B2 staffing needs of an organization -ppt - stan keasling

Staffing Needs of an Organization
Recruitment, Development & Retention
2012 National Rural Housing Conference
December 6, 2012
Stan Keasling, Rural Community Assistance Corporation
Melody Thomas, TransitionGuides

Silver Spring, Maryland | (301) 439-6635 | www.transitionguides.com

About Us

 Silver Spring Maryland-based national  Headquartered in West Sacramento, CA
consulting company.
 Provides technical assistance, training
 Mission-driven focused on making the and financing so rural communities
world more just, caring and sustainable. achieve their goals and visions.

 Work exclusively with nonprofit  Services are available to communities
organizations on leadership transition with populations of 50,000 or fewer,
and search, sustainability, and including tribal communities
succession transition.

About the Presenter
Stanley Keasling
Chief Executive Officer
Rural Community Assistance Corporation
 Former Program Director, Self-Help Enterprises
 Former Executive Director, Rural California
Housing Corporation
 Former Senior Vice President, Mercy Hospital
 Supervised Self-Help Housing and Community
Development Programs

BoardSource Leadership Form 2012 | www.transitionguides.com | (301) 439-6635 | © TransitionGuides, 2012. 1

About the Presenter

Melody Thomas, PMP
Director of Education, TransitionGuides

 Specialty: Recruitment, Talent Diversity
and Development, Succession Planning
 Fox 5 News Special Guest - Recruitment
 15 year career in the nonprofit sector
 Active Board Member
 Leadership Diversity and Inclusiveness
 Presenter

Session Objectives
Provide knowledge and experience in the following areas:
 Succession Planning
 Development: Talent / Leaders

 Recruitment
 Next Generation
 Retention
 Tools and Resources
 Career Development
 Coaching
 Self-Help

The Current Situation


Transitions are Inevitable

 Nonprofit CEOs…
– 7% to 9% are currently in transition
– 67% plan to leave/retire in next 5 years
– 10% are actively considering leaving
– 1 in 6 are age 60+

According to Daring to Lead Study , A National Study of Nonprofit Executive Leadership

Transitions are Inevitable

 All job tenures end with a transition
It’s just a matter of…
– When
– How
 Managed well
 In crisis

What can you do to get ready?
Executive Readiness

 Timing
 Professional
– Prepared the organization
– Minimal unfinished business
– Exit/departure plan
 Personal
– Moving on: something to move to
– Emotional - ready to let go
– Financial – retirement, investments
– Family’s alignment
– Support network in place


What can you do to get ready?
Organizational Readiness

 Overall
– Critical sustainability factors addressed
– Succession policy or transition plan
– “Doable” job for successor
– Ideally, some financial cushion
 Board
– Transition/succession competency
– Good leadership to head the transition
 Staff
– Right skills on the team
– Team structured for the future
– Transition/succession competency

Organizational Sustainability Planning

Business
Model &
Strategy

Resources Leadership

Culture

Intentional Succession Increases
Organizational Sustainability

 Better transition outcomes
 More likely the new executive will…
– Fit
– Stick
– Perform


Succession Planning

Succession Planning

 Succession Planning Defined
– A systematic process
– Ensures leadership availability, continuity
– Development of the organization’s leadership talent

 Three Approaches
– Succession Essentials – Backup Plan + Policy
– Leader Development – Proactive Talent Management
– Departure-Defined – Essentials + Sustainability Planning

Internalizing Succession Planning

 Develop internal staff within to meet
current and future needs and respond to
quickly changing demands and remain
competitive.

Talent/Leader Development…


Talent / Leader Development

Talent/Leader Development Strategy

Our Succession
Planning Experience


RCAC Director of Housing
 Director in late 60’s
 I sat down with him and we planned a succession
 He was willing to work for another year
 And was willing to stay on part-time after the new
director was hired

Time to Plan
 There was no clear successor on the staff
 Revised the job description with the managers
 Designed a selection process that was inclusive
 Advertised the position, twice
 Hired a new director six months later.

Recruitment


The 7 Stages of Recruitment

1) Developing an Effective Position Profile
2) Advertising
3) Sourcing Candidates
4) Screening Candidates
5) Interviewing
6) Reference Checking
7) On-Boarding

Recruitment Strategy

 Assess Organizational Needs
 Assess Mission, Vision, & Goals
 Align Recruitment Efforts
 Top Talent Searching
 Research for Marketability
 Diversity and Inclusion

Next Generation Succession Planning

 Consideration to Next Generation Appeals
– Collaborative Leadership
– Creativity
– Flexibility
– Technology & Information Age
– Social Media
– Networking


Our Recruitment
Experience

Redefining the Position
 Housing program has been dependent on several
major federal sources of funding
 Looked to us, then and still, like we needed to
expand our fee for service work within our footprint
 This is a substantial cultural change within the
organization
 So we needed someone who could manage the
work and the staff change effort

Advertising
 We have the advantage of regular publications that
are read pretty widely in our service area
 People go to our web site
 We encouraged folks to reach out to their contacts
 We decided that we did not need a search firm at
first.


Interview
 We use a four step process
 Our HR staff screens applications at a basic
qualifications level
 A hiring committee will select 3-7 candidates to
interview
 A panel of direct reports, peers and supervisor will
interview candidates.
 I was the final interview

On-boarding
 New staff orientation
 Meeting with board members
 Kept retiring director on board for several months
part-time
 Appoint a peer to be a mentor for first 6-12 months
 Spent time daily and then weekly on check in calls

Retention


Employee Retention Benefits

 Investment in Employees
– High Employee Engagement
– Competitive Advantage
– Healthier Organizations
– Stronger during Recession
– Increases Bench Strength
– Professional Growth

Effects of Losing Top Performers
- Increase replacement costs
- Decrease productivity
- Loss:
- Valuable Knowledge
- Experience & Skillsets
- Key Relationships
- Funding Sources

Low Retention Rates

 Lack of Leadership
 Lack of Support
 Lack of Shared Goals, Vision, Mission
 Training or Professional Development
 Inadequate Compensation
 Potential for Career Advancement/Growth
 No Employee Retention Investment


Leadership Impact on Retention

 A well-known study stated that:
– 39% said supervisors failed to keep promises

– 37% said supervisors failed to give credit when due

– 31% said supervisors gave them the “silent treatment”

– 27% said supervisor made negative comments about them to
managers and other employees

– 23% said supervisor magnifies mistakes

Ways to Increase Retention
 Effective Communication
– Decreases assumptions, speculations and concerns
– Increases trust and openness
 Staff Opportunity (Potential/Skillsets)
 Inspire and Motivate Staff
 Listen and Champion Ideas
 Develop, Nurture and Grow Staff
 Flexible Work Schedules (Work/Life Balance)
 Incentives & Recognition
 Compensation & Benefits

Our Retention
Experience


Substantial reduction in force
 In early 2011 we realized that 2012 was going to
be a very challenging year financially
 It appeared we would lose 15-25% of revenue
 We did not want our best performing staff to
leave over uncertainty, so we implemented a
plan to keep them

The Plan
 We first developed a worst case scenario
 We gave every staff member that would leave under the
scenario five months notice that their job was in jeopardy
 We told everyone that unless they were notified they
were in jeopardy, they had a job

Off-boarding
 We helped staff look for work
 We gave staff some flexibility in schedules to look for
work
 We celebrated folks finding jobs.
 We celebrated finding new funding so that fewer people
would lose employment
 25 notices given May 1, five people laid off October 1
 One key staff member retired to save another’s job.


Retention
 We provide a very flexible work environment
 Staff made sacrifices as well, reduction in time-off,
cut in 403-b contributions, some part-time work
schedules
 I believe our process created greater staff
commitment to the organization, by what we did,
and by having them share in the pain.

Tools and Resources

• Career Development
• Coaching
• Self-Help

Exercise: Career Development

 Write down your 10 favorite activities
 Write down the top 5 goals you want to
accomplish in your next career
 Explore what connection exists


Career Development Tool

Top Books for Career Changers
Now, Discover Your Strengths, by Marcus Buckingham and Donald Clifton
• What makes your talents and skills unique and select the best
field or career for you.

I Could Do Anything If I Only Know What It Was, by Barbara Smith
Live the life you were meant to live by doing the work you dream
of having by creating work you want from what’s important to
you.

Rites of Passage at $100K to $1M+, by John Lucht
Bestselling executive career guide

What Color Is Your Parachute, by Richard Nelson Bolles
Do What You Are, by Paul Tieger and Barbara Barron-Tieger
Dare to Change Your Job and Your Life, by Carole Kanchier
The Pathfinder, by Nicholas Lore

Career Development Tool

Careers: What’s Possible
Many executives who have left work as:
 82% - Consultant/Independent Contractors
 68% - Activists
 66% - Board Members
 52% - Nonprofit Involvement
 27% - New Role in Organization they led

Others:
 40% -Volunteer / Part-Time Work
 23% - For-profit Work
 21% - Government Work


Staff Coaching

 Improved working relationships
 Conflict reduction
 Less turn over
 Increased organizational strength
 Increased productivity
 Higher organizational & mission commitment
 Supports development of others
 Generates trust

Executive Coaching

 Prepares talented leaders for career growth
 Helps leaders become more productive
 Adds critical capabilities to current skillsets
 Assists in managing through times of change
 Grows the next generation of leaders
 Supports succession planning initiatives

Coaching Tool

Recommendations for Funders
 Support to become more conscious consumers of coaching
 Assess individual and organizational readiness
 Assist with clarifying purposes of coaching engagement
 Provide grantees with choices when selecting a coach
 Build a diverse pool of coaching with training & nonprofit
experience
 Ensure grantee and coach can articulate individual goals
and tie organization’s goals


Coaching Tool

Recommendations for Field
 Document and share coaching practices, models & impacts
 Support more rigorous standards
 Invest in coach recruitment and training
 Build coaches’ capacity and effectiveness
 Consider issues of diversity in coaching
 Explore coaching as an opportunity for “second acts” for
executives who are transitioning out of their organizations
 Explore coaching as an opportunity to support new
executives

Our Self Help
Experience

Two examples
 Mentor Program
– Created a 12 month program for people interested
in learning more about the work of the
organization
– Folks met at lunch twice a month, usually I gave
one presentation, and one of the members of the
group would give the other presentation
– Built relationships across programs as well as
knowledge of other programs


Mentoring at RCAC
 Our staff works all over the West
 So our mentoring is really job coaching
 Mentors are assigned to new staff in their program
usually
 Staff talk about issues mostly

Questions

Contact Us

Stanley Keasling Melody Thomas
Rural Community Assistance Corporation TransitionGuides

West Sacramento, CA Silver Spring, MD
(916) 447-2854 (301) 439-6635
skeasling@rcac.org mthomasscott@transitionguides.com
www.rcac.org www.transitionguides.com


B2 staffing needs of an organization -ppt - stan keasling

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to B2 staffing needs of an organization -ppt - stan keasling

Similar to B2 staffing needs of an organization -ppt - stan keasling (20)

More from Housing Assistance Council

More from Housing Assistance Council (20)

B2 staffing needs of an organization -ppt - stan keasling