1. Critical Issues in Public Health Nutrition Leadership: Succession Management and Developing Your Leadership Pipeline ASTPHND Annual Meeting June 10, 2008 Presented by Carol Woltring, Executive Director Center for Health Leadership and Practice Public Health Institute Center for Health Leadership and Practice, Public Health Institute

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

3. Center for Health Leadership and Practice, Public Health Institute Objectives: Have a shared understanding about the workforce Have a shared understanding about the workforce demographics in public health nutrition leadership and demographics in public health nutrition 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” and Identify the key elements of a “culture of succession” and succession management related to your succession 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 steps Identify 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 strategies Identify 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.

4. Center for Health Leadership and Practice, Public Health Institute Why Succession Management and Why Now: Public Health Nutrition Workforce Demographics Alexa M. George, PhD, MPH, RD

5. Center for Health Leadership and Practice, Public Health Institute State health agencies are reporting over 50% of their public health workforce is eligible for retirement over the next five years (2008-2012) -State Public Health Worker Survey Results ASTHO, 2007

6. Center for Health Leadership and Practice, Public Health Institute How critical is the aging of the workforce in your organization/state?

7. Center for Health Leadership and Practice, Public Health Institute Developing a Culture of Succession: Key Elements and Steps in Succession Management and Planning

8. Developing a Culture of Succession Key Elements I.Organizational Strategic Plan- vision, mission, context, trends, customer needs, goals and strategic directions II.Succession Plan A. 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 Strategies A. Training – Technical/Professional skills/ Management and Leadership skills B. Coaching and mentoring C. Career development/portfolio development IV.Knowledge Transfer – ongoing and urgent Organizational Strategic Plan Succession Plan Staff Development & Retention Strategies Knowledge Transfer Center for Health Leadership and Practice, Public Health Institute

9. The Levels in Succession Planning The Whole Organization The Programs The Individuals Center for Health Leadership and Practice, Public Health Institute

10. Continuum of Succession Processes Replacement planning Succession planning Succession management Identification of successors yesyesyes Development of successors little or none yesyes (Talent Pool) Managerial levels top two or three all Recruitment and Selection ??yes Retention??yes

11. Center for Health Leadership and Practice, Public Health Institute Our Focus: Succession management- combining succession planning and leadership development of high potentials (leadership pipeline/talent pool)

12. Center for Health Leadership and Practice, Public Health Institute Project leadership requirements Project leadership requirements Identify a pool of high potential candidates Identify a pool of high potential candidates Develop leadership competencies in those candidates Develop leadership competencies in those candidates through intentional learning experiences through 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 levels of the organization. It is a robust approach that requires an organizational culture that sees the value of talent development and understands how to integrate that into daily operations. The focus is typically successors for the top management levels of the organization. It is a robust approach that requires an organizational culture that sees the value of talent development and understands how to integrate that into daily operations. Succession Management is a deliberate and systemic effort to:

13. Center for Health Leadership and Practice, Public Health Institute Succession Management is a long term strategic initiative that ensures that the right staff are in the right jobs at the right times. It ensures the continued effective performance of an organization by establishing a process to develop and replace key staff over time.

14. Center for Health Leadership and Practice, Public Health Institute It helps your organization answer key questions: 1. Who will move into this key position when _____ retires? 2. ______ could move into any one of these three director positions. If he/she accepts one, who will replace him/her? Is this the best position for ____’s skill set. 3. How do we keep ______ from leaving if he/she does not get his/her promotion? If your organization carries out succession management correctly, it will have talent pool of individuals prepared to step into management and other critical positions left vacant because of retirement and general attrition.

15. Center for Health Leadership and Practice, Public Health Institute Development of a Succession Management Plan Development of a Succession Management Plan Identification of high potentials Identification of high potentials Leadership development of high potentials Leadership 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 evaluate Accountability - monitor progress and evaluate Succession Management includes:

16. Center for Health Leadership and Practice, Public Health Institute 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 Model

17. Center for Health Leadership and Practice, Public Health Institute Succession Management Planning Phase I Step 1 Ensure top level sponsorship Ensure top level sponsorship Step 2 Understand your current situation Understand your current situation Step 3 Identify your strategic direction and impact on current and future workforce needs - Implications for leadership Identify your strategic direction and impact on current and future workforce needs - Implications for leadership Step 4 Determine the scope of your plan and activities Determine the scope of your plan and activities

18. Center for Health Leadership and Practice, Public Health Institute Succession Management Planning Phase II Step 1 Analyze retirement data Analyze retirement data Step 2 Determine “hot spots” Determine “hot spots” Step 3 Conduct gap analysis Conduct gap analysis

19. Center for Health Leadership and Practice, Public Health Institute Workforce Analysis Tools Retirement Analysis Department/Division/ Program Total50-5455-5960+ Total 50-60+ Retirement Analysis for _________________________

20. Center for Health Leadership and Practice, Public Health Institute Workforce Analysis Tools Gap Analysis Projection for Need for: Job Title Program or location A Program or location B Program or location C Program or location D Today’s supply (date) Projections: Transfers or resignations Retirements Other separations (other job, dismissal, death) Future Supply (date) Future Demand (date) Gap to be filled Gap Analysis for _________________________

21. Center for Health Leadership and Practice, Public Health Institute Developing your Leadership Bench: Identification and Leadership Development of High Potentials

22. Center for Health Leadership and Practice, Public Health Institute Identification of High Potentials Who are high potentials? Individuals who at various point in their careers are perceived to be potential successors to those at higher organizational levels. Who are high potentials? Individuals who at various point in their careers are perceived to be potential successors to those at higher organizational levels. Importance of learning is the key distinction between those who are high potentials and those who are not. Learning agility, as demonstrated by performance over time in a variety of assignments, is the best way to determine of an individual is a high potential. Importance of learning is the key distinction between those who are high potentials and those who are not. Learning agility, as demonstrated by performance over time in a variety of assignments, is the best way to determine of an individual is a high potential.

23. Center for Health Leadership and Practice, Public Health Institute Identification of High Potentials are results driven: have completed many challenging assignments are results driven: have completed many challenging assignments have people skills: influence, motivate, and work with a wide range of people have people skills: influence, motivate, and work with a wide range of people have mental ability: have street smarts and ask insightful questions have mental ability: have street smarts and ask insightful questions use integrated thinking: link ideas and understand the essence of problems use integrated thinking: link ideas and understand the essence of problems are flexible: adjust priorities, take risks, and embrace change are flexible: adjust priorities, take risks, and embrace change are energetic: get energy from work and energize others are energetic: get energy from work and energize others have core technical skills have core technical skills understand the organization’s mission, vision, goals, and objectives understand the organization’s mission, vision, goals, and objectives Generally high potential employees:

24. Center for Health Leadership and Practice, Public Health Institute Development of High Potentials Examples include: Leadership development programs-knowledge, skills, attributes Leadership development programs-knowledge, skills, attributes Network development Network development Exposure to senior management Exposure to senior management Coaching Coaching Mentoring Mentoring Self-Study and E-Learning Self-Study and E-Learning Job shadowing Job shadowing Early involvement with strategic issues Early involvement with strategic issues Action learning – stretch assignments, cross-functional assignments, rotation, etc. Action learning – stretch assignments, cross-functional assignments, rotation, etc. Blended learning is best with combination of classroom, training, on-the-job, and e-learning.

25. 1900 - 1945 Traditionalists 1946-1964 Baby Boomers 1965 - 1981 Generation X 1982- 2000 Millennials “ I learned the hard way, you can too.” “Train them too much and they might leave” “The more they learn, the more they stay” “Continuous learning is a way of life” School of hard knocks School of hard knocks Younger generation spoiled by too many choices Younger generation spoiled by too many choices Training a perk and way to get ahead in the organization Training a perk and way to get ahead in the organization Limit training or people will become too adept and leave the organization Limit training or people will become too adept and leave the organization Constantly developing a portfolio of skills so they can adapt to rapid change and/or a need to move on. Constantly developing a portfolio of skills so they can adapt to rapid change and/or a need to move on. Expectation for on-going training -- -no leveling off Expectation for on-going training -- -no leveling off Constant retooling to fit in to ever changing world and job market Constant retooling to fit in to ever changing world and job market 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 & Development Training & Development Generational Perspectives Center for Health Leadership and Practice, Public Health Institute 2008

26. Center for Health Leadership and Practice, Public Health Institute Resources for Public Health Nutrition Leadership Development – MCH Nutrition Training Funds (HRSA), WIC Funding Sources for Public Health Nutrition Leadership Development: The Maternal and MCH Nutrition Training Program currently funds 8 universities to offer nutrition training programs. Some offer graduate training in public health nutrition and some offer one-week to six-month fellowships in pediatric or neonatal nutrition and continuing education programs. All offer continuing education for health professionals. Website: www.nutrition.mchtraining.netwww.nutrition.mchtraining.net

27. Center for Health Leadership and Practice, Public Health Institute State and Regional Public Health Leadership Institutes www.heartlandcenters.slu.edu/nln /

28. Center for Health Leadership and Practice, Public Health Institute Wisconsin Build Your Future with the WIC Nutrition Leadership Series USDA Infrastructure Grant, 2006-2007 Recognized WIC as the cornerstone for nutrition services (91% funding of nutrition positions in local health departments) Training series to build the leadership and nutrition services with WIC as this cornerstone Development Strategies Case Example

29. Center for Health Leadership and Practice, Public Health Institute Target Audience WIC Directors and Nutritionists who were committed to developing their nutrition leadership management skills to create healthy organizations and health communities Application and Applicant Supervisor’s Commitment Process 38 local project staff and 9 state staff participated

30. Center for Health Leadership and Practice, Public Health Institute Curriculum 3-2 day trainings with 2 regional follow-up meetings between sessions Designed by faculty consultant, state and local committee with practical nutrition issues/case studies in leadership Session 1 – Self Leadership Session 2 – Leading Others Session 3 – Leading Within Your Community

31. Center for Health Leadership and Practice, Public Health Institute Evaluation or Did it Work? Increase in volunteering to serve on state and local committees Public Health Nutrition Position Descriptions have been created by several to reflect vision to build public health nutrition services Leaders are mentoring or coaching others on the Leadership Series content. Regional meetings continue to focus on the leadership training Reports of re-energized coalition meetings and staff meetings Reports of feeling confident in advocating for needs

32. 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? Center for Health Leadership and Practice, Public Health Institute

33. For Additional Information Contact: Carol Woltring, Executive Director Center for Health Leadership and Practice, Public Health Institute 510 285-5586 E Mail: cwoltring@cfhl.orgcwoltring@cfhl.org Alexa M. George, PhD, MPH, RD Email: ageorge3@utk.eduageorge3@utk.edu Linda Petersen, MPH, RD, CD, Public Health Nutrition Consultant Wisconsin Division of Public Health 715 836-3826 Email : peterlj@dhfs.state.wi.uspeterlj@dhfs.state.wi.us