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

©2007 Nan McKay & AssociatesSlide 1

Carrol Vaughan

SUCCESSION PLANNINGMaintaining Strong Leadership

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Changing Demographics

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The Scary Headlines

Retiring Baby Boomers Creating High Tech Talent Crisis

Retiring Baby Boomers and the Coming Economic Crisis

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The Scary Headlines

Baby Boomer Retirements Could Trigger Aerospace Engineering Crisis

Greenspan Warns of Deeper Budget Crisis When Baby Boomers Retire

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The Workforce

Boomers 1946-64

Gen X 1965-76

Gen Y 1976-81

Millennials 1979-94

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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

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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

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What’s Involved?

Solid understanding of your talent needs

Gather robust data on your existing talent

Conduct talent reviews Modifications and adjustments

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What’s Involved?

Develop a realistic approach to developing talent

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

viable

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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

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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

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Out of the Box Thinking

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

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One Option: Develop a Succession Plan at Your Agency

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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

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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

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Succession Planning Program

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

from earlier generations• Changing technology & Globalization

O R

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Succession Planning Program

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

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

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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

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Development of the Program

• Do individuals have an opportunity for professional development

• Is there opportunity to advance or achieve career goals

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Development of the Program

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

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Development of the 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

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Development of the Program

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

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Development of the Program

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

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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

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The Elements of the Program

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

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The Elements of the Program

Core competencies• What are they?

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

must work to develop

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The Elements of the Program

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

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The Elements of the Program

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

successors are most likely to come

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The Elements of the Program

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

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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

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The Design of the Program

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

the program• Tracks effectiveness of the program

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How Can We Start?

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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?

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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)

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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

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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

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Implementation of the Program

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

Self selectionPast performance consideredPanel to make final “cut”

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Implementation of the Program

Communication • Periodic communication should be

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

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Implementation of the Program

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

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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

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Evaluation of 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?

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Evaluation of the Program

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

management of the program against the objectives

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Evaluation of the Program

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

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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

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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

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Sample Personnel Profile

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Program Implementation

Conduct one-on-one interview with the candidate

Review personnel profile Discuss candidate’s goals and career

objectives

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Implementation

Candidate defines his or her professional strengths and challenges

Review job classification that the candidate desires

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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

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Sample Development Profile

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Develop a Six Month Plan of Objectives for Each Candidate

Job shadowing Personal coaching Special project Training or professional conferences

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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

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Summary

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

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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?

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Questions ? ? ? ? ?

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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