Laurette Succession Planning
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  • There is good news-there is bad news re our Workforce situation. We will look at some workforce trends that will impact all of us – and how they will present some challenges to organizations. These challenges also present opportunities for those of us in the staff development field. In this presentation we’ll cover the role that Learning professionals can play in dealing with talent shortages. Real world succession planning and knowledge transfer methods will be covered along with some practical do’s and don’ts. The goal is to leave this session with some concrete plans to improve talent capacity in your organization.

Laurette Succession Planning Laurette Succession Planning Presentation Transcript

  • Succession Planning A Way to Beat the Talent Crisis Nagtad Conference August, 2007 Laurette Burdyl
  • Workforce trends
    • Workforce is projected to grow more slowly in the future
    • Workforce grew 2.6% in the 1970’s
    • Will slow to .6% in 2010 and .4% in 2020
            • Rand Corporation Report , February 2007
  • Scarcity of Workers
    • Competition for skilled workers will increase
    • Competition for new workers will increase
    • Rand Corporation Report , February 2007
  • Leadership Vacuum
    • As large cohorts of older employees leave companies, they will take with them a significant amount of experience and knowledge about the company
    • By 2010, the US will have 15% decline in the number of 35-44 year olds – prime age group for middle managers
            • Business for Social Responsibility, February, 2006
  • Increased Turn over
    • 45% of American workers want to change jobs at least every 3-5 years; up from 26% in 1999
            • Business for Social Responsibility, February, 2006
  • Public Sector
    • Fewer college graduates are selecting public service
    • Not grooming professionals already in the pipeline
            • IPMA Webinar, May, 2007
  • Trends Impacting HRD Field
    • Drastic Times, Drastic Measures
    • New Faces, New Expectations
    • Work Be Nimble, Work Be Quick
            • ASTD Competency Study, 2004
  • Trainers have a new role?
    • Brainstorm in small groups how you think the role of Learning Professionals is impacted by workforce changes?
  • A New Role for the Learning Professional
    • A broader role that deals with talent management issues related to:
        • Recruitment
        • Development
        • Retention
  • Role Cont.
    • A role that directly links to organizational goals
        • ID talent needed to meet organizational goals
        • Create recruitment, development and retention strategies to meet talent goals
        • Develop staff to become productive faster, to contribute more and to stay longer
  • HRD’s Role
    • ASTD Competency Study – 2004
    • Career Planning and Talent Management
    • Workforce/succession planning approaches
    • Job analysis tools
    • Career development approaches
    • Managerial and leadership development best
    • practices
    • Coaching and mentoring approaches
  • Assess your agency’s TM effort
    • Our strategic plan addresses human resources issues _____
    • We can identify our most critical positions _____
    • Recruiting efforts identify and attract the kind of
    • applicants we need _____
    • We know our current and projected turnover rates _____
    • We know why those who leave choose to do so _____
    • We know why those who stay choose to do so ______
    • Managers create a work environment that retains
    • high performers _____
    • We use a variety of knowledge transfer methods _____
    • We can identify the most critical knowledge that
    • needs to be captured _____
    • Critical processes are documented _____
    • Employees have individualized development plans _____
    • Potential leaders are being developed for future
    • leadership responsibilities _____
    • We identify important competencies _____
  • Three groups to consider …
    • Future
    • Employees
    • Recruiting
    • Selecting
    • Becoming Productive
    • Those who are with you
    • Retaining
    • Developing
    • Succession preparation
    • Adding Value
    • Those who will be leaving
    • Transfer of knowledge/ skills
    • Replacing
    • Leaving a legacy
  • SC WFP Initiatives
    • Enhanced Workforce Planning Website:
    • http://www.ohr.sc.gov
    • Emphasis on recruitment, retention, and development
  • Initiatives
    • Demographics
    • Retirement Trends
    • Use of “Teri” and Retirees
    • Workforce Planning Champions
    • WFP Questionnaire
  • Succession Planning
    • Ensures the continued effective performance of an organization by establishing a process to develop critical competencies and replace key staff over time
  • Succession Planning vs. Replacement Planning
    • Replacement planning: is about immediate needs, a point in time assessment of the availability of key back-ups who can step in and contribute quickly
    • Succession planning: is concerned with longer range needs and the development of talent to meet those needs.
  • Succession Planning Model
    • Assess Staffing & Knowledge Gaps
    • Determine Priorities
    • Develop Plan
    • Include strategies and outcome measures
    • Communicate
    • Evaluate
  • Developing a Succession Plan
    • Where to start:
    • ID areas where significant loss of knowledge and skills will occur soon.
    • ID “high value” knowledge and skills - core business processes/programs most vulnerable to turn over.
    • Based on the above criteria, select a function(s) in your organization that would benefit from succession planning.
  • Identify Staffing Levels and KSA’s
    • Which job functions will remain unchanged?
    • What services may be discontinued or downsized?
    • What services may be expanded?
    • Will reengineering, process improvement or technology impact staffing levels ?
  • Identify Staffing Levels ……..
    • What job functions, if any, will be consolidated?
    • Will the projected workload volume increase or decrease?
    • Will staffing levels change? If so, how?
    • What KSA’s are needed to perform the targeted job functions?
  • Project Anticipated Knowledge and Skills Gaps
    • List critical knowledge and skill gaps that exist or will exist due to retirements and potential turn-over .
    • Select most feasible succession planning strategies
  • Strategies
    • Position Classification Actions
    • Recruitment and Selection Actions
    • Retention Strategies
    • Knowledge Transfer
    • Staff Development
  • SC Agency Initiatives
    • Leadership Development Programs
    • Job shadowing
    • Job Aids
    • Individual Development Plans
    • Mentoring
    • Job analysis
    • Job rotation
    • Community of Practice (COP)
  • Leadership Development Programs
    • Groom potential leaders
    • Include internal and external (CPM) leadership programs
    • Based on organizational Leadership competencies
    • Give Agency big picture
    • Foster relationship building
    • Retention/Development
  • Job Shadowing
    • Pair up veteran performer with less experienced performer
    • Share a little history of the job
    • Talk about the roles & responsibilities
  • Job Shadowing Tips
    • Describe the personal attributes that match the job
    • Debrief and coach
    • Discuss educational requirements, the career ladder for the job and related positions
    • Knowledge transfer/development
  • Job Aids
      • Anything that helps people perform in real time.
      • Examples: Checklists, Desk Manual, Flowchart, Guide, Reference Source
      • Make it clear & concise
      • Keep it simple
      • Make it easily accessible
      • Update content
      • Assist with knowledge transfer
  • Individual Development Plans
      • A developmental plan enhances current and future job skills and capabilities
      • ID’S strengths and weaknesses
      • Sets up developmental goals
      • Offers access to learning opportunities
      • Development/Retention
  • IDP Do’s
    • Focus on strengths
    • Think in 3 month increments
    • Include information from others
    • Connect to the organization’s core competencies
    • Budget for time and resources
  • IDP Don’ts
    • Ignore significant weaknesses
    • Use vague developmental plans
    • Just focus on training
    • Forget personal goals and aspirations
    • Leave out baseline data
  • Mentoring Programs
    • Mentors offer advice and support based on their expertise and experience – usually not the mentee’s supervisor
    • Customize to the individual
    • Use to broaden perspective
    • Transfers knowledge on organizational culture
    • Retention/Knowledge transfer/Development
  • Job Analysis
    • The main purpose of a job analysis is to find out what tasks are necessary to do a job through data collection such as focus groups and interviews
    • Used in hiring and development
  • Criticality Analysis
    • You make the decision for which tasks require training by looking at four factors
      • How often is the task done?
      • How difficult is the task to do?
      • How important is it to the job?
      • How much training will be required to become proficient at the task?
  • Job Rotation
    • Formal program in which a person or group of persons experience a variety of tasks in several different positions
    • Prepares individuals for increasing responsibilities
    • Determine what knowledge needs to be shared
    • Program should have clearly defined goals and purpose
    • On the job experience is most effective method of knowledge transfer
  • Community of Practice/Interest:
    • A group of individuals sharing a common working practice over a period of time, though not part of a formally constituted work team
    • - generally cuts across organizational boundaries and enables individuals to acquire new knowledge faster
    • Knowledge transfer
  • Community of Practice/Interest: Why?
    • Provides a sanctioned mechanism for sharing knowledge
    • Leads to improved network of contacts
    • Provides peer recognition and continuous learning
    • Provides a mechanism for sharing tacit knowledge
  • Community of Practice/Interest: How?
    • Determine what knowledge people need to share
    • Determine the purpose of the group, e.g., solving everyday work problems, developing and disseminating best practices, etc.
    • Clarify roles and responsibilities
    • Provide resources and support
  • Community of Practice/ Interest: Do’s & Don’ts
    • Membership should be voluntary
    • Recruit those who are seen as experts and trusted as information sources
    • Management should not dictate action
  • Knowledge Transfer Planning Activity
    • Select a KT area.
    • ID knowledge and skills gap.
    • Select KT strategies.
    • What will help your plan?
    • What could hurt your plan?
    • Determine first steps.
  • Summary
    • Great opportunities exist for the Human Resource Development field
    • Talent management is the key to retaining, developing and acquiring top notch employees
    • Just start somewhere………
  • Questions?
  • Resources
    • ASTD Competency Study, 2004
    • Forces Shaping the US Workforce, Rand Report, Feb. 2007
    • Changing Labor-Demographic Trends, BSR, Feb. 2006
    • Strategies for Preparing for the Next Generation, IPMA Webinar, May 2007
    • The Strategic Development of Talent, Rothwell and Kazanaz, 2003
    • www.cs.state.ny.us/successionplanning
    • Do You Believe the Hype, Training Magazine, Sept., 2006
    • Succession Planning: Take Two, ASTD Info Line, May 2004
  • Succession Planning A Way to Beat the Talent Crisis Nagtad Conference August, 2007 Laurette Burdyl