Executive De-Railers
Are they…
Approval dependent Argumentative (defensive) Arrogant Attention-seeking (self-promoting) Avoidant (procrastinator) Impulsive Micro-manager
Executive De-Railers
The succession plan is the culmination of the first two steps. (Identify Key Positions and Conduct Position Analysis)
Review of individual positions and turnover rolled into one document identifying gaps and strategies at an organizational level
Strategies to address gaps are outlined to include target completion dates, responsible parties and required resources
Develop Succession Plan
Select evaluation period (typically reviewed annually)
Be prepared to respond rapidly to unforeseen changes to the plan
Status/Progress updates should be monitored◦ Individual Development Plans◦ Annual Plan Update
Monitor, Evaluate, Revise
Developed by succession planning participants and immediate supervisor
Identify competency gaps for future promotions
Determine developmental activities to address gaps
Examples – reading, training, on-the-job assignments, development of SOPs, mentoring, job shadowing
Individual Development Plans
Succession Planning is the process of identifying
In a Nutshell
Succession Planning is the process of identifying and developing
In a Nutshell
Succession Planning is the process of identifying and developing suitable team members who are able to replace key positions as and when required.
In a Nutshell
City Leadership Academy
City of Lubbock
Deputy Undersecretary
DOTD
Deputy Undersecretary
Section 15
DOTD
Accounting Career Progression◦ Non-competitive promotion
Toastmasters Development of SOPs
DOTD – Section 15
Accounting Career Progression◦ Non-competitive promotion
Toastmasters Development of SOPs Succession Planning
◦ Invitation – Accountant 4 & above◦ Training Opportunities◦ Project Leads◦ Monthly Meeting
DOTD – Section 15
Monthly Meetings
DOTD – Section 15
Monthly Meetings Article – 10 qualities of valuable employees
DOTD – Section 15
Monthly Meetings Article – 10 qualities of valuable employees Indirect Cost Rate
DOTD – Section 15
Monthly Meetings Article – 10 qualities of valuable employees Indirect Cost Rate Anatomy of an Audit
DOTD – Section 15
Monthly Meetings Article – 10 qualities of valuable employees Indirect Cost Rate Anatomy of an Audit Crescent City Connection and Louisiana
Transportation Authority
DOTD – Section 15
Monthly Meetings Article – 10 qualities of valuable employees Indirect Cost Rate Anatomy of an Audit Crescent City Connection and Louisiana
Transportation Authority Who Moved My Cheese
DOTD – Section 15
Monthly Meetings Article – 10 qualities of valuable employees Indirect Cost Rate Anatomy of an Audit Crescent City Connection and Louisiana
Transportation Authority Who Moved My Cheese AGA Conference topics GFOA Conference topics
DOTD – Section 15
Monthly Meetings Article – 10 qualities of valuable employees Indirect Cost Rate Anatomy of an Audit Crescent City Connection and Louisiana
Transportation Authority Who Moved My Cheese AGA Conference topics GFOA Conference topics Asset Management
DOTD – Section 15
Monthly Meetings Article – 10 qualities of valuable employees Indirect Cost Rate Anatomy of an Audit Crescent City Connection and Louisiana
Transportation Authority Who Moved My Cheese AGA Conference topics GFOA Conference topics Asset Management Budget Development (Operating and Capital)
DOTD – Section 15
Monthly Meetings Article – 10 qualities of valuable employees Indirect Cost Rate Anatomy of an Audit Crescent City Connection and Louisiana
Transportation Authority Who Moved My Cheese AGA Conference topics GFOA Conference topics Asset Management Budget Development (Operating and Capital) A Month in the Life
DOTD – Section 15
Do You Need a Succession Plan?
Retention Risk Analysis Time it takes to fill positions is too long Work stoppage when critical employees are
unavailable Critical turnover in high potential workers Managers not satisfied with talent pool Workers complain that promotions decisions
are unfair
Do You Need a Succession Plan?
Succession planning is an ongoing process where the players will
change continuously is a strategic effort that utilizes inputs from
multiple sources
Organizational direction may change so be flexible
Competencies need to be constantly monitored to ensure they are measuring what you want to measure
Closing Comments