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The Future of Your Department: Planning for Tomorrow
Chris Nunes, CPRE- The Woodlands Township, Texas
Massachusetts Parks and Recreation Association Annual Conference, Hyannis MA
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Before we start………
• Why are you at this session?
• What does succession planning mean to you/your agency?
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• Describe the need for and the tools to implement a succession plan
• Identify competencies needed for parks and recreation professionals
• Discuss ideas for employee development to implement in their own agencies
Session Objectives
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Session Overview
• What is Succession Planning?
• Need for Succession Planning
• Succession Plan Steps – Understand Development
needs– Identify Potential
Successors – Develop and Train
Successors– Promote and Compensate
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Succession Plan
• Why Isn’t Succession Planning More Common? – Time consuming– Important, but not urgent– No immediate results– Resistance from managers
and directors (threatened)– Political instability– Mentality that employees are
short-term
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Succession Plan
• Why Succession Planning SHOULD be a Common Practice – Turnover will always create vacancies– High preforming employees will seek more attractive
opportunities– Limited talent pool – Opportunity to identify potential leaders and groom
them for advancement/Build bench strength– Generational issues between workforce – Helps the organization prepare for the future
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Succession Plan
Succession Planning Defined:
Identifying and preparing suitable employees through training and mentoring to assume key positions within the organization.
Find them, train them, mentor them, and keep them……..
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Need for Succession Planning
• Retirement– 83 million boomers
• 1946-1964
– 90 million boomers by 2025
– 30-50% of seasoned professionals ready to retire
• Economy • 60% of companies don’t
know what they will do about this-YIKES!!
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Need for Succession Planning
• Generation X– 35-44 years old– 64 million strong but
smaller than the Baby Boomers
– Void of knowledge, leadership, skills, and abilities.
• Generation Y-Double the size of Generation X
• Where do you focus the time and effort?
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• Why people leave?– 53% seek better
compensation and benefits.
– 35% cited dissatisfaction with potential career development.
– 32% said they were ready for a new experience.
Need for Succession Planning
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Succession Plan
• Why Plan?
– Identify expected vacancies
– Prevent knowledge drain
– Preparation for new leadership
– Identify workforce development needs
– Ready to fill vacated positions without wasting resources
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Succession Plan
Succession Plans
• Long-term: 12-36 months
• Focus on future leadership
• Develops leaders capable of filling multiple assignments
Replacement Plans
• Short term: 0-12 months
• Focus on immediate needs
• Develops back-up staff for key positions
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• Goals of a Succession Plan– Improved retention and employee
satisfaction
– Enhanced commitment of exceptional employees
– Stronger organization/long term sustainability
– Organization can efficiently and effectively function during a search
– Assures continuity & a strong organization for a new employee
Succession Plan
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Succession Planning Steps
Step 1- Understand Development needs Step 2- Identify Potential Successors Step 3- Develop and Train Successors Step 4- Promote and Compensate
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Understand Development Needs
• Map out competencies and needs of organization
• Assess competency gap (organizations and individuals) based on mission, vision and values of organization
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• Competencies – Skills - abilities
required to perform the position
– Knowledge – information required for the position
– Characteristics –attitudes, personality factors or mental traits needed
Understand Development Needs
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Model for Effective
Performance
The The individual’s individual’s
competenciescompetencies
The job’s The job’s demandsdemands
The The organizational organizational environmentenvironment
Effective specific Effective specific actions or actions or behaviorsbehaviors
BALANCEBALANCE
Boyatzis (1982)
Understand DevelopmentNeeds
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• Understanding Competencies Will Provide For?
– Efficiency & Effectiveness– Clarifying effective
performance requirements– Align skills with strategic
direction– Help organization become
“lean & mean”– Hire right people– Predict success of
employee
Understand Development
Needs
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Understand Development
Needs • Job skills - Hard skills
• Strategic thinking• Financial• Resource Management• Human Resources• Planning
• Characteristics - soft skills• Customer Service• Interpersonal skills• Creativity/Innovation• People Management
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Job SkillsJob Skills
CharacteristicsCharacteristics
EntrEntryy
LevLevelel
CEOCEO
Understand Development
Needs
Ass
ess
the
com
pete
ncy
gap
Middle Middle Mgmt.Mgmt.
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• Common Competencies– Communication skills– Customer service– Leadership & management principles– Creativity & innovation– Multi-tasking & time management– Flexible, adaptable, innovative, creative– Solve problems & make decisions– Networking– Comprehensive knowledge of the field
25 common competencies
Understand Development
Needs
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Understand Development Needs
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• Develop a success profile for key position’s in the organization– What competencies are
critical for each position?– Select 2-3 people per
position to develop
Understand Development
Needs
Only 10% focus on positions below executive level –www.successionplanning101.com
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• What type of people are we looking for?– Do I have the right
people already in the organization?
– Are these people in the “right seats”?
– Are these people committed to the mission?
– Revert back to the success profile.
Identify PotentialSuccessors
Focus beyond just high performers!!!!
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Generation Ages Attributes Learning Styles
Training Style
ManagementStyle
Silent Born before 1946 (62-83)
Like hierarchy and orderComfortable with direct leadershipWilling to climb the ladder patientlyDifficult to adjust to change
AuditoryDataMonologue
ClassroomFormalQuite
ControlAuthorityThinkers
Baby Boomers 1946- 1964 (43-61)
Believe in value of hard workValue democratic work environmentView work groups as social groupsSeek to change institutions
VisualMetaphorsDialogue
RoundtableRelaxedPlanned
CooperationCompetency Doers
Generation X 1965-1977 (30-42)
Want to be cutting edgeWilling to break the rulesAdaptive to change and new technology
Kinesthetic SensoryStories
UnplannedSpontaneousInteractive
ConsensusCreativityFeelers
Generation Y 1978-1990 (18-29)
Instant GenerationTech SavvyLimited employee loyalty Upward mobility- no waitCynicism towards organizationsValue input, feedback and mentoring
Kinesthetic SensoryStories
UnplannedSpontaneousInteractive
ConsensusCreativityFeelers
Identify Potential Successors
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• Successor Trails– Soft and Hard Skills
– Task-and results-oriented
– Possesses people skills
– Knows how to build relationships
– Self-esteem
– Personal confidence
– Willingness to learn/change
Identify Potential Successors
What the previous director, superintendent, supervisor, coordinator was……..may or may not be what you need…….
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• Where do I find them?– Home agency
– Within City/County/Commission
– Internships
– Neighboring Agency/City
– Non Profit’s (YMCA/JCC, Chamber of Commerce, Convention and Visitor Bureau)
– Program participants
– For profit agencies
– Other????
Identify PotentialSuccessors
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Identify Potential Successors
Advantages
• Provides rewards and incentives for great employees
• Cost effective
• Morale-boosting
• Institutional knowledge
Disadvantages
• Organizational inbreeding
• Possible infighting or jockeying for position
• Heavy load on training and development
Internal vs External Candidates?????
Partially from Martinez-Purson, 2006
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Identify Potential Successors
• HiPo’s are people who have not hit a career plateau are capable of advancing two or more levels in the profession and exceed minimum job expectations.
• What are their Pro’s and Con’s?
What are HiPo’s??
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Develop & Train Successors
• Systematic effort • “Grow your own” • Exposure beyond division• Start early -On boarding and
orientation • Hire for next position • Peter Principle/Halo and
Horns
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Develop & Train Successors
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Develop & Train Successors
Orientation Packet
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Develop and Train Successors
• Simple Methods– Lead by Example– Provide them time– Ask questions to staff to
develop them– Provide timely and honest
feedback
• Hire tough– Never lower standards just to
fill a position!– Interview process
• Panel• Group• Staff
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• Tools of the Trade-– Performance Reviews– Development Plan– Conference Plan – Mentoring
• Professional Development– Develop your own– Benchmarking skills– Assessing the competency gap
• Hiring criteria & employee selection– Tough interviews– Who is involved with the selection???
Develop & Train Successors
Overall, create an organizational learning culture
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Develop & Train Successors
• Performance Reviews– 360 review
– Honesty
– Professional Goal Setting
– Ability to identity weakness, strengths, abilities, etc
– Outcome can be a professional development plan
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Develop & Train Successors
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Develop & Train Successors
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• Conference Plan
Develop & Train Successors
Creating an organizational learning culture
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Develop & Train Successors
• Mentoring/Coaching– Formal or informal, same or
different organizations– Builds organizational loyalty– Customized “on the job”
development– Inexpensive – primarily
“soft costs”– NRPA Young
Professionals/Administrator
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Develop & Train Successors
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Develop and Train Successors
• Lunch and Learn– Able to build knowledge
and common understanding within an organization
– Offered to all employees– Leadership Topics
• Leadership, Communication, Decision Making
– Job Interview Skills• Resume, Interview, Cover
Letter
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Develop and Train Successors
• Hire tough– Never lower
standards just to fill a position!
– Be willing to wait time to get your candidate
– Interview process• Panel• Group• Staff• Site Visits
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Promote & Compensate
• How to retain exceptional employee’s– Competitive salaries
– Competitive vacation and holidays
– Tuition reimbursement
– Positive environment
– Enable a balance of work & life
• Phased in retirements• Flexible work schedules
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Promote & Compensate
• Retaining exceptional employees– Provide feedback– Recognize success– Provide opportunities to be
creative, express initiative and make a difference
– Reputation breeds retention– Provide the tools needed to
do the job• Prepare them for advancement
– Provide information & knowledge
– Mentoring
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Final Thoughts!!!
• What are you doing?
(Standiford, 2004)
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Final Thoughts!!!
• Model staff development by developing yourself!– Get out of your comfort zone– Read 10 minutes a day– Listen to people– Set specific goals for yourself and your team– Stay positive– Give back—your legacy is what you leave
with others
(Standiford, 2004)
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Final Thoughts!!!
• Thank You!!!!
Chris Nunes, CPRE, Ph.D.Director of Parks and RecreationThe Woodlands Township 2801 Technology Forest BlvdThe Woodlands, TX [email protected]