Succession Planning and Knowledge Management€¦ · –IFMA FMP Prep Course –Building...
Transcript of Succession Planning and Knowledge Management€¦ · –IFMA FMP Prep Course –Building...
Succession Planning and Knowledge Management
Tackle what seems like an uphill battle
Jake Smithwick, PhD, FMP, SFPThe Simplar Institute
University of North Carolina at Charlotte
• Group of researchers and educators
• Integrated within the parties (clients/buyers and vendors)
• Developed tools, methods, & training to enhance:
– Organizational Transformation
– Procurement & Sourcing
– Project & Risk Management
– Operational Efficiency
– Human Dimensions
– Performance Measurements
– Benchmarking & Workforce
– Facility Management Professional Training
Simplar Institute
• Knowledge Inventory built on a career of successes and failures,
• Knowledge provides:– operational efficiency
– foster innovation
– reduce errors
What Are We Actually Talking About?
Knowledge Management
Why We Need to Address It
Strategic Issues Challenges
• Reduced efficiency and an increase in critical errors
• Inhibits innovation
• Reduces the ability to pursue growth strategies
• Industry keeps growing.
• Finding new FM talent is a challenge
• Maintaining a head count guarantees a net loss of an organization’s knowledge
Construction Industry Institute (CII). (2013). Transferring Experiential Knowledge from the Near-retirement
Generation to the Next Generation (No. 292–1). University of Texas at Austin.
Average Age in Construction
36
37
38
39
40
41
42
43
1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014
Ave
rage
Age
SOURCE: Data Ferret – Current Population Survey, U.S. Bureau of Labor Statistics.
Construction Demographics
SOURCE: Data Ferret – Current Population Survey, U.S. Bureau of Labor Statistics.
15
19
23
27
31
35
39
43
47
51
55
59
63
67
71
75
79
Age
2014
2007
• National Healthcare Facility Director Study – 217 unique directors and healthcare systems (US only)
• 57% Healthcare FM workforce will be retiring with 10 years– 35% in 5-10 years– 22% in less than 5 years
• Average experience prior to being a Healthcare FM – Build Tradesperson: 10yrs trade + 3yrs Management– Facility Professional: 5yrs trade + 7yrs Management– Construction Professional: 10yrs trade + 9yrs Management
• Average of 5 years to advance from entry level Healthcare FM
Key Healthcare FM Info
• Traditional approach: promote mid-level employees to senior positions
• An adjustment is needed – the “bubble” is addressed, but experiential knowledge loss is a problem
Filling the gap is only half the battle
Space Managed (SF)Entry-level FMs
(avg.)O&M Staff (avg. range)
<500,000 1 1-10
500,000 - 1,000,000 2 11-50
1,000,001 - 2,000,000 2 11-50
2,000,001 - 4,000,000 5 51-100
4,000,001 - 7,000,000 7 101-200
>7,000,000 10 201-500
General Healthcare FM Staffing
More than 80% of Healthcare FM staff is in-house
Spend on Works Orders highly correlated to FTEs
Research Methodology
➢ Interviewed twelve
contractors who
recently experienced
leadership transition.
➢ Analyzed data for
trends, insights, and
bright spots.
➢ Review existing books,
papers, etc.
Some research in the area
Perrenoud, A. J., & Sullivan, K. T. (2016). Analysis of Executive Succession Planning in 12 Construction
Companies. International Journal of Construction Education and Research, p 1–17.
https://doi.org/10.1080/15578771.2016.1143892
Findings
➢ Typical Successful Plan Duration - 9 yrs
➢ Planning & Selection - 2 yrs
➢ Preparing the Successor - 3 yrs
➢ Transitioning & Mentoring - 4 yrs
➢ Poor/unexpected health issues leading factor to succession
and high correlation to difficulties with transition
➢ Average successor had 15yrs experience & was 45yrs old.
Findings
Findings
➢ 100% of companies used outside consultation
➢ 30% used a succession consultant to assist with positive
internal relationships during the transition
➢ 50% lost senior leadership as a result of the transition
➢ Average loss was 1/3 of senior leaders
➢ half left due to selection, 33% due to new boss’
management style
Findings cont’d
Knowledge Retention
Prepare Assess Plan Execute Monitor
Knowledge Retention Program
Construction Industry Institute (CII). (2013). Transferring Experiential Knowledge from the Near-retirement
Generation to the Next Generation (No. 292–1). University of Texas at Austin.
OrganizationSubject
AreaSubject Experts
• 1) Prepare for Knowledge Retention program– Support infrastructure
–Program scope
–Objectives
–Align internal team
Get Ready
Prepare Assess Plan Execute Monitor
See Where You’re At
• 2) Business Unit Demographic Analysis– identify need to experiential knowledge mgmt.
• 3) Confirm Feasibility for Continued Efforts
• 4) Prioritize areas for Knowledge Retention–what is the FM units “bench strength”
Prepare Assess Plan Execute Monitor
Make a Plan
• 5) Understand the Environment– identify need to experiential knowledge mgmt.
• 6) Identify What Knowledge to Transfer
• 7) Prepare a Business Case– identify the effort required, benefits, and cost
Prepare Assess Plan Execute Monitor
Let’s Get Going!
8) Develop Implementation Plan
9) Begin Implementation– collect lessons learned as you go!
Prepare Assess Plan Execute Monitor
See It Through to the End
10) Monitor Effectiveness– continuous improvement
– ensure goals are met
– what can be done for next time
Prepare Assess Plan Execute Monitor
This is really all about PEOPLE
• Benchmarking High Performers and High Potentials – top to bottom –currently focused on engineering and construction professionals
• Measuring performance, attributes, personalities, and aptitudes
• Fast Tracking, Preparation, and Transition
• Laser-guide Talent Development– Identify the skills gap: best v. normal
– Determine what can/cannot be taught
– Train and educate what you can
CII Research Right Now
• Talent identification & development + training
• Industry expertise
• But more than anything… this is organizational change
Things To Immediately Consider
• Hire the Right Talent– Increased probability of finding employees who are the right “fit”
• Identify Existing Talent– Assess likelihood of success
• Retain Talent– Grow employees to achieve their maximum potential
How might these be used?
• Benchmarking Human Dimensions for High Performers
• Benchmarking Human Dimensions for High Performing Teams
• Benchmarking Organizational Performance and Production
• Early Identify Future High Performers
• Laser-Guided Talent Development
• Organizational Mapping
Profile & Benchmarking
Over 30 Master Degrees and 4 PhD Dissertations–What Psychological Tools are Available
–How to Assess People and Teams
–How to Collect Data
–What Data to Collect
Top 3 Tools Identified–HEXACO
– Emotional Intelligence
–DISC
Road to Today
Six major dimensions of personality categorized further into four facets
HEXACO Personality Inventory
HONESTY-HUMILITY
Sincerity
Fairness
Greed Avoidance
Modesty
EMOTIONALITY
Fearfulness
Anxiety
Dependence
Sentimentality
EXTRAVERSION
Social Self-Esteem
Social Boldness
Sociability
Liveliness
CONSCIENTIOUSNESS
Organization
Diligence
Perfectionism
Prudence
AGREEABLENESS
Forgivingness
Gentleness
Flexibility
Patience
OPENNESS TO EXPERIENCE
Aesthetic Appreciation
Inquisitiveness
Creativity
Unconventionality
- Each facet and dimension measured on a scale of 1 to 5
- 100 questions
- Respondents indicate agreement or disagreement with various statements
- Developed by Ashton & Lee
• Four primary skills under two main competencies: personal competence and social competence, measured from 1-100
Emotional Intelligence Appraisal
Personal Competence
SELF AWARENESS
SELF MANAGEMENT
Social Competence
SOCIAL AWARENESS
RELATIONSHIP MANAGEMENT
QDISC-101
• Individualized reports created for every respondent
• Report provides a detailed insight into an individual’s personality type
• Each assessment illustrates how the individual’s personality compares with the rest of the organization, and the overall industry
• Where information about the best-in-class in the industry is available, the report provides insight into how the individual compares against the best-in-class
Customized Individual Reports
Customized Individual Reports
Enhanced Decision Making
HiPerf PM
Honesty 3.21
Emotionality 2.99
Extraversion 3.33
Agreeableness 2.75
Conscientiousness 3.71
Openness 2.9
EQ 71
MBTI ESTJ
DISC D
“Susan”
Honesty 3
Emotionality 2.65
Extraversion 3.9
Agreeableness 3.56
Conscientiousness 4.12
Openness 2.12
EQ 68
MBTI ISTJ
DISC D
Honesty 3.78
Emotionality 2.84
Extraversion 3.45
Agreeableness 2.89
Conscientiousness 3.89
Openness 3.02
EQ 72
MBTI ISTJ
DISC D
“Larry”
Honesty 4.51
Emotionality 3.12
Extraversion 3.45
Agreeableness 3.32
Conscientiousness 2.99
Openness 2.56
EQ 78
MBTI ISFJ
DISC D
“Bob”
94% 85% 78%Aptitude Match
• Significantly Higher Extraversion– Enthusiastic
– Confident
– Positive
• Significantly Higher Conscientiousness – Organized
– Disciplined
– Precise
• Significantly Higher Altruism – Sympathetic
– Generous spirit
– Soft-hearted
Top Performers - Individuals
• Problem:– Contractors and Designers typically pick their team for a project based on
who is available at the time, not necessarily who is the best match for the owner’s personnel.
Team Performance – Case Study
• HEXACO – Honesty-Humility
Emotionality
Extraversion
Agreeableness
Conscientiousness
Openness
Self Awareness
Self Management
Social Awareness
Relationship Management
Overall Emotional Quotient
Team Performance – Case Study
Organizational Profile Mapping
Organizational Benchmarking
• How do you stack up?
• Use of human dimensionality through advanced psychological tools will enhance the decision-making in:– Identifying key talent (if allowed by the organization)
– Talent development
– Creating optimized teams
– Assigning teams to clients based on compatibility
– Identifying whom to promote
– Identifying whom to retain based on potential
– Identifying like-for-like replacements if a team loses a member
• This helps an organization become more sustainable
• If done for long enough, human dimensionality can be used to make better decisions
What does this all mean?
FM Training & Credentials
• 70% of organizations rate IFMA credentialed employees as having significantly higher performance
• For every $2,000 that a company spends on an employee to get trained/credentialed, they experience a 12% increase in employee performance on average– The average cost of 1% enhancement in employee performance is $164
• The average training for an IFMA credential results in more than a 40% increase in employee performance
Key Finding: Organizational Impact
FM Education & Training
• ASU FM Professional Training (also FM Master Degree available)– FM Core Courses (applied certificates)– IFMA FMP Prep Course– Building Information Modeling Courses
• Deliverables/projects are designed from the everyday tasks an FM performs
• Participant works on the deliverables/projects throughout the courses integrated into their job functions, buildings, and organizations
• Deliverables/projects are reviewed by the participant’s supervisor as well as an industry panel to further optimize and deliver value to their immediate job function.
• Expert professionals & teachers: numerous FM Experts, IFMA Fellows, etc. on curriculum
Non-Degree Programs Offered
• 100% online
• Self-paced
• Taught by– Industry
– SME’s
– IFMA Fellows
• Very high Satisfaction
Visit: https://pdt.engineering.asu.edu/
Participants Include…
Summary
• Not capturing the sum & substance of the predecessor
• No mentorship period after transition (or “too much”)
• Focusing too much on ownership/financial issues & not enough on leadership & organizational issues
• Not being prepared or last minute planning
• Only 40% of companies have a succession plan in place
Lessons Learned
Recommended Readings• Books
❑ To prepare yourself
– Succession: Are You Ready? (Marshall Goldsmith)
❑ To prepare the large corporation
– Effective Succession Planning 5th Edition (William J. Rothwell)
• Journal Articles– Passing the baton: The importance of sequence, timing, technique and
communication in executive succession. (Journal of Business Venturing, Vol. 17)
• Simplar Blog Posts [construction business focused]
– http://letstalkbusiness.net/some-company-founders-forget/
– http://letstalkbusiness.net/success-ion/
– http://letstalkbusiness.net/you-are-the-company/