© 2007 nan mckay & associates slide 1 carrol vaughan succession planning maintaining strong...

©2007 Nan McKay & AssociatesSlide 1

Carrol Vaughan

SUCCESSION PLANNINGMaintaining Strong Leadership


Changing Demographics


The Scary Headlines

Retiring Baby Boomers Creating High Tech Talent Crisis

Retiring Baby Boomers and the Coming Economic Crisis


The Scary Headlines

Baby Boomer Retirements Could Trigger Aerospace Engineering Crisis

Greenspan Warns of Deeper Budget Crisis When Baby Boomers Retire


The Workforce

Boomers 1946-64

Gen X 1965-76

Gen Y 1976-81

Millennials 1979-94


What Does This Mean?

In 2008,• 50% of the federal workforce eligible to retire• 20% of the American workforce eligible to

retire 73% of the top finance managers eligible to

retire


What Can You Do?

Succession Planning: “The use of a deliberate process to ensure staff is leveraged to replace senior management as they retire.”

Integrate as a key part of your organization’s strategic plan• Emergency succession• Longer term succession


What’s Involved?

Solid understanding of your talent needs

Gather robust data on your existing talent

Conduct talent reviews Modifications and adjustments


What’s Involved?

Develop a realistic approach to developing talent

Create a career development culture Continuously evaluate Ongoing changes to be current and

viable


Why Should You Care? Consequences of unplanned and poorly

managed transitions Unhelpful “shadow” upon the departure of a long

term executive Help your leaders figure when and how to leave Prepare others for leadership


Ideas to Consider Recruit the future leaders

• Internship Programs• College Recruitments• Community Outreach• Collaborations with Tenant Organizations• Workforce development programs

Publicize the opportunity to do meaningful work and public service


Out of the Box Thinking

Outsource Recruit outside of the industry Work flexibility “Rewire—don’t retire!”


One Option: Develop a Succession Plan at Your Agency


Succession Planning Program Definition

• Process of identifying & preparing suitable employees through mentoring, training and job rotation to replace key players in the organization

• Used by organizations to systemically prepare for planned – or unplanned – absences of key staff


Succession Planning Program

Importance• Usually takes years of grooming to develop

effective senior managers or key staff in critical positions

• Attracts & retains talented personnel through increased opportunities for high potential staff



Trends/Influences• Aging working population• Newer workers have different values & work ethic

from earlier generations• Changing technology & Globalization

O R



The need for speed . . . . . and a market for skills !

The best employment applicants are attracted to organizations that are evolving, providing challenge and flexibility


Development of the Program

Current Practices and Pitfalls• Is the organization experiencing difficulty in

finding qualified staff• Is the organization having problems retaining

talented staff



• Do individuals have an opportunity for professional development

• Is there opportunity to advance or achieve career goals



Organizational Requirements• Size of agency, type of programs, available

financial resources, time available• What are the management goals for a

succession plan• Does top management support development of

a succession plan or program



Management Commitment• Once the need is identified, management

commitment must be ensured by demonstrating the business need and linking this to the organization’s mission



Mission Statement• An agency’s mission statement should include

a goal or reference to enforce the goals of the program

• Should be some kind of stated outcome expected or desired



Policy & Procedures• Should be a written policy or procedure• Acts as the agency’s record of support for the

program• Should provide guidelines for program operation• Update/revise as needed


Development of the Program Action Plan

• Develop a plan that considers the needs of the agency

• List priorities – which positions may be needed to be filled soonest

• Based on the actions included in the plan, who/what department will be responsible to ensure completion of the tasks


The Elements of the Program

Core Competencies Program Participants Feeder and Target Groups Staff Evaluation/Assessment Instruments



Core competencies• What are they?

Skills & abilities needed in a specific areaWill help in identifying areas that participant

must work to develop



Program participants• Which positions at the PHA are being

targeted?Top management, first line supervision or?

• What time frame do you want to work on for the positions?1 year; 5 years; 10 years



Feeder & target groups• Target: Those positions likely to be vacated• Feeder: Those positions from which

successors are most likely to come



Staff evaluation/assessment• Measure current capabilities• Identify real interests


The Design of the Program

Individual Development Plans• Ensure that employees have a specific plan to

narrow the gap between what they know and what they need to know


The Design of the Program

Tracking• May be manual or computerized• Tracks progress of employees participating in

the program• Tracks effectiveness of the program


How Can We Start?


Defining the Desired Program

Define the timeline • When will the program start, how far out will

the PHA look Determine the workload implication

• Succession planning takes lots of time Identify roles and responsibilities

• Primary lead & who does the grunt work?


Defining the Desired Program

Define the competencies for the classification for the positions targeted

Define a selection criteria:• Performance base• Self Selection• Lottery System (pros & cons)


Defining the Program

Establish a standard script to defend selection and options for non-selected candidates

Establish a subcommittee of various Supervisors to conduct interviews to avoid the perception of favoritism

Identify assessment tools to be used


Implementation of the Program

Staff Introduction• Initially should be introduced by Executive

Director to emphasize importance to PHA• The message should be clear & provide

information on selection criteria & process



Methods of Employee Selection & Evaluation• How will participants be selected?

Self selectionPast performance consideredPanel to make final “cut”



Communication • Periodic communication should be

disseminated throughout the organization to keep the program alive for staff not directly involved



Administration• Can be handled by Human Resources or

other staff• Should be consistent assignment• Progress of those involved is maintained; also

provides information to management on status


Evaluation of the Program

Evaluate the Program• Evaluation is the process of placing value or

determining worth• Will identify need for change or improvements

needed in the program



Methods of Evaluation• Depends on:

Who will use the results?How will the results be used?What do program participants expect from the

program?Who is doing the evaluation?



Evaluation should be done on a regular basis• Quarterly or annually• Should examine the components &

management of the program against the objectives



Refining the program• May need to change procedures, target or

feeder groups, development plans or communication strategies

• Consider: Present job requirements, future job requirements, present individual performance & future potential of participants


Creating the Personnel Profile

Acts as an application for the program and assists in selecting candidates/participants

Key information collected:• Skills and abilities of candidate• Special projects conducted by candidate• Performance evaluations/work history of

candidate


Personnel Profile

• Aptitudes and capabilities of candidate• Long term and short term career objectives• Demonstration of candidate’s leadership skills• Identify the position of interest


Sample Personnel Profile


Program Implementation

Conduct one-on-one interview with the candidate

Review personnel profile Discuss candidate’s goals and career

objectives


Implementation

Candidate defines his or her professional strengths and challenges

Review job classification that the candidate desires


Implementation

Review assessment results Discuss agency expectations and candidate’s

expectation of the succession plan Identify candidate’s first activity Review Development Profile with candidate


Sample Development Profile


Develop a Six Month Plan of Objectives for Each Candidate

Job shadowing Personal coaching Special project Training or professional conferences


Develop a Six Month Plan of Objectives for Each Candidate

Technical training in the area of expertise Section 8/Public Housing updates – to be

assessed and presented to colleagues Evaluation policies to determine progress in

plan


Summary

Why is a succession plan needed? What are the targeted positions? What is the criteria? Who evaluates the candidates?


Summary

What is the time commitment? Does it guarantee that an internal candidate

will be hired? Who’s responsible for overall plan? Is this going to be a pilot project, long-term

project or short-term project?


Questions ? ? ? ? ?


Upcoming Lunch ‘n’ Learns

Nov 29th – FSS Case Management Nov 30th – Ethics for PH Managers Dec 6th – HCV Leasing Activities Dec 7th – Effective Property Management Dec 13th – Workflow

© 2007 nan mckay & associates slide 1 carrol vaughan succession planning maintaining strong...

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