Succession Planning and Cross TrainingBoldly Preparing for Staff Transitions and Vacancies

Palatine Public LibrarySusan StrunkAnthony AustonMegan Buttera

What is Succession Planning?

Succession planning is a means of identifying critical management/leadership positions to:

ensure continuity, retain & develop intellectual capital for the future, and encourage individual advancement.

Trends Influencing Succession Planning

• Aging workforce• Tightening labor market• Shortage of qualified candidates • Demand for training and development• Evolution of HR policies and practices

Source: Paula M. Singer and Gail Griffith. Succession Planning in the Library: Developing Leaders, Managing Change. Chicago: American Library Association, 2010.

Aging Workforce

• By 2019, of the over 148,000 librarians in U.S., over 40,000 librarians will reach age 65.

Source: 2010 U.S .Census, Bureau of Labor Statistics

• In the last 3 years, the U.S. workforce:– 35-44 age group has declined by 10%– 45-54 age group has grown by 21%– 55-64 age group has expanded by 54%– 64 million (40% of workforce) are eligible to retire

Shortage of qualified candidates

• Workers between the ages of 26-35 have less education than those 36-45 years old. By 2020, only 32% of the workforce will have a college degree.

• The knowledge-based economy requires higher levels of education; costs have already increased by 63% at public schools and 47% in private schools.

• The Employment Policy Foundation projects that the U.S. will need 18 million college graduates by 2012, a shortage of 6 million.

• New entrants to workforce are less prepared to take on higher levels of responsibility.

• The time available to experience and acquire knowledge is diminished.

• The size of the workforce is slowing – a 0.6% growth rate is projected for the next several decades.

• Job-hopping, tech-savvy, fulfillment-seeking, self-reliant, independent workers.

• Length of time employees stay with an organization:– Employee tenure: 4 years (BLS)– Executive tenure: 3 years (HR Magazine)– CEO tenure: 3.6 years (Spencer Stuart)

• The average 38 year-old has already held 10.2 jobs! (BLS)

Free Agent Workforce

Our Multigenerational Workforce

• 150 million employees:– Before 1946; 1 million over 75 still working: 6.5%– Baby boomers (1946-1964): 41.5%– Generation X (1965-1977): 29.5%– Generation Y (1978-1990): 22.5%

• 6-7 million Millennials entering workforce over the next 3 years

Source for preceding trending data slides: Denise Kruse and Patrick Magers, Emerging Leader Focus Group Results, presentation February 2008. As reprinted in Paula M. Singer and Gail Griffith. Succession Planning in the Library: Developing Leaders, Managing Change. Chicago: American Library Association, 2010.

Reasons for Succession Planning

• Contributes to organization’s strategic plan• Helps to identify needs in employee training,

education & development• Increases talent pool of promotable employees• Increases opportunities for high-potential

employees• Taps potential for intellectual capital• Helps individuals realize career goals from

within the organization

Reasons for Succession Planning

• Encourages advancement for increasingly diverse workforce

• Improves employee morale• Improves employee’s ability to respond to

changing environmental demands• Anticipates effects to downsizing, evolving

nature of business• Helps to analyze strengths and weaknesses of

organization• Ensures all employees are essential workers

Human Resources Advantage

• Costs are controlled because internal talent with in-depth knowledge of the institution can be developed and retained rather than recruited from the outside.

• An established SP is also useful for recruitment: Libraries with a visible succession planning & development program are more attractive to external candidates.

Succession Planning

• describes positions, duties and responsibilities to provide maximum organizational flexibility and continuity

• ensures that as individuals achieve greater seniority, their management skills will broaden and become more generalized in relation to overall objectives

Succession vs. Replacement

Replacement Planning

• Reactive• Immediate, crisis coping,

Risk Management strategy• Substituting• Narrow focus• Restrictive, static

Succession Planning

• Proactive• Planned future development,

continued leadership• Renewing• Organized alignment• Flexible, dynamic

Succession Planning is Proactive

• Don’t wait for talent in key positions to leave• Anticipate, develop and ensure that all key work

is accomplished by well-prepared staff, and that knowledge is shared and transferred in an effective, collaborative way.

• Lost productivity and lost expertise are minimized

Characteristics of effective SP programs

• Commitment from top levels of management• Ownership from current & future leaders• Vision of current & future needs• Openness to nontraditional sources of talent• Clear communication of objectives• Mutually supportive organizational culture

Succession Management

• focuses on continuity• daily efforts to build talent • may include a manager’s role in:– coaching– giving feedback– helping individuals realize their potential

Getting There Step-By-Step

• Commit to implementing the program• Review present staff/work requirements• Appraise individual performance• Assess future staff/work requirements• Anticipate future individual potential• Close the developmental gap• Evaluate the SP program

Review your library’s strategic direction

• Are changes in your customer base or technology going to force alterations in the way you manage your library in the future?

• Will members of your workforce be prepared for the skills and competencies required of your strategic direction?

• SP can also support strategic planning and the visioning process.

Identify critical positions

• What are the key roles in the library, and which might be the most difficult to recruit?

• Which positions require continuity and development of employees?

• Do current high-potential employees believe they have a clear career path in your organization?

Analyze critical positions & competencies

• What skills do the next generation of library leaders need?

• If you had to write a job description of the library’s next-generation leaders, what skills, knowledge, abilities, and experiences would you list as critical for sustained organizational performance?

Identify competencies common to key positions

• Which competencies are required for all, or most, of the positions?

• Identify trends and themes, but also don’t overlook critical knowledge, skills and abilities unique to just one or two positions.

Develop or update your performance management system

• Does your performance management system provide a relevant assessment of employee’s skills, abilities and efficacy in relation to the overall strategic goals of the organization?

Anticipate future vacancies and identify the development pool

• Inventory your current staff and review past employment patterns.

• How long will staff stay, and who may be eligible for growth and development opportunities?

• Do you have employees who can be coached and trained with critical skills and abilities?

Diagnose development needs

• Review the potential leadership pool and determine the skills & competencies needed to fulfill specific future responsibilities.

• Identify & prepare to fill development gaps.

Create & implement development plans

• Select training programs, special assignments, leadership opportunities, and other projects to prepare high-potential candidates.

• Allow adequate time for employees to grow into their roles.

• Mentor, collaborate, and follow-through.

Review progress and update plans

• Explain the purpose of the developmental opportunities and future leadership potential.

• Identify the skill gaps, and tell your employees how you plan to bridge them.

• Reward successes with additional assignments.• Assess progress and provide regular feedback.• Evaluate your efforts with both existing leaders

and leaders in training.• Review the plan(s) annually.

Succession Planning and Cross Training Plan

Succession Planning & Cross Training Plan

Designed to ensure the continued effective operation of the organization by making provisions for replacement of key staff members, most notably the Library Director.

List of Director’s Key, Ongoing Tasks

• Daily• Weekly• Monthly/Quarterly–Meetings–Other

• Annually

Mission-Critical Documents

Shared access to these current and archived documents:

Long Range Plans Annual Strategic Plans Ordinances Disaster Plan Salary Schedules Technology Plan

Mission-Critical Documents Director’s Office and Elsewhere

LACONI annual survey Leases Vendor records Employee records Copy of annual audit Volunteer records

Critical Relationships & Contacts

• Friends and Foundation Chairs• Financial Advisor• Banks• Networking Groups• Attorney• Auditor

Media Contacts• Books & Enrichment Daily Herald

nbrcalendar@dailyherald.com• James Kanejkane@dailyherald.com• Kimberly Pohl kpohl@dailyherald.com• Renee Trappe rtrappe@dailyherald.com• Norrine Twohey (forwards press releases to

correct person) ntwohey@dailyherald.com

Duties & ResponsibilitiesPolicy 4B

Duties and responsibilities of the Director include, but are not limited to, the following: (1) Carrying out the policies, decisions and plans of the Board. (Assistant Director and Senior Manager)

Role of the DirectorAppendix 4

The Director shall:

1. Recommend new or revised policies. (Assistant Director and relevant Manager)

2. Assist in establishing the annual budget. (Assistant Director and Business Manager)

Training for Competencies• Be sure staff members named for each duty or

task have opportunities to learn everything there is to know so they can feel confident and competent.

How It’s Working• We have not had to seriously test the plan so

far, but familiarity and understanding have definitely increased.

• It is hugely supportive to know that staff can help me with tasks and duties or that I can hand off a responsibility if the need arises.

Cross-Training Case StudyPopular Materials Department

Cross-Training ManualPurpose: To ensure that library operations will not be significantly disrupted or impacted in the absence of any staff member.

Timeline

Getting StartedIdentify major tasks

Identify primary personSelect back-ups

Primary persons write jobsPrimary persons train back-ups

Identify minor tasksRepeat & Refine

Major Tasks

Minor Tasks

Create a cross-training chart to mark progress

9/2009

12/2010

Sample Template

Example of a Staff Folder

Selecting Back-Ups• Who has the:–Ability–Expertise–Interest–Time

• Who is a good match?

Tip: Finding a look-alike is not necessary.

Storage• Shared drive contains all files.• One hard copy is printed out. • Both are accessible by all staff.

Shared DriveFiles are stored in our “Cross-Training” folder

Sub-folders are arranged by name.

Congratulations!

You’ve completed cross-training. Now what?

Long-Term Maintenance• Update at least annually– Hand-write minor changes– Review areas of weakness– As needed for major changes

• Leaving so soon? – Get updates before someone leaves permanently.

Challenges

Time-consuming Continual work-in-progress

High level of coordinated effort

Tips for Success• Give staff plenty of time• Appoint a “keeper” of the binder–Reminds staff to meet deadlines–Updates a check-list

• Update at least once per year

Benefits to the Organization• Streamlined procedures• Consistent application • Improved lines of communication• Less disruption during staff turnover/absences

Benefits to Staff• More skills = more qualifications• Gain experience in areas of interest• Less work piled up after vacations!• Clear duties and responsibilities

Benefits to PatronsContinuity of servicesConsistency of servicesPrepared and trained staff

Better Service

How It’s Working• New hires• Storytime kerfuffle… • Manual provides answers to email

query!• Handy reference

Averted!

Questions?

Staff Institute Day, 2011

Contact• Susan Strunk, Library Director

sstrunk@palatinelibrary.org• Anthony Auston, Assistant Director

aauston@palatinelibrary.org• Megan Buttera, Teen Librarian

mbuttera@palatinelibrary.org

Bibliography• Barner, Robert. Bench Strength: Developing the Depth and Versatility of Your

Organization’s Leadership Talent. New York: AMACOM, 2006.• Charan, Ram. Leaders at All Levels: Deepening Your Talent Pool to Solve the

Succession Crisis. San Francisco: John Wiley and Sons, 2008.• Goodrich, Jeanne and Paula M. Singer. Human Resources for Results: The Right

Person for the Right Job. Chicago: American Library Association, 2007.• Knight, Jennine. Successful Succession Planning in Libraries: Building Bench

Strength. http://ala-apa.org/newsletter/2010/09/13/successful-succession-planning-in-libraries-building-bench-strength/ Accessed, 10/5/2011.

• Nelson, Sandra. Strategic Planning for Results. Chicago: American Library Association, 2008.

• Rothwell, William J. Effective Succession Planning: Ensuring Leadership Continuity and Building Talent From Within. 4th ed. New York: AMACOM, 2010.

• Singer, Paula M. and Gail Griffith. Succession Planning in the Library: Developing Leaders, Managing Change. Chicago: American Library Association, 2010.