Building Your Future Team WHO’S NEXT?

Welcome!! Process the Data Appreciate Our Generational Perspectives Understanding the Difference Between Leadership and Management Ideas to Identify and Prepare Future Leaders Discuss next steps!

DATA IDEA GOAL PROJECT THE INPUT WORKFORCE SUCCESS GOAL STRENGTH INFORMATION UNDERSTAND INPUT PROCESSING MEETING BRAINPOWER STRENGTH STRATEGY CREATIVE BUSINESS CONCEPT PLANNING COMMUNITY PROJECT WORKFORCE POWER GOAL DATA HERE WORKFORCE IS THE STRATEGY TRENDS PLANNING SKILLS IDEA SUCCESS PEOPLE GOAL VISION TEAMWORK TECHNICAL PROFESSIONAL TECHNIQUES COURAGE CLOUD ECONOMICS SMART MATRIX

Survey Overview 31% 28% 21% 17% City Population 1,001 – 2,499 5,001 – 25,000 CITY HALL Survey issued in July, 2018 58 Responses Not reflected above: 3% from 25,000 and above City Population 2,500 – 5,000 City Population 0 – 1,000 21% 17%

28% 71% Are we ready??? Emoji Bottom OK I AM CONCERNED 4% 3% 25% 25% Extremely Worried Concerned – we need to get started Not so worried 25% 25% 42%

Have we started planning for transition? The Issues: 67% Staff not willing to advance Haven’t provided training Not a priority for the City Council Not until the person vacates the role No other staff/limited staff in the department to step-up SAID NO!!!

26% 19% 15% Roles of Most Concern . . . Public Works Director City Clerk 15% Water/Waste Water Operator

Years of Service Service to Your Community Municipal Service 0-5 Years

Roles in Process Human Resources Police Chief Service to Your Community Human Resources Police Chief

Other Positions Starting to See Change Service to Your Community Fire Chief Library Director Parks and Recreation

Isn’t this interesting??? Service to Your Community City Manager TL Years of Service Finance Director TL Years of Service 0-5 Years 6 – 10 Years 11-15 Years 16 – 20 Years 21-30 Years 30+ Years

Do You Have a Succession Planning Program? 12% 88% Point of Clarification!!! Succession Planning is: A process for identifying and developing new leaders who can replace previous leaders when they leave. Succession planning increases the availability of experienced and capable employees that are prepared to assume these roles as they become available. Source: WIKIPEDIA Succession Planning is a Sustainability Strategy!!

Are You Leveraging Training? League, IMFOA, IAMU, GFOA, County, ETC. On-The Job General Trainings & Conferences 45% Yes 55% NO 45%/55% Shared Training

Where Are The Skill Gaps? Communication Understanding Municipal Finance Strategic Thinking Dependability Setting & Achieving Goals

It’s becoming a key objective. 16% What support? 14% Significant resources available. 12% There is some support. 41% It is a stated objective. 17% NOTE: ALL OF THE FIRST SET IS ANIMATED. DELETE THE PAGES YOU WANT AND KEEP THOSE YOU NEED. THE DUPLICATE SLIDES BELOW ARE STATIC SLIDES.

National Workforce Data Projected percent change, by select occupational groups, 2016-26 Includes Local Government

National Workforce Data Ten fastest growing occupations, projected 2016-26

National Workforce Data Asian & Hispanic 75% 11,000 1/3 worker categories are the fastest growing populations Health Care of the GLOBAL workforce will be from the Millennial Generation by 2025 Baby Boomers are retiring everyday (from now until 2034) 1 in 5 of all new jobs added by 2026 will be in the Health Care Sector workers will be Hispanic by 2026 will be the largest employment sector by 2026

National Workforce Data Average opening attracts 250 resumes 42 days is the overall average to fill a position The ratio of unemployed applicants per job opening is only 1.3% 39.9% of hires are made by referrals 67% of job seekers stated diversity in the workforce is important when considering an offer

A Recent Iowa Search Mid-Sized Iowa City Number of Days Position Posted: 122 days From posting to start date Total Number of Applicants: 30 In-State Applicants: 12 Out-of-State Applicants: 18 Approximate Cost of Search Firm: $14,000 Years of Experience of Candidate Hired: 2

What are your take-aways from the data?

GENERATIONS GEN X GEN Z BABY BOOMERS MENTOR MILLENNIALS SUCCESS INTEGRITY BABY BOOMERS PEOPLE ENTREPRENEUR STRENGTH EMPOWERMENT COMMUNITY DETERMINATION DIFFERENCES PROCESSING CREATIVE CONCEPT MILLENNIALS COMMITMENT GENERATIONS ETHICS RESPONSIBILITY BUSINESS TEAMWORK SUCCESS ROLE MODEL GEN X PASSION VISION EXPECTATIONS GEN Z SMART HONESTY PROFESSIONAL COURAGE

Generational Buckets

In the Workforce Today . . . 13% 26.4% 19.8% 27.7% Silent Generation Baby Boomers 26.4% Gen X 19.8% Millennials 27.7%

Common Conversation . . . . Sound familiar?

Each generation will share their thoughts! Help Us Understand!! Organize By Generation: Now Tell Us: Silent Generation (1925-1945) Baby Boomers (1946-1964) Gen X (1965-1980) Millennials (1981-1998) Gen Z (1999 – 2015) Life Shaped By Workplace Characteristics Best Worst What you want the other generations to understand about you What don’t you understand about the other generations? Describe your generation in 1 word! Each generation will share their thoughts!

Silent Generation Demographics: 1925-1945 Smaller Generation Life Shaped by: Careers over Activism WW II, Korean War Great Depression Workplace Characteristics: Keep busy Strong work ethic Advancement based on tenure Very loyal Respect authority

Baby Boomers Demographics: 1946-1964 2nd largest generation Life Shaped by: Vietnam Work, work, work Divorce Workplace Characteristics: Ambitious Salary/wage driven Optimistic Team-oriented Honor hierarchy

Gen X Demographics: 1965-1980 Another small generation Life Shaped by: Latch Key Kids Technology transition Video games Workplace Characteristics: Skeptical Independent Self-reliant Want flexibility Entrepreneurial

Millennials Demographics 1981-1998 10,000 turn 21 everyday Life Shaped by: Technology School Shootings 9/11 Workplace Characteristics: Collaborative Team Oriented Focused on Feedback Social Minded Benefits over Salary

Gen Z Demographics: 1999-2015 25.9% of the population Life Shaped by: Never had “Peace Time” Cyber-bullying Reality TV Workplace Characteristics: Hard Working Ready to Work Loyal Social Minded Genuine Conversations By 2020 will represent 20% of the workforce

Why is understanding generations relevant to our discussion today? Generational protocol has changed Traditional promotions may not be possible Recruitment and retention are different Younger leaders need to be developed at a faster pace Urgency may not be recognized/appreciated by Citizens/Mayor/Council (based on demographics) As you implement planning, important to understand perspectives to ensure success How to share information What managers are “used” to may not work when training new staff

Let’s Assess Think about YOUR city from YOUR perspective Don’t over-analyze Be honest!!! Move to sit with your city team after the break Yes or No Yes or No Yes or No

LEADERSHIP RISK GOAL COLLABORATE HEART INSPIRATION SUCCESS STRENGTH INTEGRITY COLLABORATE PEOPLE HEART STRENGTH TRAINING EMPOWERMENT COMMITMENT DETERMINATION PROCESSING TOOLS CREATIVE CONCEPT INSPIRATION EXPERT RESPECT LEADERSHIP RESPONSIBILITY SKILLS TEAMWORK SUCCESS RISK ROLE MODEL PASSION GOAL ATTITUDE VISIONARY SMART PROFESSIONAL HONESTY COURAGE WISDOM

Let’s Assess Compare your worksheets with your team What is the same? What is different? What is surprising? Yes or No Yes or No Yes or No

Leadership VS. Management MANGEMENT How do you accomplish being good at BOTH??? Training!! Can you be a GOOD _______ and a BAD ________? If you could only pick one category . . . .

Perspective Sets direction and develops the vision LEADERSHIP MANAGEMENT Sets direction and develops the vision Develops strategic plans and achieves the vision Communicates the vision, mission and direction Motivates and inspires Energizes employees to overcome barriers to change Takes high risk approach to problem solving Plans and budgets Develops process steps and sets timelines Establishes policy and procedures to implement vision Identifies and solves problems Provides expected results consistently to leadership and other stakeholders Comparison of Management and Leadership Process Differences in the workplace (Kotterman, 2006)

Learning the Fundamentals What Kind of Training? LEADERSHIP DEVELOPMENT EMPLOYEE DEVELOPMENT Focuses on learning to set vision and strategy, inspiring others, collaboration and teams Strategic Thinking Team Building Selling New Ideas Focuses on technical skills needed to the job: 1st Time Managers Performance Evals Discipline Time Management Communication Clerk’s Institute Learning to Coach Learning the Fundamentals

Thinking About Training BE CONSISTENT!!! Training should be specific and immediately applicable Build into performance evaluations Look for alignment after assessing critical roles Be honest – make sure people are signing up for the right kind of training

Getting Started “In General” with Succession Planning Consider Career Pathways and Personal Progression Charts Assign Training as budget allows: Community college, mentoring with expectations, conferences HOWEVER consistency is KEY!!! Training cannot be random! S3 Engage The Staff Things to Consider: Job descriptions, benefits, employee handbook, employee contract w/resignation clause, performance evaluations, budget Recruitment: Is our approach effective? Retention: Are the employees happy? Document Processes: Start with the most important, sometimes creating a calendar helps Strategic Plan/Goals: Incorporate succession planning into municipal plans, requiring accountability S2 Update Policies What will create buy-in with the majority? Career conversations are separate from performance conversations, although goals can be connected Do the Research: Local workforce data, trends, best practices, identify the gaps/potential risks Best Case Scenario: Mayor and City Manager/Clerk together Critical Roles Exercise: For both City Council and Staff S1 Make Your Case

Direct Approach to Succession Planning Leaders determine and appoint successors Outsiders vs. Assistants automatically move up? Grooming of the individuals begins immediately Consider sabbaticals for Leaders Evaluate impact to compensation Evaluate perceptions PROS: CONS: Time is less of an issue Is an easy solution If a leader picks their replacement, sometimes it makes their departure easier Motivating for staff – depending on bullet 2 May not know candidate true colors Highly political Sometimes creates an issue of trust, support for the new person De-motivating for staff – depending on bullet 2

The Concept Can Fit a City of Any Size Here is an example: City Clerk (1 person office) looking to retire w/in a year Start the hiring process 9 months before retirement date (depending on the time to fill the position) Hire the role as a Deputy City Clerk and allow 3 – 6 months of time for you to work together Target training during this time to blend OJT and critical skill building Promote after official departure of City Clerk Considerations: Advance discussion with the Mayor/City Council (Probably lots of discussion) Walk through the scenarios . . . . Work with the Council and other staff to do a critical assessment of the position Include in budget process so funds are available (investment not as steep as you think!) Begin documenting processes, organizing key contacts, what must a new person know! The person leaving has to be locked into their departure date!

A Great Cost Saving Measure Interns Mentors Great opportunity for staff who want something new without changing their job Partner mentors on projects/skill-based assignments Set expectations on what needs to be accomplished Start small to ensure success! For any position/department Partner with high schools, colleges, universities Can help with documenting processes In some instances can also be mentors, particularly with technology Not tough to get an intern up and running!

A Few Words to the Wise Put your process in writing There will be Politics Put your process in writing Make no promises – EVER Follow-through must be a priority There will be lots of opinions AND Lots of procrastination! Anticipate Fears Make it about the position, not the person Run the scenarios Identify areas of opportunity, propose ideas, accept feedback, then adapt Evaluate available resources – both budget and people Potential Roadblocks Time Priority Sense of Urgency “Sticky Baton” Budget Keeping your arms around all of the moving parts CITY HALL

Good Communication is Vital!! DON’T GIVE UP!! Change Is Hard! Apply What Makes Sense! This is CULTURE CHANGE Be Patient as People Buy-In! Change is GOOD!! Start Small & Adapt as Needed! Good Communication is Vital!! DON’T GIVE UP!!

THANK MERCI ASANTE DANKIE XIE XIE DEKUJI GRAZIE DANKE JE STRENGTH Cassandra Halls c.halls@2ttop.com (515) 473-4980 ARRIGATO DO JEH DANKIE EFHARISTO CHOUKRANE SHUKRAN SUKRIA STRENGTH OBRIGADO PALDIES KIITOS SPASIBO TODA FALEMINDERIT TAKK ASANTE XIE XIE DEKUJI DZIEKUJE NA GODE THANK YOU DO JEH GRATIAS TIBI ARIGATO SPASIBO MERCI DANKE JE GRAZIE MAHALO DEKUJI TERIMA KASISH KAMSA HAMNIDA HVALA SALAMAT PO GRACIAS NGIYABONGA BALIKA FALEMINDERIT TRUGERE DANK U