CSAE:BUILDING CAPACITY AUGUST 24, 2007 SUCCESSION PLANNING WHAT YOU NEED TO KNOW TO HELP DELIVER A CONSISTENT MESSAGE TO YOUR STAKEHOLDERS Deborah Del Duca Girl Guides of Canada-Guides du Canada

“In organizational development, succession planning is the process of identifying and preparing suitable employees (volunteers/members) through mentoring, training and job rotation, to replace key players…within an organization as their terms expire.” Wikipedia “The attainment of a company’s strategic objectives requires a clearly understood vision, a firm commitment from top management, the right people in key positions, and a program to measure and reward employees based on their accomplishments.” Caliper “…succession management is the development of a pool of talent with the skills, attributes, and experiences to fill specific, often high-level positions.” Succession Planning and Management by Teresa Howe, CHRP Succession Planning defined:

Girl Guides of Canada-Guides du Canada (GGC) About GGC : National organization, as per a Special Act of Parliament (1910) Mission: Girl Guides of Canada-Guides du Canada is a Movement of girls and women that challenges Members in their personal development and empowers them to be responsible citizens. Membership:92,238Girls 23,968Adults Organizational Structure:complex and extensive: National Provincial Councils Area District Divisions Unit – Leaders and Girls

Members in Senior Leadership Roles Key Positions: Chief Commissioner Board of Directors Governing Committee Chairs National Advisers Approximately 75 – 100 positions (1 – 3 years) Human Resources to address this: Deputy Chief Commissioner – Operations Executive Assistant Leadership Recruitment Nominating Committee for Board Positions

Recruitment & Assessment: Clear position descriptions Comprehensive recruitment process Internal and external postings Personal recruitment Rigorous application/screening Interview Reference checking Assessment against criteria Orientation & Support: Semi-customized Orientation Governance Manual; National Volunteer Manual Training, professional development, coaching/mentoring Adult Member Support Procedures Support (via staff resources)

Development for Succession: Placement of Members/Volunteers to committees/positions as per their current skill/interest Observe strengths; reposition to new roles where suited Afford opportunities for networking, representation, spokesperson Provide ongoing informal and formal development Limit duration of terms and frequency Always be on the lookout; maintain a roster

Recognition & Reward: Published acknowledgement at appointment National Volunteer Week “touch base” at year one Communicate!! At completion of term exit interview, letter of thanks, gift Broad range of awards Members in Senior Leadership Roles

Our Shortcomings: Difficult to convey the hard message re: not meeting expectations Recycle same women because they’re known and experienced for specific functions Don’t always walk the talk re: empowering girls and young women as leaders

Clear expectations Targeted recruitment/selection Right person for the right job at the outset Strategic placement and dynamic repositioning Investment in development Continuous assessment Constant communication Recognition Keep them hooked! Principles for Succession: