Beverly Hodges, CPA Financial Services Administrator - DOTD

 A one time event  Decided by an individual  Used solely for individual career advancement opportunities  Reacting only when a position becomes open  Line managers relying solely on their own knowledge/comfort with candidates

 A deliberate and systematic effort by an organization to ensure leadership continuity in key positions  Designed to retain and develop intellectual and knowledge capital for the future  Encourages individual advancement

 Be owned by the Executive Management of the organization…not just Human Resources

 If the executive team “got run over by a bus” would their replacements be able to step right in and be productive?  Is anyone on the “top floor” worried about the status of your “talent bench?”  Have there been opportunity costs to your organization because it took a long time to replace a key leader?

 Employees say that organizational leadership is a key contributor to job satisfaction, commitment and intent to stay; especially true for top talent  Recent surveys state that employees value most the leadership qualities of honesty and integrity  Only 1% of organizations rate their succession management as excellent; two- thirds rate them as fair or worse

 Identify Key/Critical Positions  Conduct Position Analysis  Develop Succession Plan  Monitor, Evaluate, Revise

 Key Contributor  Specialized Leadership  Geographic  Vacancy

 Key Contributor – in achieving the organization’s mission or would hinder vital functions

 Specialized Leadership – requires specialized or unique expertise

 Key Contributor – in achieving the organization’s mission or would hinder vital functions  Specialized Leadership – requires specialized or unique expertise  Geographic – is the only one of its kind in a particular location

 Key Contributor – in achieving the organization’s mission or would hinder vital functions  Specialized Leadership – requires specialized or unique expertise  Geographic – is the only one of its kind in a particular location  Vacancy – will be vacant due to retirement, advancement or reassignment

 What are the external and internal factors affecting this position?  What competencies or skill sets will be required?  What are the gaps (competencies or skill sets not possessed by the current staff)?  What strategies will be used to address the gaps?

 Cultural Competencies  Job-Specific Competencies  Key Job Responsibilities  Organization Knowledge  Job Challenges  Executive De-Railers

 Cultural Competencies

Assessing current organizational culture may determine how it needs to change in the future. Allows you to develop a set of cultural related leadership criteria and development approaches. i.e., Change Leadership; Establishing a Collaborative Environment

 Job-Specific Competencies

What are staff capable of…the clusters of behavior, knowledge, technical skills, and motivation that are important to success in senior management. Identify competencies that correlate with job success.

 Key Job Responsibilities

The major components of a position should be listed in a well-written job description. Identify the most important responsibilities. Few jobs have more than six key responsibilities.

 Organizational Knowledge

Functions, processes, systems, services, or technologies of your organization that a manager must understand. For example, a candidate might be assessed in terms of their knowledge of the budget process, field operations, or human resource management.

 Job Challenges

Situations that someone entering management should have experienced or at least been exposed to.

 Executive De-Railers Personality traits that might cause an otherwise effective senior leader to fail on-the-job.

Are they…  Approval dependent

Are they…  Approval dependent  Argumentative (defensive)

Are they…  Approval dependent  Argumentative (defensive)  Arrogant

Are they…  Approval dependent  Argumentative (defensive)  Arrogant  Attention-seeking (self-promoting)  Avoidant (procrastinator)  Impulsive  Micro-manager

The succession plan is the culmination of the first two steps. (Identify Key Positions and Conduct Position Analysis)  Review of individual positions and turnover rolled into one document identifying gaps and strategies at an organizational level  Strategies to address gaps are outlined to include target completion dates, responsible parties and required resources

 Select evaluation period (typically reviewed annually)  Be prepared to respond rapidly to unforeseen changes to the plan  Status/Progress updates should be monitored ◦ Individual Development Plans ◦ Annual Plan Update

 Developed by succession planning participants and immediate supervisor  Identify competency gaps for future promotions  Determine developmental activities to address gaps  Examples – reading, training, on-the-job assignments, development of SOPs, mentoring, job shadowing

 Succession Planning is the process of identifying

 Succession Planning is the process of identifying and developing

 Succession Planning is the process of identifying and developing suitable team members who are able to replace key positions as and when required.

 City Leadership Academy

 Deputy Undersecretary

 Section 15

 Accounting Career Progression ◦ Non-competitive promotion  Toastmasters  Development of SOPs

 Accounting Career Progression ◦ Non-competitive promotion  Toastmasters  Development of SOPs  Succession Planning ◦ Invitation – Accountant 4 & above ◦ Training Opportunities ◦ Project Leads ◦ Monthly Meeting

Monthly Meetings

 Article – 10 qualities of valuable employees

Monthly Meetings  Article – 10 qualities of valuable employees  Indirect Cost Rate

Monthly Meetings  Article – 10 qualities of valuable employees  Indirect Cost Rate  Anatomy of an Audit

Monthly Meetings  Article – 10 qualities of valuable employees  Indirect Cost Rate  Anatomy of an Audit  Crescent City Connection and Louisiana Transportation Authority

Monthly Meetings  Article – 10 qualities of valuable employees  Indirect Cost Rate  Anatomy of an Audit  Crescent City Connection and Louisiana Transportation Authority  Who Moved My Cheese

Monthly Meetings  Article – 10 qualities of valuable employees  Indirect Cost Rate  Anatomy of an Audit  Crescent City Connection and Louisiana Transportation Authority  Who Moved My Cheese  AGA Conference topics  GFOA Conference topics

Monthly Meetings  Article – 10 qualities of valuable employees  Indirect Cost Rate  Anatomy of an Audit  Crescent City Connection and Louisiana Transportation Authority  Who Moved My Cheese  AGA Conference topics  GFOA Conference topics  Asset Management

Monthly Meetings  Article – 10 qualities of valuable employees  Indirect Cost Rate  Anatomy of an Audit  Crescent City Connection and Louisiana Transportation Authority  Who Moved My Cheese  AGA Conference topics  GFOA Conference topics  Asset Management  Budget Development (Operating and Capital)

Monthly Meetings  Article – 10 qualities of valuable employees  Indirect Cost Rate  Anatomy of an Audit  Crescent City Connection and Louisiana Transportation Authority  Who Moved My Cheese  AGA Conference topics  GFOA Conference topics  Asset Management  Budget Development (Operating and Capital)  A Month in the Life

 Retention Risk Analysis  Time it takes to fill positions is too long  Work stoppage when critical employees are unavailable  Critical turnover in high potential workers  Managers not satisfied with talent pool  Workers complain that promotions decisions are unfair

Succession planning  is an ongoing process where the players will change continuously  is a strategic effort that utilizes inputs from multiple sources  Organizational direction may change so be flexible  Competencies need to be constantly monitored to ensure they are measuring what you want to measure

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