Critical Issues in Public Health Nutrition Leadership: Succession

Critical Issues in Public HealthCritical Issues in Public HealthLeadership:Leadership:

Succession Management and Succession Management and Developing Your Leadership PipelineDeveloping Your Leadership Pipeline

NACDD General Member CallNACDD General Member CallAugust 28, 2008August 28, 2008

Presented by Presented by Carol Woltring, Executive DirectorCarol Woltring, Executive Director

Center for Health Leadership and PracticeCenter for Health Leadership and PracticePublic Health InstitutePublic Health Institute

Center for Health Leadership and Practice, Public Health InstituteCenter for Health Leadership and Practice, Public Health Institute


Purpose:Purpose:

To assist senior public health managers in developing To assist senior public health managers in developing a “culture of succession” and succession a “culture of succession” and succession management strategies in their organizations in management strategies in their organizations in order to recruit, retain and develop management order to recruit, retain and develop management and leadership capacity to meet future needs.and leadership capacity to meet future needs.


Objectives:Objectives:

• Have a shared understanding about the workforceHave a shared understanding about the workforce demographics in public health leadership anddemographics in public health leadership and their impact on the need for succession management.their impact on the need for succession management.

• Identify the key elements of a “culture of succession” andIdentify the key elements of a “culture of succession” and succession management related to yoursuccession management related to your organization’s/program’s current activities and needs.organization’s/program’s current activities and needs.

• Identify key steps in succession planning and next stepsIdentify key steps in succession planning and next steps for you/your organization/your state.for you/your organization/your state.

• Identify one or more leadership development strategiesIdentify one or more leadership development strategies that you would like to initiate in your state or region.that you would like to initiate in your state or region.


State health agencies are reporting State health agencies are reporting over 50% of their public health over 50% of their public health workforce is eligible for retirement workforce is eligible for retirement over the next five years (2008-2012)over the next five years (2008-2012)

-State Public Health -State Public Health

Worker Survey Results Worker Survey Results ASTHO, 2007 ASTHO, 2007


How critical is the agingHow critical is the agingof the workforce in your of the workforce in your

organization/state?organization/state?


Developing a Culture of Succession:Developing a Culture of Succession:Key Elements and Steps in Key Elements and Steps in

Succession Management and Succession Management and PlanningPlanning

Developing a Culture of SuccessionDeveloping a Culture of SuccessionKey ElementsKey Elements

I. Organizational Strategic Plan- vision, mission, context, trends, customer needs, goals and strategic directions

II. Succession PlanA. Workforce – Needs and Gap Analysis/Timeline (focus is usually critical positions and top management positions – can include a broader focus as well)B. Identification of a pool of high potential staff to develop

III. Staff Development and Retention StrategiesA. Training – Technical/Professional skills/ Management and Leadership skillsB. Coaching and mentoringC. Career development/portfolio development

IV. Knowledge Transfer – ongoing and urgent

Organizational Strategic Plan

Succession Plan

Staff Development & Retention Strategies

Knowledge Transfer


The Levels in Succession PlanningThe Levels in Succession Planning

The Whole OrganizationThe Whole Organization

The ProgramsThe Programs

The IndividualsThe Individuals



Continuum of Succession ProcessesContinuum of Succession ProcessesReplacement Replacement

planningplanningSuccession Succession planningplanning

Succession Succession managementmanagement

Identification Identification of successorsof successors

yesyes yesyes yesyes

Development Development of successorsof successors

little or nonelittle or none yesyes yesyes(Talent Pool)(Talent Pool)

Managerial Managerial levelslevels

top two or top two or threethree

top two or top two or threethree

allall

Recruitment Recruitment and Selectionand Selection

?? ?? yesyes

RetentionRetention ?? ?? yesyes


Our FocusOur Focus: : Succession management-Succession management-

combining succession planning combining succession planning and leadership development of and leadership development of

high potentials (leadership high potentials (leadership pipeline/talent pool)pipeline/talent pool)


• Project leadership requirementsProject leadership requirements• Identify a pool of high potential candidatesIdentify a pool of high potential candidates• Develop leadership competencies in those candidatesDevelop leadership competencies in those candidates through intentional learning experiencesthrough intentional learning experiences• Select leaders from among the pool of potential leaders Select leaders from among the pool of potential leaders

The focus is typically successors for the top management The focus is typically successors for the top management levels of the organization. It is a robust approach that requires levels of the organization. It is a robust approach that requires an organizational culture that sees the value of talent an organizational culture that sees the value of talent development and understands how to integrate that into daily development and understands how to integrate that into daily operations.operations.

Succession ManagementSuccession Managementis a deliberate and systemic effort to:is a deliberate and systemic effort to:


Succession Management isSuccession Management is a long term a long term strategic initiative that ensures that the right strategic initiative that ensures that the right staff are in the right jobs at the right times. It staff are in the right jobs at the right times. It ensures the continued effective performance ensures the continued effective performance of an organization by establishing a process to of an organization by establishing a process to

develop and replace key staff over time.develop and replace key staff over time.


It helps your organization answer key questions:It helps your organization answer key questions:

1. Who will move into this key position when _____ retires?1. Who will move into this key position when _____ retires?

2. ______ could move into any one of these three2. ______ could move into any one of these threedirector positions. If he/she accepts one, who will replacedirector positions. If he/she accepts one, who will replacehim/her? Is this the best position for ____’s skill set.him/her? Is this the best position for ____’s skill set.

3. How do we keep ______ from leaving if he/she does not3. How do we keep ______ from leaving if he/she does notget his/her promotion?get his/her promotion?

If your organization carries out succession management If your organization carries out succession managementcorrectly, it will have talent pool of individuals preparedcorrectly, it will have talent pool of individuals preparedto step into management and other critical positions leftto step into management and other critical positions leftvacant because of retirement and general attrition.vacant because of retirement and general attrition.


• Development of a Succession Management PlanDevelopment of a Succession Management Plan• Identification of high potentialsIdentification of high potentials• Leadership development of high potentialsLeadership development of high potentials• Other staff development activities Other staff development activities • Knowledge Transfer Strategies Knowledge Transfer Strategies • Recruitment and Selection Strategies Recruitment and Selection Strategies • Accountability - monitor progress and evaluateAccountability - monitor progress and evaluate

Succession Management includes:Succession Management includes:


Phase 1: Finalize Scope and Approach

Phase 4: Implement and

Evaluate the Plan

Phase 2: Gather Data

Phase 3: Develop the Succession

Management Plan

Analyze current

context and finalize

purpose and scope of plan and activities

• Obtain and analyze HR retirement data

• Determine “hot spots” and “critical” positions

• Conduct gap analysis and determine future needs

• Priorities

• Urgent issues

• Longer range issues

Major Components:

• Leadership Development System

• Retention Strategies

• Recruitment Strategies

Start on X date

A Succession Management Planning ModelA Succession Management Planning Model


Succession Management PlanningSuccession Management PlanningPhase IPhase I

Step 1Step 1• Ensure top level sponsorshipEnsure top level sponsorshipStep 2Step 2• Understand your current situationUnderstand your current situationStep 3Step 3• Identify your strategic direction and impact on current and Identify your strategic direction and impact on current and

future workforce needs - Implications for leadershipfuture workforce needs - Implications for leadershipStep 4Step 4• Determine the scope of your plan and activitiesDetermine the scope of your plan and activities


Succession Management PlanningSuccession Management PlanningPhase IIPhase II

Step 1Step 1• Analyze retirement dataAnalyze retirement data

Step 2Step 2• Determine “hot spots”Determine “hot spots”

Step 3Step 3• Conduct gap analysisConduct gap analysis


Workforce Analysis ToolsWorkforce Analysis ToolsRetirement AnalysisRetirement Analysis

Department/Department/Division/ProgramDivision/Program

TotalTotal 50-5450-54 55-5955-59 60+60+ Total Total 50-60+50-60+

Retirement Analysis for _________________________


Workforce Analysis ToolsWorkforce Analysis ToolsGap AnalysisGap Analysis

Projection for Need for:Projection for Need for: Job Job TitleTitle

Program or Program or location Alocation A

Program or Program or location Blocation B

Program or Program or location Clocation C

Program or Program or location Dlocation D

Today’s supply (date) Today’s supply (date)

Projections: Projections:

Transfers or resignationsTransfers or resignations

RetirementsRetirements

Other separations (other job, Other separations (other job, dismissal, death) dismissal, death)

Future Supply (date)Future Supply (date)

Future Demand (date) Future Demand (date)

Gap to be filledGap to be filled

Gap Analysis for _________________________


Developing your Leadership Bench:Developing your Leadership Bench:Identification and LeadershipIdentification and Leadership

Development of High PotentialsDevelopment of High Potentials


Identification of High PotentialsIdentification of High Potentials

Who are high potentials? Who are high potentials? Individuals who at Individuals who at various point in their careers are perceived to be various point in their careers are perceived to be potential successors to those at higher potential successors to those at higher organizational levels.organizational levels.

Importance of learning is the key distinction Importance of learning is the key distinction between those who are high potentials and those between those who are high potentials and those who are not. who are not. Learning agilityLearning agility, as demonstrated by , as demonstrated by performance over time in a variety of assignments, performance over time in a variety of assignments, is the best way to determine of an individual is a is the best way to determine of an individual is a high potential.high potential.


Identification of High PotentialsIdentification of High Potentials

• are results driven: have completed many challenging assignmentsare results driven: have completed many challenging assignments

• have people skills: influence, motivate, and work with a wide range of peoplehave people skills: influence, motivate, and work with a wide range of people

• have mental ability: have street smarts and ask insightful questionshave mental ability: have street smarts and ask insightful questions

• use integrated thinking: link ideas and understand the essence of problemsuse integrated thinking: link ideas and understand the essence of problems

• are flexible: adjust priorities, take risks, and embrace changeare flexible: adjust priorities, take risks, and embrace change

• are energetic: get energy from work and energize othersare energetic: get energy from work and energize others

• have core technical skillshave core technical skills

• understand the organization’s mission, vision, goals, and objectivesunderstand the organization’s mission, vision, goals, and objectives

Generally high potential employeesGenerally high potential employees::


Development of High PotentialsDevelopment of High Potentials

Examples includeExamples include::• Leadership development programs-knowledge, skills, attributesLeadership development programs-knowledge, skills, attributes• Network developmentNetwork development• Exposure to senior managementExposure to senior management• CoachingCoaching• MentoringMentoring• Self-Study and E-LearningSelf-Study and E-Learning• Job shadowingJob shadowing• Early involvement with strategic issuesEarly involvement with strategic issues• Action learning – stretch assignments, cross-functional assignments, Action learning – stretch assignments, cross-functional assignments,

rotation, etc.rotation, etc.

Blended learning is best with combination of classroom, training, Blended learning is best with combination of classroom, training, on-the-job, and e-learning.on-the-job, and e-learning.

1900 - 1945

Traditionalists1946-1964

Baby Boomers1965 - 1981

Generation X1982- 2000

Millennials

“ “ I learned the hard I learned the hard way , you can too.”way , you can too.”

““Train them too Train them too much and they much and they might leave”might leave”

““The more they learn, The more they learn, the more they stay”the more they stay”

““Continuous Continuous learning is a way of learning is a way of life”life”

• School of hard School of hard knocksknocks

• Younger generation Younger generation spoiled by too many spoiled by too many choiceschoices

• Training a perk Training a perk and way to get and way to get ahead in the ahead in the organizationorganization

• Limit training or Limit training or people will become people will become too adept and leave too adept and leave the organizationthe organization

• Constantly Constantly developing a portfolio developing a portfolio of skills so they can of skills so they can adapt to rapid change adapt to rapid change and/or a need to and/or a need to move on.move on.

• Expectation for Expectation for on-going training on-going training ---no leveling off---no leveling off

• Constant Constant retooling to fit in to retooling to fit in to ever changing ever changing world and job world and job marketmarket

3% of Traditionalists left jobs because of a lack of training opportunities

15% of Boomers left jobs because of a lack of training opportunities

30% of Xers left jobs because of a lack of training opportunities

TBD

Training & DevelopmentTraining & Development Generational Perspectives


2008


State and Regional Public Health State and Regional Public Health Leadership InstitutesLeadership Institutes

www.heartlandcenters.slu.edu/nlnwww.heartlandcenters.slu.edu/nln//

State-Level Discussions

• What is the situation in our state?• What are our priority needs?• What can we start doing in the next year

around succession planning?• What can we do about leadership

development?• What are our next steps?



For Additional Information Contact:

Carol Woltring, Executive Director

Center for Health Leadership and Practice, Public Health Institute

510 285-5586 E Mail: [email protected]

Health & Medicine

Critical Issues in Public Health Nutrition Leadership: Succession