Post on 23-Jan-2015
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Succession Succession PlanningPlanning
A Way to Beat the A Way to Beat the Talent CrisisTalent Crisis
Nagtad ConferenceAugust, 2007
Laurette Burdyl
Workforce trendsWorkforce trendsWorkforce is projected to Workforce is projected to
grow more slowly in the grow more slowly in the futurefuture
• Workforce grew 2.6% in the Workforce grew 2.6% in the 1970’s1970’s
• Will slow to .6% in 2010 and Will slow to .6% in 2010 and .4% in 2020.4% in 2020
» Rand Corporation Report , February 2007
Scarcity of WorkersScarcity of Workers• Competition for Competition for
skilled workers will skilled workers will increaseincrease
• Competition for new Competition for new
workers will increaseworkers will increase
Rand Corporation Report , February 2007
Leadership VacuumLeadership Vacuum• As large cohorts of older employees As large cohorts of older employees
leave companies, they will take with leave companies, they will take with them a significant amount of them a significant amount of experience and knowledge about the experience and knowledge about the companycompany
• By 2010, the US will have 15% decline By 2010, the US will have 15% decline in the number of 35-44 year olds – in the number of 35-44 year olds – prime age group for middle managersprime age group for middle managers
»Business for Social Responsibility, February, 2006
Increased Turn overIncreased Turn over• 45% of American workers 45% of American workers
want to change jobs at want to change jobs at least every 3-5 years; up least every 3-5 years; up from 26% in 1999from 26% in 1999
» Business for Social Responsibility, February, 2006
Public SectorPublic Sector
• Fewer college graduates are Fewer college graduates are selecting public serviceselecting public service
• Not grooming professionals Not grooming professionals already in the pipelinealready in the pipeline
» IPMA Webinar, May, 2007IPMA Webinar, May, 2007
Trends Impacting HRD Trends Impacting HRD FieldField
• Drastic Times, Drastic Drastic Times, Drastic MeasuresMeasures
• New Faces, New ExpectationsNew Faces, New Expectations
• Work Be Nimble, Work Be Work Be Nimble, Work Be QuickQuick
» ASTD Competency Study, 2004
Trainers have a new Trainers have a new role?role?
• Brainstorm in small groups how Brainstorm in small groups how you think the role of Learning you think the role of Learning Professionals is impacted by Professionals is impacted by workforce changes?workforce changes?
A New Role for the A New Role for the Learning Learning
ProfessionalProfessional• A broader role that deals with A broader role that deals with
talent management issues talent management issues related to:related to:
•RecruitmentRecruitment•DevelopmentDevelopment•RetentionRetention
Role Cont.Role Cont.• A role that directly links to A role that directly links to
organizational goalsorganizational goals•ID talent needed to meet ID talent needed to meet organizational goalsorganizational goals
•Create recruitment, Create recruitment, development and retention development and retention strategies to meet talent goalsstrategies to meet talent goals
•Develop staff to become Develop staff to become productive faster, to contribute productive faster, to contribute more and to stay longermore and to stay longer
HRD’s RoleHRD’s RoleASTD Competency Study – 2004
Career Planning and Talent Management
Workforce/succession planning approachesWorkforce/succession planning approaches
Job analysis toolsJob analysis tools
Career development approachesCareer development approaches
Managerial and leadership development Managerial and leadership development bestbest
practicespractices
Coaching and mentoring approachesCoaching and mentoring approaches
Assess your agency’s TM Assess your agency’s TM efforteffort
√√Our strategic plan addresses human resources Our strategic plan addresses human resources
issues _____issues _____
We can identify our most critical positionsWe can identify our most critical positions _____ _____
Recruiting efforts identify and attract the kind ofRecruiting efforts identify and attract the kind ofapplicants we need applicants we need
_____ _____
We know our current and projected turnover rates We know our current and projected turnover rates _____ _____
We know why those who leave choose to do soWe know why those who leave choose to do so _____ _____
We know why those who stay choose to do soWe know why those who stay choose to do so ______ ______
Managers create a work environment that retainsManagers create a work environment that retains
high performers high performers _____ _____
We use a variety of knowledge transfer methods We use a variety of knowledge transfer methods __________
We can identify the most critical knowledge that We can identify the most critical knowledge that
needs to be captured needs to be captured _____ _____
Critical processes are documented Critical processes are documented __________
Employees have individualized development plans Employees have individualized development plans __________
Potential leaders are being developed for future Potential leaders are being developed for future
leadership responsibilities leadership responsibilities __________
We identify important competenciesWe 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 InitiativesSC WFP Initiatives
• Enhanced Workforce Enhanced Workforce Planning Website:Planning Website:
http://www.ohr.sc.gov
• Emphasis on recruitment, Emphasis on recruitment, retention, and retention, and developmentdevelopment
InitiativesInitiatives•DemographicsDemographics•Retirement TrendsRetirement Trends
•Use of “Teri” and RetireesUse of “Teri” and Retirees
•Workforce Planning Workforce Planning ChampionsChampions
•WFP QuestionnaireWFP Questionnaire
Succession Succession PlanningPlanning
Ensures the Ensures the continued continued effective effective performance of performance of an organization an organization by establishing a by establishing a process to process to develop critical develop critical competencies and competencies and replace key staff replace key staff over timeover time
Succession Planning Succession Planning vs. Replacement vs. Replacement
PlanningPlanning• Replacement planning: is about Replacement planning: is about
immediate needs, a point in time immediate needs, a point in time assessment of the availability of key assessment of the availability of key back-ups who can step in and contribute back-ups who can step in and contribute quicklyquickly
• Succession planning: is concerned with Succession planning: is concerned with longer range needs and the development longer range needs and the development of talent to meet those needs.of talent to meet those needs.
Succession Planning Succession Planning ModelModel
•Assess Staffing & Knowledge GapsAssess Staffing & Knowledge Gaps •Determine PrioritiesDetermine Priorities
•Develop PlanDevelop Plan• Include strategies and outcome Include strategies and outcome
measuresmeasures
•CommunicateCommunicate•EvaluateEvaluate
Developing a Developing a Succession PlanSuccession Plan
Where to start:Where to start:• ID areas where significant loss of ID areas where significant loss of
knowledge and skills will occur soon.knowledge and skills will occur soon.• ID “high value” knowledge and skills ID “high value” knowledge and skills
- core business processes/programs - core business processes/programs most vulnerable to turn over.most vulnerable to turn over.
• Based on the above criteria, select a Based on the above criteria, select a function(s) in your organization that function(s) in your organization that would benefit from succession would benefit from succession planning.planning.
Identify Staffing Levels Identify Staffing Levels and KSA’sand KSA’s
• Which job functions will remain Which job functions will remain
unchanged?unchanged?
• What services may be discontinued or What services may be discontinued or
downsized?downsized?
• What services may be expanded?What services may be expanded?
• Will reengineering, process Will reengineering, process
improvement or technology impact improvement or technology impact
staffing levelsstaffing levels ?
Identify Staffing Levels Identify Staffing Levels ……..……..
• What job functions, if any, will be What job functions, if any, will be
consolidated?consolidated?
• Will the projected workload Will the projected workload
volume increase or decrease?volume increase or decrease?
• Will staffing levels change? If so, Will staffing levels change? If so,
how?how?
• What KSA’s are needed to perform What KSA’s are needed to perform
the targeted job functions?the targeted job functions?
Project Anticipated Project Anticipated Knowledge and Skills Knowledge and Skills
GapsGaps List critical List critical
knowledge and knowledge and
skill gaps that exist skill gaps that exist
or will exist due to or will exist due to
retirements and retirements and
potential turn-overpotential turn-over..
Select most feasible succession planning strategies
StrategiesStrategies• Position Classification ActionsPosition Classification Actions
• Recruitment and Selection Recruitment and Selection ActionsActions
• Retention StrategiesRetention Strategies
• Knowledge TransferKnowledge Transfer
• Staff DevelopmentStaff Development
SC AgencySC Agency
InitiativesInitiatives• Leadership Development Leadership Development
ProgramsPrograms• Job shadowingJob shadowing• Job AidsJob Aids• Individual Development PlansIndividual Development Plans• MentoringMentoring• Job analysisJob analysis• Job rotationJob rotation• Community of Practice (COP)Community of Practice (COP)
Leadership Development Leadership Development ProgramsPrograms
Groom potential leadersGroom potential leaders
• Include internal and external Include internal and external (CPM) leadership programs(CPM) leadership programs
• Based on organizational Based on organizational Leadership competencies Leadership competencies
• Give Agency big pictureGive Agency big picture• Foster relationship buildingFoster relationship building
Retention/DevelopmentRetention/Development
Job ShadowingJob Shadowing
Pair up veteran Pair up veteran
performer with performer with
less experienced less experienced
performerperformer• Share a little history Share a little history
of the jobof the job
• Talk about the roles Talk about the roles
& responsibilities& responsibilities
Job Shadowing TipsJob Shadowing Tips
• Describe the personal attributes Describe the personal attributes
that match the jobthat match the job
• Debrief and coachDebrief and coach
• Discuss educational requirements, Discuss educational requirements,
the career ladder for the job and the career ladder for the job and
related positionsrelated positions
Knowledge transfer/development
Job AidsJob AidsAnything that helps people perform in Anything that helps people perform in
real time. real time. Examples: Checklists, Desk Manual, Examples: Checklists, Desk Manual,
Flowchart, Guide, Reference SourceFlowchart, Guide, Reference Source
– Make it clear & conciseMake it clear & concise– Keep it simpleKeep it simple– Make it easily accessibleMake it easily accessible– Update contentUpdate content
Assist with knowledge transferAssist with knowledge transfer
Individual Development Individual Development PlansPlans
A developmental plan enhances A developmental plan enhances current and future job skills and current and future job skills and capabilitiescapabilities
– ID’S strengths and weaknessesID’S strengths and weaknesses– Sets up developmental goalsSets up developmental goals– Offers access to learning opportunitiesOffers access to learning opportunities
– Development/RetentionDevelopment/Retention
IDP Do’sIDP Do’s
• Focus on strengthsFocus on strengths• Think in 3 month incrementsThink in 3 month increments
• Include information from Include information from othersothers
• Connect to the organization’s Connect to the organization’s core competenciescore competencies
• Budget for time and resourcesBudget for time and resources
IDP Don’tsIDP Don’ts
• Ignore significant weaknessesIgnore significant weaknesses• Use vague developmental Use vague developmental
plansplans
• Just focus on trainingJust focus on training
• Forget personal goals and Forget personal goals and aspirationsaspirations
• Leave out baseline dataLeave out baseline data
Mentoring ProgramsMentoring Programs
Mentors offer advice and support based Mentors offer advice and support based on their expertise and experience – on their expertise and experience – usually not the mentee’s supervisorusually not the mentee’s supervisor
• Customize to the individualCustomize to the individual• Use to broaden perspectiveUse to broaden perspective• Transfers knowledge on organizational Transfers knowledge on organizational
cultureculture
Retention/Knowledge transfer/DevelopmentRetention/Knowledge transfer/Development
Job AnalysisJob 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 Used in hiring and developmentdevelopment
Criticality AnalysisCriticality Analysis
You make the decision for which You make the decision for which tasks require training by looking tasks require training by looking at four factorsat four factors
– How often is the task done?How often is the task done?– How difficult is the task to do?How difficult is the task to do?– How important is it to the job?How important is it to the job?– How much training will be required How much training will be required
to become proficient at the task?to become proficient at the task?
Job RotationJob Rotation
Formal program in which a person or Formal program in which a person or group of persons experience a variety group of persons experience a variety of tasks in several different positionsof tasks in several different positions
• Prepares individuals for increasing Prepares individuals for increasing responsibilitiesresponsibilities
• Determine what knowledge needs to be Determine what knowledge needs to be sharedshared
• Program should have clearly defined goals Program should have clearly defined goals and purposeand purpose
On the job experience is most effective On the job experience is most effective method of knowledge transfermethod of knowledge transfer
Community of Community of Practice/Interest: Practice/Interest:
A group of individuals sharing a A group of individuals sharing a common working practice over a common working practice over a period of time, though not part of period of time, though not part of a formally constituted work teama formally constituted work team
- generally cuts across - generally cuts across organizational boundaries and organizational boundaries and enables individuals to acquire new enables individuals to acquire new knowledge fasterknowledge faster
Knowledge transferKnowledge transfer
Community of Community of Practice/Interest:Practice/Interest:
Why?Why?• Provides a sanctioned mechanism Provides a sanctioned mechanism
for sharing knowledgefor sharing knowledge• Leads to improved network of Leads to improved network of
contactscontacts• Provides peer recognition and Provides peer recognition and
continuous learningcontinuous learning• Provides a mechanism for sharing Provides a mechanism for sharing
tacit knowledgetacit knowledge
Community of Community of Practice/Interest:Practice/Interest:
How?How?• Determine what knowledge Determine what knowledge
people need to sharepeople need to share• Determine the purpose of the Determine the purpose of the
group, e.g., solving everyday group, e.g., solving everyday work problems, developing and work problems, developing and disseminating best practices, etc.disseminating best practices, etc.
• Clarify roles and responsibilitiesClarify roles and responsibilities• Provide resources and supportProvide resources and support
Community of Practice/ Community of Practice/ Interest:Interest:
Do’s & Don’tsDo’s & Don’ts• Membership
should be voluntary
• Recruit those who are seen as experts and trusted as information sources
• Management Management should not should not dictate actiondictate action
Knowledge Transfer Planning Knowledge Transfer Planning ActivityActivity
1.1. Select a KT area.Select a KT area.
2.2. ID knowledge and skills gap.ID knowledge and skills gap.3. Select KT strategies.4. What will help your plan?5. What could hurt your plan?6. Determine first steps.
SummarySummary• Great opportunities exist for Great opportunities exist for
the Human Resource the Human Resource Development fieldDevelopment field
• Talent management is the key Talent management is the key to retaining, developing and to retaining, developing and acquiring top notch employeesacquiring top notch employees
• Just start somewhere………Just start somewhere………
Questions?Questions?
ResourcesResourcesASTD Competency Study, 2004Forces Shaping the US Workforce, Rand Report, Feb.
2007Changing Labor-Demographic Trends, BSR, Feb. 2006Strategies for Preparing for the Next Generation, IPMA
Webinar, May 2007The Strategic Development of Talent, Rothwell and
Kazanaz, 2003www.cs.state.ny.us/successionplanningDo You Believe the Hype, Training Magazine, Sept.,
2006Succession Planning: Take Two, ASTD Info Line, May
2004
Succession Succession PlanningPlanning
A Way to Beat the A Way to Beat the Talent CrisisTalent Crisis
Nagtad ConferenceAugust, 2007
Laurette Burdyl