Succession

Management/Planning

Talent Management

EBMUD Human Resources

Employee and Organizational Development

Today’s Agenda

• Overview of Succession Systems

• Development Programs

• New Leadership Support

• Summary

Your Workshop Leaders

Maria Marques

Senior Human Resources

Analyst

Derry L Moten

Manager, Employee and

Organizational Development

Succession

Management/Planning

Key Thoughts:

1. Succession management/planning is an

element of your overall Talent

Management Framework.

2. Succession management/planning is the

key to sustainability of organizations.

3. An organization that has not created a

comprehensive strategy for addressing

succession will be challenged to retain

talent in the competitive labor market.

Succession Planning Cycle

Setting

Expectations

Talent

Strategy/Business

Alignment

Analysis

Program

Development

Program

Implementation

Evaluate results.

Steps to Setting Expectations

Environmental Scan:

• What factors are driving your program?

– External Environment

– Business Context

• Human Capital Response (future view):

– What does your organization need to look

like?

– What does your workforce need to look

like?

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Talent Strategy and Business

Alignment

Considerations:

• How does/will your program interface with

the following?

– Engagement Strategy

– Talent Systems (Recruitment, Employee

Development)

– Change Management

– Metric and Measurement Strategy

///

Analysis

Workforce Risk Analysis

• Identify Risk of Anticipated Vacancies

• Calculate Vacancy Impact

• Analyze the work performed

• Identify competencies required

• Review candidate pool for competencies

• Define the gap

///

Workforce Risk Analysis

Impact Level Definition Score

Critical

Impact

Vacancy would put operation in danger of shutting down a critical

operation, and there are very little resources available to backfill.

10

Extreme

Impact

Vacancy would compromise operations of an important operation,

and there are very little resources to back fill.

7

High Impact Vacancy would compromise operations of an important operation,

but there are resources available for temporary backfill.

5

Medium

Impact

Vacancy is not mission critical, and there are minimal resources for

back fill.

3

Minor Impact Vacancy is not mission critical, and there are adequate resources

to temporarily backfill.

2

No impact Vacancy is not mission critical, and backfill is not necessary for

operations.

1

Vacancy Impact

In the event this position was to be vacated today, what would be the impact to the operation?

Program Development

Create Alignment

Align these five programs for effective

succession planning:

• Talent Acquisition

• Career Development

• Performance Management

• Employee Recognition

• Leadership Development

Program Development

The Threads of Alignment

• Mission

• Organizational Values

• Leadership Skills

• Leadership Competencies

Program Development

Leadership Development

• Multi-Tiered Training for Leadership

– Executive Education – strategy focused

– Middle Tier Programs – system focused

– Entry Level – people focused

• Assessment and Evaluation

• Action Learning

• Job Rotation

• Coaching and Mentoring

Examples of programs supporting

Succession Management

EBMUD Programs

• MAST – Leadership Training

• Leadership Development Academies

– Lead

– Pathways

– Management Leadership

• Engineer Rotation Program

• Plumbers Training Academy (PTA)

EBMUD Case Study

Develop Bench Strength

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About EBMUD

• Special District serving

Alameda and Contra

Costa counties.

• Water: 1.3 million

customers

• Wastewater treatment:

640,000 customers.

• 1,950 full-time

employees

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Driver: Retirement Bubble

Job Groups Eligibility

2003 - 2008

Eligibility

2009 - 2014

Field Supervisors 65% 51%

Superintendents 60% 47%

Professionals 38% 43%

Managers 25% 39%

Engineers 23% 38%

Office Support 22% 35%

Blue Collar 15% 31% ebmud.com 16

Development Planning Process

• Identify anticipated vacancies

• Analyze the work performed

• Identify competencies required

• Review candidate pool for competencies

• Define the gap

• Develop plans to fill the gap

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Three Workforce Development

Academies

• LEAD – develops journey-level

employees for first line supervision

• Superintendents’ Pathways –

prepares experienced supervisors &

professionals for mid-level

supervision

• Management Leadership Academy

– prepares experienced staff for

division manager and above

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Academies’ Objectives

• Prepare for future by building human

resource “pipeline”

– Create a pool of qualified candidates

• Enhance the quality of new leaders – shape

the skill set & the culture

– Development is everyone’s responsibility

• Address changing expectations for leaders

– Technology; financial environment;

regulations; customer expectations; and

workforce all changing!

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Structure to Support

Desired Outcomes

• All Academies:

– Application & selection process to

screen for readiness

– Personal time commitments to

ensure participant commitment

– Classroom training to enhance

leadership skills

– Mentoring or Coaching

Components

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Academy Components

• Cohort group

• Core training curriculum

– Homework: reflection & application

• Orientation & Assessments

• Individual Development Plans

• Developmental Assignments

• Mentoring/Coaching

• Graduation Celebration!

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Academy Curriculum

• Growth Mindset

• Emotional Intelligence

• Communication

– Dialogue skills

• Critical Thinking

– Systems thinking

– Appreciative Inquiry

• Coaching skills

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Benefits

• Employees are better

prepared to make

successful leadership

transitions

• Promotes the value of

learning

• Supports development

of “pipeline of leaders”

• Builds a common

vocabulary & values

• Breaks down silos—

broadens perspectives &

business literacy

• Fosters collaboration--

develops network of

colleagues with

established, supportive

relationships

• Creates organizational

loyalty!

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Lessons Learned

• Ensure senior leadership commitment

• Clarify ground rules, roles & responsibilities

• Provide high quality formal training

• Allow flexibility

• Define success broadly

• Evaluation and adjustments

• Program Costs

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Academy Graduates

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Questions?

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Support of New

Leaders

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New Manager’s Orientation

Program

The Relationship Quadrant

• Self

• Team

• Peers

• District

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Self Team

Peers District

EBMUD Leadership Competencies

• Integrity & Stewardship/

Public Trust

• Business Acumen

• Strategic

• Leading & Managing Others

• Personal & Interpersonal Skills

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Goals for New Manager in

Relationship to Self

• Create a personal learning plan to

accelerate learning about the new

organization and/or your new role.

• Increase self awareness and self

management to serve as a

foundation for effectively managing

relationships with others.

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Activities/Resources:

• Book: “The First 90 Days in Government.”

• Personal assessments to help identify

priorities for learning

• Coaching with internal or external coach

• Leadership development courses

– UCB Extension Leadership & Management

Certificate Program

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EBMUD Leadership

Competencies Developed:

• Integrity & Stewardship Public

Trust

•Personal & Interpersonal Skills

•Leading & Managing Others

•Strategic

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Goals for New Manager in

Relationship to their Team

• Support the development of the

new manager’s team

– Direct reports

– Hiring manager

• Increase clarity of organizational

roles

• Achieve shared understanding of

goals and priorities.

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Activities/Resources

• New Hire Checklist

• Individual meetings with direct reports

• Teambuilding & change management

activities facilitated by internal or

external resource

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Goals for New Manager in

Relationship to Peers

• Develop supportive relationships

with peers where there is mutual

support and information sharing.

• Build an effective support network

with other new managers.

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Activities/Resources:

• Participate in periodic new

managers’ meetings

• Meet with other managers within

the department.

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Goals for New Manager in

Relationship to the District

• Increase knowledge of District values,

mission, operations and strategic

priorities.

• Accelerate assimilation into District

culture.

• Develop relationships to expand functional

network that can serve as advisors in

technical, political and cultural areas.

• Support congruence in values and

leadership style.

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Activities/Resources:

• Partner with experienced manager who

will act as mentor in sharing

knowledge of District culture,

operations and processes.

• Identify and meet with

interdepartmental clients and

stakeholders.

• Attend MAST courses

• Refer to online Supervisor’s Resource

Guide ebmud.com 38

Questions?

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LEAD Development Costs

Planning Team: (Met 1.5 hrs every 2 weeks

for 1 year)

• 2 HR Division Mgrs $5,000

• 2 HR Analysts $4,000

• 5 Operational Division Mgrs $14,000

Other Costs:

• Interviews & Selections $3,200

• Employee Development Staff $6,500

• TOTAL: $32,700

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Evaluating Results

Considerations:

• Is our program moving us toward our

expectations?

• Are our programs aligned to our projected

business strategy?

• Is the competency model we are using

moving us closer to where we need to be?

• Is our program implementation following

our program design (mission creep)?

Succession

Management/Planning Cycle

Setting

Expectations

Talent

Strategy/Business

Alignment

Analysis

Program

Development

Program

Implementation

Evaluate results.