Organizational Development (OD), and Succession Planning ... · Wednesday, January 25th, 2006...

Wednesday, January 25th, 2006

Organizational Development(OD), and Succession Planning

for CGS

Report to Council

Presentation by:

Patrick ThomsonDirector of Human Resources and Organizational Development


Background

• Main finding of December 2004 Berkeley Reportwas:

“In order to prepare for retirements and to build itsManagement capability, as well as improvemorale, Sudbury urgently needs to invest in peopleand organization development.”


Background

• Other Berkeley findings:

“Sudbury has an aging workforce and will face awave of Management retirements over the next 5or so years.”

• “There is, effectively, no succession planning,development of people, or a line of successors tooperating roles ... this poses a significantchallenge for the municipality.”


Background

• For the purposes of this Report, Berkeley onlymade 3 recommendations:

- Develop an organization change strategy.

- Identify and obtain the resources to support theplan - especially relative to an enhanced HumanResources and Organization Development unit.

- Receive the commitment and support of Councilfor the Program.


CGS’s Response to the Berkeley Report

• The Council approved Blueprint for change wasstaff’s chief response to date to the BerkeleyReport.

• Council approved that 2 Full Time staff be addedto the renamed Human Resources andOrganizational Development Division.

• In addition, given current budget challenges in2006, no additional training dollars wererecommended to address this issue.



• Widely accepted in Management journals, thatorganizations need to invest typically 1% of theirtotal wage bill, in training annually.

• CGS’s 2006 Corporate Training budget is$116,000.

• 1% would equal $1.5 MM (a gap of $1.4 MM).



• Tonight’s Report contains a resolution, not foradditional budgetted dollars, but simply aredirection of existing annual unexpenditures inprofessional development and training accounts,into a new Organizational Development ReserveFund.

• This will provide a dedicated repository for otherone-time surpluses Council may elect to invest inOrganizational Development, in the future.


Overview of SMT’s OD and SuccessionPlanning Strategy

• SMT approved a strategy at its October 5th, 2005meeting.

• Strategy identifies Inputs (needs identification) -Processes (Training and OD) - Outputs (expectedresults).



• Proposed Inputs:

1. New Management Performance andDevelopment Review (MPDR) System to belaunched February 10th, 2006. Program will:

- identify performance gaps.

- identify behaviourial competencies needed formajor job families.



• - identify individual performance on thosecompetencies.

- contain a professional development and careeraspirations discussion section.

- contain a personal development and wellnesssection.



• 2. Annual SMT Succession Planning exercise willidentify:

- succession gaps.

- high potential staff.

- technical and managerial needs by job familiesand Incumbents.

- allows for a CGS wide look at possible staffmovement.



• 3. Our new OD Internet site will allow Employeesto self nominate for training, and identify theirtraining needs to CGS.

• 4. The OD group will be identifying best practices,bringing forward program refinements to theSMT for consideration.

• These inputs will be marshalled to create“Employee profiles”, using a PeopleSoft modulethat CGS purchased on amalgamation.


Proposed OD Processes

• Five processes are envisioned.

• Process #1 -

CGS will create a Management DevelopmentProgram (in partnership with one or more postsecondary institutions in Ontario):

- customized content based on inputs (needsidentified).

- courses timed with CGS business processes.- target group - Directors/Managers in CGS.- personal profiles updated electronically.



• Process #2 -

CGS will create a Supervision LeadershipProgram:

- in partnership with Cambrian College (oralternate).

- courses selected based on inputs (needsidentified).

- target group CGS Front Line Supervisors andidentified sole contributors.

- personal profiles updated electronically.



• Process #3 -

CGS’s Annual Training Calendar:

- open to all Employees on line.- emphasizes on line learning, webinars, and

evening courses.- selected day shift offerings.- selection criteria and maximum enrollments pre-

published.- personal profiles updated electronically.- target group Full Time Permanent Non Union /

Union sole contributors at CGS.



• Process #4 -

CGS’s Talent Management Program:

- once high performance/high potential staff areidentified, intended to ensure these staff areretained and developed.

- conditional on success of MPDR and AnnualSuccession Planning exercise, as well as culturaltolerance.

- will likely focus on formalized mentoring, andspecific secondment/project work.



• Process #5 -

CGS Talent Acquisition Program:

- intended to better resource the acquisition oftalent from outside CGS on specific vacancies(i.e. similar approach to physician recruitment).

- possible partnership with Ministry of NorthernDevelopment and Mines (as funds allocated).


Expected Outputs

• More Employee/Supervisor awareness ofperformance and competency gaps.

• Employees offered focused training to addressgaps and enhance performance.

• Feedback and assessment loop evaluates whetherour processes are achieving our desired results.

• SMT provided with accurate global information onour available human capital.


Expected Outputs

• Should create perception that CGS invests in itsEmployees, wants them to succeed.

• Should enhance motivation and job satisfaction.

• Should provide for long term staff stability andgrowth to better meet the needs of the community.

• Should address CGS’s looming succession gapissue.


Action Requested

• That CGS Council support the creation of anOrganizational Development Reserve Fund andresource that fund with the following by-law:

“Whereas the 2004 Management Structure andPractices Review Report identified an urgentneed for CGS to invest in people andOrganizational Development;

And Whereas CGS expects a significant numberof its Supervisory and Managerial staff to beeligible to retire within the next 5 years;


Action Requested

• And Whereas it is commonly accepted thatorganizations need to invest 1% of their annualsalary budgets in Organizational Development andtraining to achieve success;

And Whereas CGS’s current total commitment totraining does not approach that benchmark;

And Whereas Council seeks to address thisfunding gap, working within the fiscal realities ofthe municipality;


Action Requested

• Therefore Be It Resolved that Council directs staffto create an Organizational Development ReserveFund for CGS; and

That, commencing with the 2005 fiscal year end,the annual under expenditures in all trainingrelated budget line accounts (including conference/seminars, association dues, professionaldevelopment, tuition fees, corporate training,safety education, travel and accommodation,accreditation fees, licence fees and dues,memberships, meals, conferences, and allParamedic and supervisory related training) bedirectly deposited into the OrganizationalDevelopment Reserve Fund at year end;


Action Requested

• And That funds deposited to the Reserve be usedfor training and development of CGS staff.

• And That control over the Reserve Fund be vestedwith the Director of Human Resources andOrganizational Development.”

• If Council supports the recommendation, the SMTcommits to report back on adequacy of fund infulfilling our needs.


OD and Succession Planning

• Questions?

Organizational Development (OD), and Succession Planning ... · Wednesday, January 25th, 2006...

Documents

Transcript of Organizational Development (OD), and Succession Planning ... · Wednesday, January 25th, 2006...