s Succession Slide Show

8/6/2019 s Succession Slide Show

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Succession PlanningSuccession Planning

2003 ODOC Demographics2003 ODOC Demographics


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Purpose and Goals of ManagersPurpose and Goals of Managers

in Succession Planningin Succession Planning

The ability to recognize today whatThe ability to recognize today whattomorrows workforce should resemble.tomorrows workforce should resemble.

An awareness of staff dynamics combinedAn awareness of staff dynamics combined

with a thoughtful response to staffwith a thoughtful response to staffdepartures, both foreseen anddepartures, both foreseen andunforeseen.unforeseen.

A commitment to ensure continuous,A commitment to ensure continuous,seamless leadership transition.seamless leadership transition.


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Why have a Succession PlanWhy have a Succession Plan It aids the organization inIt aids the organization in

developing its people.developing its people.

It prepares individualIt prepares individualemployees for futureemployees for future

leadership by helpingleadership by helpingthem grow and develop.them grow and develop.

It ensures continuity ofIt ensures continuity of

leadershipleadership It helps the organizationIt helps the organization

assess its talent pool.assess its talent pool.


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Successful SuccessionSuccessful Succession

PlanningPlanning

...can only be achieved if an effective...can only be achieved if an effective

program of leadership succession is inprogram of leadership succession is inplace.place.

is necessary to ensure that leadershipis necessary to ensure that leadershipgrowth keeps pace with organizationalgrowth keeps pace with organizationalgrowth.growth.

is no longer simply a matter of findingis no longer simply a matter of findingthe right person for the job.the right person for the job.


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Nine Qualities of LeadershipNine Qualities of Leadership

Must work at all levels of the organization.Must work at all levels of the organization.Are necessary for staff development.Are necessary for staff development.

Promote accountability and consistencyPromote accountability and consistency

across the departmentacross the department


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The Nine QualitiesThe Nine Qualities A Leader is creative and resourceful.A Leader is creative and resourceful.

A Leader is tolerant of ambiguity and change.A Leader is tolerant of ambiguity and change. A Leader possesses selfA Leader possesses self--discipline and credibility.discipline and credibility. A Leader understands the political environment.A Leader understands the political environment.

A Leader demonstrates systems thinking.A Leader demonstrates systems thinking. A Leader navigates within the organization.A Leader navigates within the organization.

A Leader takes risks.A Leader takes risks. A Leader recognizes and develops staffA Leader recognizes and develops staffpotential.potential.

A Leader possesses expertise in correctionalA Leader possesses expertise in correctionalprograms and fiscal management.programs and fiscal management.


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Two Years LaterTwo Years Later

The department has seen a number ofThe department has seen a number ofchanges in the past two years that havechanges in the past two years that have

reinforced the need for succession planning.reinforced the need for succession planning.

Lets take a lookLets take a look


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Turnover in the DepartmentTurnover in the Department In the past two years, our turnover rate hasIn the past two years, our turnover rate has

been 8.58% for 2002 and 7.98% for 2003.been 8.58% for 2002 and 7.98% for 2003.

We categorize turnover from six areasWe categorize turnover from six areas

Removal from Trial ServiceRemoval from Trial Service DismissalDismissal

ResignationResignation

DeathDeath

RetirementRetirement

Transfer to another agencyTransfer to another agency


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Turnover 2002Turnover 2002 In 2002, this is howIn 2002, this is how

turnover broke outturnover broke out

within the sixwithin the six

categories.categories.

0%

1%

2%

3%

4%

5%6%

7%

8%

9%

Total

Trial Service Rem.

Dismissal

Resignation

Death

Retirement

Transfer out ofDOC


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Turnover 2003Turnover 2003

0%

1%2%

3%

4%5%

6%

7%

8%

Total

Trial ServiceRem.

Dismissal

Resignation

Death

Retirement

Transfer out ofDOC

In 2003, this is howIn 2003, this is howturnover broke outturnover broke out

within the sixwithin the sixcategories.categories.


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It would seem clear from this informationIt would seem clear from this information

that the two categories of greatest concernthat the two categories of greatest concern

are:are:

Resignations RetirementsResignations Retirements


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The High Cost of TurnoverThe High Cost of Turnover According to one source working in HumanAccording to one source working in Human

Resources, it costs $12,000 in recruitment andResources, it costs $12,000 in recruitment andtraining expenses to replace the averagetraining expenses to replace the averagenonprofessional worker and $35,000 to find anonprofessional worker and $35,000 to find a

new professional employee.new professional employee. At the Families and Work Institute, experts tellAt the Families and Work Institute, experts tell

companies it will cost about 75% of acompanies it will cost about 75% of a

nonmanagerial workers annual salary to replacenonmanagerial workers annual salary to replacehim or her and 150% of a managers annualhim or her and 150% of a managers annualsalary.salary.


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Departures from the DepartmentDepartures from the Department

In the last two yearsIn the last two years

the department hasthe department hasexperienced 332experienced 332

resignations.resignations.


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People dont quit companies, theyPeople dont quit companies, they

quit managersquit managers

Is this a fairIs this a fairstatement about ourstatement about our

department?department?

Are we as managersAre we as managersletting down staffletting down staffwho choose to leave?who choose to leave?

Do we know enoughDo we know enoughabout retention toabout retention to

address this issue?address this issue?

t t di l ta moment to digress lets


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a moment to digress letsa moment to digress lets

look at this resignationlook at this resignationphenomenaphenomena

The average length of time before resignation is 3.7The average length of time before resignation is 3.7years.years.

The majority of departing staff give no reason forThe majority of departing staff give no reason forleaving.leaving.

A meaningful proportion however, indicate relocation,A meaningful proportion however, indicate relocation,life/balance issues, and health reasons leading to theirlife/balance issues, and health reasons leading to their

departure.departure.


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Resignations continuedResignations continued As managers, it isAs managers, it is

imperative that weimperative that werecognize that the loss ofrecognize that the loss of

experienced staff isexperienced staff is

something that we can illsomething that we can illafford.afford.

We need to assess if anWe need to assess if an

intervention strategy canintervention strategy canbe developed to alleviatebe developed to alleviate

this phenomenon.this phenomenon.


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The Retirement Influence onThe Retirement Influence on

Succession PlanningSuccession Planning Retirements haveRetirements have

dramatically changed thedramatically changed thelandscape of thelandscape of the

department. Since 2001,department. Since 2001,

we have seen 211 peoplewe have seen 211 peopleleave. Collectively, weleave. Collectively, we

have lost 3,746 years ofhave lost 3,746 years of

experience or an averageexperience or an averageof nearly 18 years perof nearly 18 years per

person.person.


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3,746 years3,746 yearsHow can we still use that experience?How can we still use that experience?

Temporary HiresTemporary Hires

MentorsMentors CoachesCoaches

VolunteersVolunteers


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Retirements...Retirements...

26% of retirees in the26% of retirees in thepast two years havepast two years have

been womenbeen women

compared to fact thatcompared to fact that

they comprise 34% ofthey comprise 34% of

our workforce.our workforce.


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Security ClassificationsSecurity Classifications --

Some quick demographicsSome quick demographics


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Correctional OfficerCorrectional Officer The average age of todays correctionalThe average age of todays correctional

officer is 40, for either men or women, upofficer is 40, for either men or women, upfrom an average of 38 two years ago.from an average of 38 two years ago.

The most experienced correctional officerThe most experienced correctional officerhas 35 years of experience, the least, 1has 35 years of experience, the least, 1week, the average is still 6 years.week, the average is still 6 years.

Female correctional officers now compriseFemale correctional officers now comprise22% of the workforce, up 2% from 2001.22% of the workforce, up 2% from 2001.


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CorporalCorporal

The average age of corporals is 37, downThe average age of corporals is 37, downfrom 40 in 2001.from 40 in 2001.

18% of corporals are women, up from18% of corporals are women, up from15% in 2001.15% in 2001.

The youngest is 24, the oldest 62.The youngest is 24, the oldest 62.


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SergeantSergeant

The average age for sergeants is 41,The average age for sergeants is 41,unchanged from 2001.unchanged from 2001.

20% are women up from 15% in 2001.20% are women up from 15% in 2001.

The youngest is 25, the oldest is 63The youngest is 25, the oldest is 63


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LieutenantLieutenantAverage age of Lieutenant hasnt changedAverage age of Lieutenant hasnt changed

since 2001, it remains at 42.since 2001, it remains at 42.

14% of Lieutenants are women, down14% of Lieutenants are women, downfrom 15% in 2001.from 15% in 2001.

The oldest is 59, the youngest is 29.The oldest is 59, the youngest is 29.


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CaptainCaptainAverage age is 44, down a year fromAverage age is 44, down a year from

2001.2001.

12% are women, up from 9% in 2001.12% are women, up from 9% in 2001.

The oldest is 60 and the youngest is 32.The oldest is 60 and the youngest is 32.


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PEM SeriesPEM Series

(Percentage 50 years or older)(Percentage 50 years or older)

0%

10%

20%

30%

40%

50%

60%

70%

80%

PEM

A

PEM

B

PEM

C

PEM

D

PEM

E

PEM F PEM

G

PEM

H


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PEM Series (Gender Breakdown)PEM Series (Gender Breakdown)

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Women

PEM A

PEM B

PEM C

PEM D

PEM E

PEM F

PEM G

PEM H


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Classifications that are still at riskClassifications that are still at risk

CounselorsCounselors continuecontinueto be at risk withinto be at risk withinthe department. Wethe department. We

have been attemptinghave been attempting

to work with theto work with the

classification, but toclassification, but to

date, have had limiteddate, have had limitedsuccess.success.


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Risky Classifications, continuedRisky Classifications, continued

NursingNursing andand healthhealth

professionsprofessions in generalin generalare a continuingare a continuing

challenge, not only to thischallenge, not only to this

department, but to thisdepartment, but to thisnation.nation.

46% of our nursing staff46% of our nursing staff

is 50 years of age oris 50 years of age orolder. 12% is male.older. 12% is male.


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PharmacistsPharmacists tootoo We are strugglingWe are struggling

here to fill our needshere to fill our needsas well as ouras well as our

prescriptions.prescriptions.


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Age Characteristics of ODOC StaffAge Characteristics of ODOC Staff

From 1991 throughFrom 1991 through2002, the number of2002, the number of

Oregon workers agesOregon workers ages4545--54 climbed 24%,54 climbed 24%,

those 55those 55--64 increased64 increased

11%. Meanwhile, younger workers ages11%. Meanwhile, younger workers ages

1515--44 dropped from 73% of the workforce to 62%.44 dropped from 73% of the workforce to 62%.


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Office Specialist 1 & 2Office Specialist 1 & 2

0

20

40

60

80

100

120

140

OS-

1

OS-

2

Total

50+ Average age for ourAverage age for ourOSOS--2 staff is 43.2 staff is 43.

Average age for ourAverage age for our0S0S--1 staff is 44.1 staff is 44.


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Information Systems Specialist 5Information Systems Specialist 5

Of the 43 ISS 5Of the 43 ISS 5

positions throughoutpositions throughoutthe department 37%the department 37%

are 50 years old orare 50 years old or

older.older.

0

5

10

15

20

25

30

35

40

45

Total

50+

Ph i l Pl t O tiPhysical Plant Operations


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Physical Plant OperationsPhysical Plant Operations

Of the 70 CorrectionalOf the 70 CorrectionalPlant MaintenancePlant MaintenanceWorkers locatedWorkers located

throughout thethroughout thedepartment, 49% aredepartment, 49% areage 50 or older.

0

10

20

30

40

50

60

70

Total

50+

age 50 or older.


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Food Service CoordinatorsFood Service Coordinators

0

20

40

60

80

100

120

Total

50 years andolder

46% FSCs in the46% FSCs in thedepartment 50 ordepartment 50 or

older.older.


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So Gary, what do you think?So Gary, what do you think? A variety of occupationsA variety of occupations

within the departmentwithin the departmentneed to be evaluated inneed to be evaluated in

terms of successionterms of succession

planning:planning: Food Service CoordinatorFood Service Coordinator

CounselorCounselor

Plant Maintenance WorkerPlant Maintenance Worker

PharmacistsPharmacists

NursesNurses


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Think about your organizationThink about your organizationThe "Q" Company

Pamela Q. SmithAdministrative Asst.

Randall Q. SmithSergeant

William Q. SmithLieutenant

Marvin Q. SmithValued Employee

Mary Q. SmithCaptain

Melissa Q. SmithCorporal

Roy Q. SmithLieutenant

John Q. SmithBoss


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DentistsDentists

0

24

6

8

10

12

14

16

18

Total50+

The oldest dentist isThe oldest dentist is73 while the youngest73 while the youngestis 30.is 30.


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Information GatheringInformation Gathering

Examine strategic direction of your department.Examine strategic direction of your department.

Review potential organizational realignments.Review potential organizational realignments.

Project longProject long--range needs.range needs.

Assess your position needs.Assess your position needs. Review projected turnover.Review projected turnover.

Evaluate Critical Position Coverage (CPC)Evaluate Critical Position Coverage (CPC) External Recruitment Needs vs. InternalExternal Recruitment Needs vs. Internal

Solicit Interest and EducateSolicit Interest and Educate


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Solicit Interest and EducateSolicit Interest and Educate

ParticipantsParticipants Development and Distribution ofDevelopment and Distribution of

Succession Planning Information and JobSuccession Planning Information and JobProfiles.Profiles.

WebpageWebpageVoluntary ParticipationVoluntary Participation

TimingTiming

Managers can alsoManagers can alsoidentify potential candidates.identify potential candidates.

Development of StaffDevelopment of Staff


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Development and LeadershipDevelopment and Leadership

WorkWork--Plan (LWP)Plan (LWP)

Conduct Interviews with staff.Conduct Interviews with staff.

Supervisors Assessment of skillsSupervisors Assessment of skills

Review Employee past performanceReview Employee past performance

Recommendations and TruthtellingRecommendations and Truthtelling


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The Leadership Work PlanThe Leadership Work Plan

Review of the Leadership QualitiesReview of the Leadership Qualities

Review of the LWP outlineReview of the LWP outline

Review of the LWP working documentReview of the LWP working document

Succession PlanningSuccession Planningis neveris never


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having to say goodhaving to say good

--bye withoutbye without

saying hello.saying hello.

Provide feedback to selected/nonProvide feedback to selected/non--selectedselected Create Staff Development and Leadership WorkCreate Staff Development and Leadership Work--

Plan (LWP)Plan (LWP)

Program Evaluation & Measurement.Program Evaluation & Measurement.* How well did staff follow the LWP* How well did staff follow the LWP

360 degree analysis (360 degree analysis (HRHR)) rere--evaluate DOC demographics bievaluate DOC demographics bi--annuallyannually

evaluate economic conditions state/nationwideevaluate economic conditions state/nationwide

Recommendations for FutureRecommendations for Future

Documents

s Succession Slide Show