Presented by:

Jejuana Brown (j.c.brown23@csuohio.edu)Joseph Han (joseph.han@csuohio.edu)

Facilities And Safety Team

Right People, Right Positions: an alignment & succession planning model

Task 1: Expectations

• In the blank space below, write down why you chose to be here, and what you hope to take from our time together. • With your neighbor, share what you have written. • What reasons did you identify?

• In this session you will: • Identify the skills, knowledge, attitudes, and leadership (SKAL)

needed for you and your team to succeed in difficult times. • Identify problem areas, as well as opportunities for your

department to exceed expectations. • Develop a personnel action plan, and a succession plan that you

can use immediately.

Task 2: The issue...

• Have you ever felt you were at the wrong place at the wrong time, with the wrong people? • Deadlines/credibility slipping• Staff performance issues• Ill-equipped to proceed• No visible way out

• What happens when people are in positions that do not fit them well?• Effect on the institution?• Effect on the department?• Effect on the individual?

Task 3: Identifying Solutions...

• How do we get the right people in the right positions?• What are some ways you are getting the right person in the

right position?• How do you know?

• Alignment - people and positions• Identify or define the SKAL’s needed for the position• Assess the person considered for the position/currently in

the position• Alignment matrix to achieve organizational effectiveness

Task 3A: Identify or define the KSA’sKNOWLEDGE (know how) SKILLS (Ability) ATTITUDE

(Willingness)Leadership Position

1. Demonstrated ability to deliver – on time/on budget2. Political acumen/Public Relations3. Visioning/Institutional/Global thinking4. BA/BS with MA/MS preferred

Adaptability- willing to be innovative

Openness -willing to receive feedback

Vulnerability/Courage - willing to take risks

Transparency – process that is not hidden

Ownership mindset – actively and openly supports institutional mission/ vision/goals

Customer focused – improves products, services and process that services the customers (On time/on budget) Professionalism – YES!

AVP/AVC

1. Supervisory/management experience2. Strategic planning/ Institutional thinking3. Public Relations/Political acumen4. BA/BS with MA/MS preferred

DIRECTOR

1. Budget (plan, manage, recommend)2. Supervision 3. Project/time management – quality assurance4. Technically proficient

MANAGER

1. Supervisory skills2. Project/time management – quality assurance3. Budget (expenditure tracking)4. Technical expertise (experience)

SUPERVISOR

1. Technical expertise (licenses/certifications)2. Time management3. Team player4. Quality output

STAFF

ADU

LTH

OO

D =

LEA

DER

(Competency)

Task 3B: Assess for AlignmentK S A POSITION

AVP/AVC

DIR

MNGR

SUPER

STAFF

STAFF SUPER MNGR DIR AVP

Goal = ab

ove th

e line

Weak SKAL

Sam, Long time Manager

Position & Experience

PAT -strong SKAL’s

Posi

tion

Requ

irem

ent

GAP !Potential !

PAT

C B C

A- A- A

Task 3B: Assess for Alignment

• Refer to handout Task 3B: Assess Alignment. Think of a person in your department who you feel is out of positional alignment. Using the list generated earlier, assess the KSA’s of the person you have in mind. Use the worksheet provided to complete the following:• Along the X-axis, identify the current position of the person• Draw a vertical line at the current position of the person• Along the Y- axis, identify the KSA’s the person currently has • Draw a horizontal line at the KSA’s for the person

• Where does the line cross? It is above or below the RANGE OF ALIGNMENT? Is the gap within ACCEPTABLE range?

• What options do you have to align the person to the appropriate position?

K S A POSITION

C B- B AVP/AVC

B- B- B- DIRECTOR

B+ A A MANAGER

A A- A SUPER-VISOR

A B A STAFF

STAFF SUPER MNGR DIR AVP

Task 3C: Succession Planning

Goal = ab

ove th

e line

Current Position

Joe

What does Joe need to

become a supervisor or a

manager?

Current SKAL

1. Is Joe willing?2. Is Joe competent?3. Is there an opportunity?

Potential !

Task 3C: Succession Planning, Joe Sample

• We have identified opportunity with our staff member, Joe.

• How would you prepare him for succession/advancement? 1. Assess willingness ****2. Develop competency: EFP, CEFP, APPA U, Supervisor’s Toolkit, other

development opportunity, in-house training3. Provide Opportunity: to shadow or attend meeting; head up projects

(risk-reward), create an environment which allows for advancement

Task 3D: Succession Planning, Your turn: worksheet

K S A POSITION

AVP/AVP

DIRECTOR

MANAGER

SUPER-VISOR

STAFF

STAFF SUPER MNGR DIR AVP

Current Position

Goal = above

the lin

e

Task 3D: Succession Planning, your turn

ASSESS THE NEED – Which positions are vital for operational continuity for your organization, and must be positioned for succession? (Hit by a truck...)

ASSESS WILLINGNESS – Assess the interest of the person. • Confirm their desire and willingness to pursue the targeted role.• Determine their willingness to meet the timeline.• Provide support for development, but DO NOT guarantee or promise the position/role.

ASSESS COMPETENCY – Select a person from your group/team that you recognize as having potential to meet the organizational need.

• Identify the target role for this person • Circle the current SKAL level of this person• Circle/determine the gap in SKAL needed to be closed by your target staff, or the

potential already existing• Determine development needs and the timeline for implementation

OPPORTUNITY – For me, opportunity comes when a person demonstrates: initiative, courage, integrity, judgment, and positivity.

Task 4: So what? Now what?

• What was the most significant idea you are taking from this session?

• How will you apply the idea to make a positive difference in your life?

• Getting the right people in the right positions requires understanding of your organization's mission and needs, while being committed to the well-being, training, and development of your staff.

• We believe that taking time to assess, align, and implement a development and succession plan is the best way to ensure effective and efficient delivery of programs, products, and services that our campus community is counting on.

Thank you for participating!

• Jejuana Brown (j.c.brown23@csuohio.edu) • Joseph Han (joseph.han@csuohio.edu)

Expectations & Takeaways

• Expectations______________________________________________________________________________________________________________________________________________________________________________________________

__________________________________________________

• Takeaways____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Task 3A: Identify or define the KSA’sKNOWLEDGE (know how) SKILLS (Ability) ATTITUDE

(Willingness)Leadership Position

1. Demonstrated ability to deliver – on time/on budget2. Political acumen/Public Relations3. Visioning/Institutional/Global thinking4. BA/BS with MA/MS preferred

Adaptability- willing to be innovative

Openness -willing to receive feedback

Vulnerability/Courage - willing to take risks

Transparency – process that is not hidden

Ownership mindset – actively and openly supports institutional mission/ vision/goals

Customer focused – improves products, services and process that services the customers (On time/on budget) Professionalism – YES!

AVP/AVC

1. Supervisory/management experience2. Strategic planning/ Institutional thinking 3. Public Relations/Political acumen4. BA/BS with MA/MS preferred

DIRECTOR

1. Budget (plan, manage, recommend)2. Supervision 3. Project/time management – quality assurance4. Technically proficient

MANAGER

1. Supervisory skills2. Project/time management – quality assurance3. Budget (expenditure tracking)4. Technical expertise (experience)

SUPERVISOR

1. Technical expertise (licenses/certifications)2. Time management3. Team player4. Quality output

STAFF

ADU

LTH

OO

D =

LEA

DER

(Competency)

Task 3B: Assess Alignment - handoutK S A POSITION

AVP/AVC

DIRECTOR

MANAGER

SUPER-VISOR

STAFF

STAFF SUPER MNGR DIR AVPGoal

= above

the lin

e

Position & Experience

Posi

tion

Requ

irem

ent

Task 3D: Succession Planning, Your turn: worksheet

K S A POSITION

AVP/AVC

DIRECTOR

MANAGER

SUPER-VISOR

STAFF

STAFF SUPER MNGR DIR AVPGoal

= above

the lin

e

Position & Experience

Posi

tion

Requ

irem

ent