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Putting your Succession Plan into
ActionAmy Hurd, Ph.D., CPRP- Illinois State
University
Chris Nunes, Ph.D., CPRP- The Woodlands, Texas
Before we start………
Do you have a plan? What does/does not
your plan address? Is your department
implementing its plan?
What are some weaknesses of the plan?
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
Session Overview
Overview Succession Planning
Competencies Based Management
Organizational Status
Programs That Work
Background Information 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
Background Information
Why Succession Planning SHOULD be a Common Practice › Leaders/potential leaders want to work for
quality organizations› Limited talent pool › Provides an opportunity to identify
potential leaders and groom them for advancement
› Helps the organization prepare for the future
Background Information
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
The Situation… CEO/Upper
Management › controls too much
information› is faced with health,
family issues that diverts considerable time from agency
› sees lucrative $$ package from another agency & leaves
› retires….
The Situation… 82.8 million boomers
› 1946-1964 2008, 78 million
ready for retirement Doesn’t account for
death, illness, major life changes
60% of companies don’t know what they will do about this
The SituationGeneration Ages Attributes Learning
StylesTraining 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
The Situation
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.
Succession Planning
Identifying and preparing suitable employees through training and mentoring to assume key positions within the organization.
Succession Planning Why Plan?
› Identify expected vacancies
› Prevent knowledge drain
› Preparation for new leadership
› Identify workforce development needs
› Ready to fill vacated positions without wasting resources
Outcomes› 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 Planning
Succession Planning Steps
Step 1- Understand Development needs Step 2- Identify Potential Successors Step 3- Develop and Train Successors Step 4- Promote and Compensate
Step 1- Understand Development Needs
Map out competencies of organizations
Assess competency gap based on mission, vision and values of organization
Competencies › Skills - abilities
required to perform the position
› Knowledge – information required for the position
› Characteristics –attitudes, personality factors or mental traits needed
Step 1- Understand Development Needs
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)
Step 1- Understand Development Needs
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
Step 1- Understand Development Needs
Step 1- Understand Development Needs
Job skills - hard skills› Develop & stay within a
budget› Establish priorities› Develop goals &
objectives Characteristics - soft
skills› Be a self starter› Have patience› Ability to be creative &
innovative
Job SkillsJob Skills
CharacteristicsCharacteristics
EntryEntryLevelLevel
CEOCEO
Step 1- Understand Development Needs
Ass
ess
th
e c
om
pete
ncy
gap
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
Step 1- Understand Development Needs
Step 1- Understand Development Needs
Have a success profile for every position in the organization
What competencies are critical for each position?
Must be related to vision, mission and goals
Select 2-3 people per position to develop
Focus on all levels within organizations› Laborers through CEO
Step 1- Understand Development Needs
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.
Nurture inside-outsiders
Step 2- Identify Potential Successors
Focus beyond just high performers!!!!
Successor Trails› Soft and Hard Skills
› Task-and results-oriented
› Possesses people skills; accepts people as they are and knows how to build relationships
› Possesses high self-esteem and personal confidence
› Knows how to check ego at the door
Step 2- Identify Potential Successors
Successor Trails› Can make mistakes, admit
them, correct them, and learn from them
› Clear set of values practiced daily
› Exhibits maturity—not age, but behavior
› At ease with superiors and subordinates
Step 2- Identify Potential Successors
Step 2- Identify Potential Successors
Advantages Provides rewards
and incentives for great employees
Cost effective Morale-boosting
Disadvantages Organizational
inbreeding Possible infighting
or jockeying for position
Heavy load on training and development
Internal vs External Candidates?????
Martinez-Purson, 2006
Step 3- Develop & Train Successors
Systematic effort to develop and train the next generation of leaders.
Able to modify existing tools to “grow your own”
Expand exposure of employees beyond the division
Start early in an employees career
Train for skills not already in the agency??
Creating an organizational learning culture
Step 3- Develop & Train Successors
Tools of the Trade› Performance Appraisals› Professional Development
Plan› Conference Plan › Mentoring
Professional Development› Benchmarking skills› Assessing the competency
gap› Complacency
Hiring criteria & employee selection› Board vs. the CEO› Job descriptions
Step 3- Develop & Train Successors
Step 3-Develop & 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!
Step 4- Promote & Compensate
How to retain exceptional employee’s› Competitive salaries› Competitive vacation
and holidays› Tuition reimbursement› Enable a balance of
work & life Phased in retirements Flexible work
schedules
Step 4- Promote & Compensate
Retaining exceptional employee’s› 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
Programs that Work
Programs that Work
Gulf Coast Leadership Development Institute
Programs that Work
Programs that Work
Gulf Coast Leadership Development Institute› Program Vision
To create a series of professionals in the state of Texas that assists the parks and recreation field in further becoming an essential service.
› Program Mission To provide young and emerging professionals
the knowledge, skills, and abilities necessary to grow and develop to embrace future challenges and leadership positions.
Programs that Work
Key Elements› High quality
speakers/education› Low price-$125› All inclusive (food,
lodging and sessions)› Local› Intensive experience › Small size› Retreat like
atmosphere
Programs That Work
Mentoring/Coaching› An important part of
succession planning› Builds long-term,
organizational loyalty› Customized “on the
job” development› Inexpensive – primarily
“soft costs”› Flexible: formal or
informal, same or different organizations
› A good mentor-protégé relationship can be beneficial throughout a career
Programs that Work
Performance Reviews› 360 review› Honesty› Professional Goal
Setting› Ability to identity
weakness, strengths, abilities, etc
› Outcome can be a professional development plan
Programs that Work
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
Programs that Work
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)
Thank You!!!!
Amy Hurd, Ph.D., CPRPAssociate ProfessorIllinois State [email protected]
Chris Nunes, Ph.D., CPRPDirector of Parks and RecreationThe Woodlands, Texas281.210.3906 [email protected]
