When and how to start succession planning How to identify candidates and prepare new leaders Ensure succession planning will meet business needs: creating the goals and objectives of the planning process Monitoring and evaluating Talent development: identifying training gaps Engaging leadership in the process: how to use current management to prepare and support their successors

1. Succession Planning for
Aboriginal Communities
10 am Tues Dec 4th, 2012
Infonex 1045 Whitehorse, YT
High Country Inn
Chris Hylton, MA
800 449-5866 chris@hylton.ca

2. Yukon Demographics
2
 5% of Cdn landmass
 0.1% of Cdn population
 34,000 population
70% located in
Whitehorse
17 rural communities
range in size from
50 to 2,000 population
CG Hylton Inc

3. Trivia Question
• How many moose are there?
• How many brown bears?
• How many black bears?

4. 50,000
10,000 6,000-
7,000

5. Agenda
5
 When and how to start succession planning
 How to identify candidates and prepare new
leaders
 Ensure succession planning will meet business
needs: creating the goals and objectives of the
planning process
 Monitoring and evaluating
 Talent development: identifying training gaps
 Engaging leadership in the process: how to use
current management to prepare and support their
CG Hylton Inc
successors

6. 6
Do you have any workplace issues we
can try and solve for you in this
session?
CG Hylton Inc

7. Trends in demographics are
heightening need for succession
7
planning
 Underlying
 Aging population
 Trends to earlier retirement
 Slower labour force growth
CG Hylton Inc

8. 2000 US Population
8 % 55 years +
Red = >25% of the state
Green = 22%-24.99%
Yellow = 20%-21.99%
Blue= <20%
Source: US Census Bureau, 2000
CG Hylton Inc

9. 2005 US Population
9 % 55 years +
Red = >25% of the state
Green = 22%-24.99%
Yellow = 20%-21.99%
Blue= <20%
Source: US Census Bureau, 2000
CG Hylton Inc

10. 2010 US Population
10 % 55 years +
Red = >25% of the state
Green = 22%-24.99%
Yellow = 20%-21.99%
Blue= <20%
Source: US Census Bureau, 2000
CG Hylton Inc

11. 11
Source: http://www.howestreet.com/articles/index.php?article_id=6474
CG Hylton Inc

12. Average Annual Growth Rate of the Labour Force
4.0
3.5
3.0
2.5
2.0
1.5
1.0
0.5
0.0
1955- 1960- 1965- 1970- 1975- 1980- 1985- 1990- 1995- 2000- 2005- 2010- 2015- 2020- 2025-
1959 1964 1969 1974 1979 1984 1989 1994 1999 2004 2009 2014 2019 2024 2029
Source: The Canadian Labour and
Business Centre

13. Yukon Aboriginal Pop, 2001
1400
1200
1000
800
Series
600
400
200
0
0-4 5-9 10-14 15-19 20-24 25-34 35-44 45-54 55-64 >65

14. When and how to start
succession planning
14
 Planning can start at date of hire
 Focus usually on Senior Positions
 But should be applied in key
positions at all levels
 Mentoring and developing ees
within the organization
CG Hylton Inc

15. How to identify candidates and
prepare new leaders
15
 Have you done a skills inventory
 Staff and nation members
 Are you doing career planning as
part of your performance appraisal
 What leaders will you be looking
for
CG Hylton Inc

16. Ensure succession planning will
16
meet business needs: creating
the goals and objectives of the
planning process
 Are you familiar with
comprehensive community
planning?
CG Hylton Inc

17. Executive Summary CCP
17
 Negotiating agreements is always difficult
 Your programs are geared to your population
numbers and demand which varies largely by
age
 You have detailed population data
 You know your population ages 1 year each
year
 You can develop programs to meet the
changing demographics of your population
CG Hylton

18. What is CCP
18
 Term used by INAC in 2004 for a
process to achieve community
consensus around various land
and resource issues
 Normally used for resolving land
and resource issues but useful in
planning for all areas
CG Hylton

19. INAC CCP Handbook
19
 Produced in 2004
 Based on experience of 5 BC first
nations
 The Okanagan, Lytton, Squiala,
We Wai Kai (Cape Mudge) and
Yekooche First Nations
CG Hylton

20. What is comprehensive
20
community planning?
CG Hylton

21. How to identify best process for
21 your community
 You know what your goals are: fully
funded 5 year agreements,
increased jobs, build capacity,
promote healing, link to community
needs…
 Then work backwards to say how
this will be accomplished
CG Hylton

22. Using CCP as a negotiating
strategy – you will be able to
22
say
 all our projections based on data we get from
government agencies, validated by us
 our staffing levels are based on meeting this
demand to meet your requirements
 here are our projected costs based on our
staffing costs
 here are our projected costs based on typical
staffing costs paid to our staff of a local town
or municipality or government agency
CG Hylton

23. Negotiating Strategy (ctd)
23
 Our programs and services are based on
terms and conditions for service which are
spelled out in our agreements with
government agencies
 Our CCP has indicated our needs in great
detail
 Our CCP tells us our community buys in
 Gives more strength to your 5 year funding
requests
CG Hylton
 Provides more information to the funder

24. To recap
24
 You and the Agencies have defined the
services required,
 Agencies have provided you with our
own demographic data,
 You have surveyed our community and
determined the needs
 Here is your plan to meet the needs
 Here are the funding levels required
CG Hylton

25. How does this tie in to Ethics
25
 You are governed by Boards and
Chief & Council
 All are subject to continuous
community requests and constant
scrutiny
 So how does CCP make it easy for
Boards and Elected Officials to
govern and avoid conflicts?
CG Hylton

26. Easier for Boards & Councils to
govern
26
 CCP gives your leadership the
information they need about
community needs
 CCP gives your leaders information
about how your departments are
planning on meeting community
needs
 Data is king, use the data like any
CG Hylton

27. What type of Data?
27
 Your population Demographics
 Demand for service / Supply of
service available
 How you are planning to meet the
demant
 How much your programs are
going to cost
CG Hylton

28. CCP & Succession Planning
28
 Shows what services exist now, what
services will be needed in the future =
Gap
 Encourages dept or service to develop
business plans to meet the needs
 Using data sources which you have
and perhaps are not using currently
 Builds commitment which in turn builds
community
CG Hylton Inc

29. Succession Plan Gap Analysis
29
 Which individuals may leave & when?
 Which new positions will be required to
support the CC Plan?
 Which positions have become obsolete
 What skills and knowledge will need to be
developed for new programs
 How can we empower our community
members to step up to the plate
CG Hylton Inc

30. 30
…so if you have a
message for
someone, you write
it on a piece of
paper and put it on
his fridge with these
magnets. It’s just
until we get our
email system fixed.
CG Hylton Inc

31. Succession Planning
31
 Starts from a people perspective (vs.
filling new positions)
 Not a one-time stand alone project– to
be successful, requires dialogue,
feedback, interventions tailored to each
individual
 Goal to optimize the contribution of
every Manager as a means of
achieving excellence at the highest
CG Hylton Inc
level of the org

32. Emerging Issues
32
 Training program success
 Need to tie in to personal needs of staff
 Turn the HR manual up side down
 Ee focused Job Descriptions
 Ee focused Performance Appraisals
 Ee focused Career Development
 Ee focused service delivery
CG Hylton Inc

33. Traditional Succession Planning
33
Replacement Planning
• Focus is limited to Exec levels
• Focus is on identifying immediate and short-
term replacements
• Plans are limited to identifying one or two
potential successors senior positions
• Plans are linked to individual job requirements
• Potential candidates are identified based
solely on feedback from their immediate
supervisor
• Succession planning isCG Hylton Inc in isolation from
done

34. A New Approach
34
• Focus is on key positions at all levels
• Focus on development of talent for longer term
• Developing pools of talent for key positions
• Linked to building competencies/ skills for
current & future business needs
• Systematic process used to assess candidates
based on feedback from multiple perspectives
and sources of information
• Processes are in place to integrate succession
planning with other human Hylton Inc
CG resources activities

35. Benefits of Succession
Planning and Management
35
 Employee engagement through learning and
career development
 Pools of candidates are ready to fill key areas
and positions
 Managers gain appreciation of employee
desires
 Created more seamless staffing
CG Hylton Inc

36. 36
Community Skills Inventory
 Detailed data on member skills
 Useful for funders when they call
 Useful for negotiations with funders
 Does anyone have a community skills
inventory of their members?
CG Hylton Inc

37. Summary
37
 5 Step Process
CG Hylton Inc

38. Summary:
38 Step 1. ID Key Positions
Key areas
 Groups of positions that are the
focus of succession planning
efforts
CG Hylton Inc

39. What positions do you have
39
trouble with?
CG Hylton Inc

40. 40
Key positions
 Exert critical influence on
operational or strategic activities
 Specialized expertise/difficult to fill
 Takes time and commitment to
develop
 How have you managed?
 Partner with educational
institutions? CG Hylton Inc

41. 2. Identify capabilities for key
41
positions and areas
 Identify knowledge, skills, abilities or
competencies to achieve business goals
 Ensure job description and merit criteria
are up-to-date
 Speak to incumbents
 Communicate capabilities to feeder
employees so they can better tailor
learning plans
CG Hylton Inc

42. The Mapping Process
42
 Visit Manager & key positions
 Discuss career plans, training needs and
specific plans
 Managers identify high potential
successors
 Put succession planning right in
performance process
CG Hylton Inc

43. What does your conversation
43
with ees look like?
CG Hylton Inc

44. Performance Management
44
Made Easy
 Ask the ee to describe what someone would
look like doing their job at a “competent” level
 Ask the ee to describe what someone would
look like doing their job at a “master” level
 Compare and contrast the ee’s level
 Ask them what would it take for the ee to
become a master
 Education, training, mentoring, financial
incentives
 Train your managers CG Hylton Inc

45. 3. Identify interested employees
and assess against capabilities
45
 Develop employee profiles
 Create skills inventory/database
 Encourage employee/manager
discussions to identify interests in key
positions/areas
 Inform your leadership team
 Conduct talent review meetings
 Use multiple forms of assessment to
minimize subjectivityCG Hylton Inc

46. Internal Hiring Fair
46
 Any idea what this is?
 Why would it be beneficial?
 Who could you invite to have a
booth?
CG Hylton Inc

47. 4. Develop succession and
knowledge transfer plans
47
 Identify critical development experiences
 Tailor learning plans to current and future
business needs
 Use special projects/assignments to “stretch”
employees’ abilities
 Encourage mentoring, coaching, and job
shadowing
 Create templates to save critical knowledge
 Make use of staffing options (for example,
Silo Pay Plan) CG Hylton Inc

48. Typical Career Pathway in
48
Community
 Training
 Experience / apprenticeship
 Entry level job
 Continuing education
 Middle level job
 Continuing education
 Senior level job
CG Hylton Inc

49. YKHC Career Pathway
49
 The intent of YKHC’s Career Pathways
program, under the Alaska Health Education
Center (AHEC) is to encourage the promotion
of health careers for for our region’s youth and
Adult Learners.
CG Hylton Inc

50. 50
 The Youth Focus under Career Pathways
includes efforts such as:
 Career Fairs in Bethel and Villages
 Brown Bag Luncheons in the Classrooms
 Job Shadows
 Dual Credit Courses
 Scholarship Opportunities
 Our annual goal is to reach 500 youth each year to
encourage careers in the health field..
CG Hylton Inc

51. Adult Learners
51
 The Adult Learners track is focused on adults
who demonstrate interest in careers in health.
 Our goal is to engage at least 500 Adult
Learners each year, seeking information about
possible health careers, as well as engaging in
opportunities to pursue a career in the health
industry.
CG Hylton Inc

52. Adult Learners
52
 We provide information about scholarship
opportunities sponsored by YKHC , and
encourage students to seek additional funding
opportunities they may be eligible for in our health
network and through regional, tribal, state, and
federal partnerships.
 The Human Resources staff has met its annual
goal of 500 encounters with Adult Learners over
the last three years.
CG Hylton Inc
 Source: http://www.ykhc.org/careers/career-

53. Adult Learners
53
 Adults actively participating in career fairs
 Upon request, we assist adults seeking information
and resources regarding local college or technical
training
 We provide scholarship information about pertinent
health career opportunities when available.
 We promote job and encourage scholarship
opportunities for numerous career fields such as
Dental Health Aides, Behavioral Health Aides,
Community Health Aide Practitioner, Certified
CG Hylton Inc
Nursing Assistants, Home Care Attendants, First

54. 5. Evaluate Results
54
 Do new employees in key positions perform
effectively?
 Are qualified employees ready to compete for
key positions?
 Are designated group members adequately
represented among feeder groups for key
positions and areas?
 Are skill inventories and/or ee profiles up-to-
date?
 Is the succession plan reviewed following
organization changes? CG Hylton Inc

55. Does anyone have any
experience with Succession
55
Planning
 How did it work out?
 What were the obstacles
 What did you learn?
CG Hylton Inc

56. Completed Succession Plan 1
56
Position Encumbent Successor 1 Successor 2
Ec Dev Officer Jason Shane Candice
Training Treaty Rights Public speaking,
Economics communications
Business planning Grant writing
Business planning
Mentoring Jason, Tyler Jason, Tyler
CG Hylton Inc

57. Completed Succession Plan 2
57
Position Encumbent Success Current Assessment
or
Band Jason Shane Most senior and
Manager experienced leadership
team member. Often
relieves for Mgr. Has
high level of
understanding, political
awareness and strong
support from staff. Best
in house candidate.
CG Hylton Inc

58. Succession Plan or Replacement
58
Plan
 If you have high turnover
 You may find that your replacement
plan does not work out, the person
has left
 Solution?
Build a larger pool to draw from!
CG Hylton Inc

59. What did we miss?
59
 When and how to start succession planning
 How to identify candidates and prepare new
leaders
 Ensure succession planning will meet business
needs: creating the goals and objectives of the
planning process
 Monitoring and evaluating
 Talent development: identifying training gaps
 Engaging leadership in the process: how to use
current management to prepare and support their
CG Hylton Inc
successors

60. Do you need funds for this?
60
CG Hylton Inc

61. Cost Savings with ASO Plan
61
 Administration
 Claims processing
 Reserves
 No premium tax of 2%
CG Hylton

62. 200 Employee Example
62
200 Estimated Insured Insured ASO ASO Admin
Ees Claims Admin IBNR Admin Admin Total
Health $199,750 22.00% 5.75% $55,431 19.20%
$43,945 $11,486 $28,365
Dental $191,750 20.00% 4.60% $47,171 13.40%
$38,350 $8,820.50 $102,601 $16,107 $44,471.50
Savings: $58,129.63
CG Hylton

63. 500 Employee Example
63
500 Estimated Insured Insured ASO ASO Admin
Ees Claims Admin IBNR Admin Admin Total
Health $499,375 16.60% 5.75% 14.20%
$82,896 $28,714 $70,911
Dental $479,375 14.70% 4.60% 9.80%
$70,468 $22,051.25 $204,130 $46,979 $117,890.00
Savings: $86,239.69
CG Hylton

64. 1,000 Employee Example
64
1000 Estimated Insured Insured ASO ASO Admin
Ees Claims Admin IBNR Admin Admin Total
Health $998,750 12.20% 5.75% 11.70%
$121,848 $57,428 $116,854
Dental $958,750 10.40% 4.60% 7.10%
$99,710 $44,102.50 $323,088 $68,071 $184,925.00
Savings: $138,163.13
CG Hylton

65. Thank you! Any Questions?
Tel 800 449 5866
chris@hylton.ca