Planning for the Future - Growing talent and Succession Planning

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  • Jodi- fill in whatever you want---Merchandise? One how to use collateral idea?
  • Planning for the Future - Growing talent and Succession Planning

    1. 1. Growing Talent and Succession Planning Mike Shellito Shellito Training and Consulting 916-768-9172  mshellito@gmail.com You know the drill.. 1. Please sign in with your Agency Name and the number of people attending the webinar from your agency today. 2. Type the names of those wanting CEUs for this webinar with CEU after their name. (Jodi Rudick, CEU) 3. Have you downloaded and printed a copy of your handouts?
    2. 2. Mike Shellito  Retired from City of Roseville, CA  Shellito Consulting and Training
    3. 3. We hope you did your Pre-Webinar Assignment…  In your FEEDBACK Box, please choose the best response regarding the pre-webinar assignment… A. All of the people in our group completed the pre- webinar assignment. B. Most people in our group completed the pre-webinar assignment. C. Some of the people in our group completed OR REVIEWED the assignment. D. Sorry, none of the people in our group completed or reviewed the pre-webinar assignment. 3
    4. 4. Let’s Review Pre-Webinar Assignment Make and Take™ Question 1 In your chat box – please list your core competency Strength:_______ Weakness:______ 4
    5. 5. Let’s Take a Look at Your Handouts  Core Competencies Assessment  Make and Take™ Activity  Fill-in-the-blank format  Word version is included in your emails from CPRS and iLinc Any Questions Regarding Your Handouts? 5
    6. 6. Today’s Discussion Points 1. Defining Succession Planning 2. Growing Talent 3. Self Assessment Exercise
    7. 7. Heads Up! - Two Minutes to Discuss and Type Make and Take™ Question 2 and 3  What staffing changes have happened that have challenged you and your agency?  What’s about to happen that will dramatically alter your future?
    8. 8. What’s About to Happen in the Public Sector Workforce? Make and Take™ Question 2
    9. 9. The Boomer Retirement Drain Workers 35-44 years entering executive ranks will decline by 14% in the next fifteen years. What is the percentage of department heads and senior managers in local government are projected to retire in next 5 years? a. 20% b. 40% c. 60% d. 80%
    10. 10. Your Agency’s Retirement Drain Make and Take™ Question 4 How many of your agency’s supervisory and management employees are near or over the age of 55 and are likely to retire in the next five years? 10
    11. 11. Shrinking Talent Pool  80 million public sector workers age 50+  50 million public sector workers age 30-49  Replacement Gap = 30 million workers 0 10 20 30 40 50 60 70 80 Public Sector Workers 50+ 30-49 Source: Center for Organizational Research Full Study Available at http://s3.amazonaws.com/zanran_storage/www.cps.ca.gov/ContentPages/77039
    12. 12. Age Distribution of Government and Private Sector Workers – 2001 0 5 10 15 20 25 30 <25 25-34 35-44 45-54 55-64 65+ Gov. Private Source: Center for Organizational Research Full Study Available at http://s3.amazonaws.com/zanran_storage/www.cps.ca.gov/ContentPages/77039
    13. 13. Stakes are High  Demand for talent is growing  Supply is shrinking  Knowledge and skill requirements are increasing  Resources are limited
    14. 14. Competitive Job Market  Outside recruitments severely limited due to smaller talent pool  Only agencies with great reputations & competitive salaries will draw talented outside applicants
    15. 15. Better talent will separate successful organizations from the rest *Values Shift by John Izzo (2002)
    16. 16. What work environment attracts & retains talented employees?  Interesting & exciting work  Growth and learning opportunities  Sense of team  Great reputation  Good pay, rewards and recognition
    17. 17. Career Phases
    18. 18. Defining Succession Planning
    19. 19. Succession planning is the…  process of finding and developing a pool of leaders who can meet the current and future needs of the organization
    20. 20. Succession Planning is…  Moving the right people with the right skills into the right jobs at the right time
    21. 21. Growing Talent requires Identifying “High Potential Staff”  Great attitudes  Good aptitude  Passion for learning  Flexibility & Adaptability  Leadership
    22. 22. Succession planning is….  Growing talent through experiential learning combined with timely and candid coaching
    23. 23. Succession Planning is…  Identifying and developing core competencies  Mission critical  Individual  Future focused
    24. 24. Are you ready? Make and Take™ Question 5 When it comes to succession planning... a. Our organization has a formal succession plan. b. I think our organization has a plan but I’m not sure. c. We’ve talked about the need for a succession plan but haven’t done much about it. d. This is the first we’ve talked about the need for a succession plan. 24
    25. 25. Determine Critical Skills for Each Job
    26. 26. Discuss and Share – 2 Minutes What is the trickiest and most difficult part of your job that is critical to your success?
    27. 27. What to Learn Technical Skills People Skills Critical Thinking Skills
    28. 28. Management Soup Theory
    29. 29. What’s Needed When? TechnicalTechnical SkillsSkills People SkillsPeople Skills CriticalCritical ThinkingThinking SkillsSkills Entry Level Mid Mgt. Level Executive Level
    30. 30. Technical Skills – General  Customer Service  Interpersonal skills  Research  Organizational skills  Technological literacy  Oral Communication  Writing  Problem solving
    31. 31. Technical Skills – Job Specific  Planning a program  Leading an activity  Organizing an event  Training & supervising staff  Emergency procedures  Advertising & promotion  Open & closing a facility  Registration & Phone What other technical skills are required for you to perform your job?
    32. 32. Developing Technical Skills  Training w/ feedback  Deliberate practice  Progressive difficulty  Situational adaptation
    33. 33. People Skills  Leadership  Listening  Communication  Facilitation  Conflict Resolution  Customer Service  Team Building  Training www.peopleskillshandbook.com
    34. 34. Developing People Skills  Timely Coaching  Mentoring  Place employees in a variety of roles  Act as a trainer and teacher
    35. 35. Critical Thinking Skills  Knowledge  Comprehension  Application  Analysis  Synthesis  Evaluation  Creativity  Visioning  Problem Solving  Strategic Planning  Managing Change  Political Savvy
    36. 36. Developing Critical Thinking Skills  Executive Education  Experiential Learning  Involvement in substantive matters:  Park & facility planning  Budget  Personnel  Negotiations
    37. 37. Developing Critical Thinking Skills  After Action Debriefs  Case studies that focus on:  Complex problem solving  Creativity  Politics  Personnel problems  Budget challenges  Politics
    38. 38. Self Assessment Management Core Competencies
    39. 39. Key Executive Level Competencies Results Driven Business Acumen Leading People Leading Change Continuous Improvement Building Coalitions
    40. 40. Competency Definitions  Business Acumen  Building Coalitions & Communications  Continuous Improvement  Leading Change  Leading People  Results Driven
    41. 41. Business Acumen Make and Take™ Question 7a Rate Yourself: 1-5  Financial Management  Human Resources Management  Technology Management
    42. 42. Building Coalitions, Relationships & Communications Make and Take™ Question 7b Rate Yourself: 1-5  Building Relationships  Citizen Participation  Influencing/Negotiating  Interpersonal Communication  Partnering  Political Savvy  Oral Communication  Written Communication
    43. 43. Continuous Improvement Question 7c Rate Yourself: 1-5  Vision  Creativity and Innovation  External Awareness and Differentiation  Continual Learning
    44. 44. Leading Change Make and Take™ Question 7d Rate Yourself: 1-5  Change Agent  Flexibility  Resilience  Strategic Thinking
    45. 45. Leading People Make and Take™ Question 7e Rate Yourself: 1-5  Integrity, Honesty & Ethics  Coaching & Mentoring  Conflict Management  Empowerment  Team Building  Leveraging Diversity
    46. 46. Results Driven Make and Take™ Question 7f Rate Yourself: 1-5  Decision Making  Accountability  Customer Service  Decisiveness  Entrepreneurship  Problem Solving  Technical Credibility  Quality Assurance
    47. 47. Balanced Wheel of Competencies Results Driven Business Acumen Leading People Leading Change Continuous Improvement Building Coalitions
    48. 48. Self Identification of Growth Area Make and Take™ Question 8  What’s the one thing you need to learn in the next year that will take you to the next level?  Type the answer in the text box in 3 words or less.
    49. 49. Self Identification of Growth Area Make and Take™ Question 9 What would your staffstaff say you need to do more of?
    50. 50. Everyone’s a Coach, Everyone’s a Student
    51. 51. Everyone’s a Mentor & Everyone’s a Protégé
    52. 52. Every Day is a Training Day
    53. 53. Make and Take™ Question 10 Commitments to Growing Your Talent  Identify and share two things to do in the next six weeks to become more competent and confident in your job, now and for the future.  I will……..
    54. 54. Got Questions? Please type in the chat box… Or press *7 on your phone to unmute and talk to Mike. 55
    55. 55. Feedback please… What did you get out of this webinar? What will you do as a result of attending? 56 Mike Shellito, Shellito Training and Consulting 916-768-9172  mshellito@gmail.com
    56. 56. Next Month’s Webinar… Back by popular demand 57 Make and Take – Which Came First? Leader or Manager  Marie Knight  mknight@cityoforange.org  This is a must-attend for everyone on your team. Current and future leaders no matter their experience will benefit from Marie’s candid look at leadership in the 21st Century.

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