1. Putting your Succession Plan into Action Amy Hurd, Ph.D., CPRP- Illinois State University Chris Nunes, Ph.D., CPRP- The Woodlands, Texas

2. Before we start………  Do you have a plan?  What does/does not your plan address?  Is your department implementing its plan?  What are some weaknesses of the plan?

3.  Describe the need for and the tools to implement a succession plan  Identify competencies needed for parks and recreation professionals  Discuss ideas for employee development to implement in their own agencies Session Objectives

4. Session Overview  Overview Succession Planning  Competencies Based Management  Organizational Status  Programs That Work

5. Background Information  Why Isn’t Succession Planning More Common? › Time consuming › Important, but not urgent › No immediate results › Resistance from managers and directors (threatened) › Political instability › Mentality that employees are short-term

6. Background Information  Why Succession Planning SHOULD be a Common Practice › Leaders/potential leaders want to work for quality organizations › Limited talent pool › Provides an opportunity to identify potential leaders and groom them for advancement › Helps the organization prepare for the future

7. Background Information Succession Plans  Long-term: 12-36 months  Focus on future leadership  Develops leaders capable of filling multiple assignments Replacement Plans  Short term: 0-12 months  Focus on immediate needs  Develops back-up staff for key positions

8. The Situation…  CEO/Upper Management › controls too much information › is faced with health, family issues that diverts considerable time from agency › sees lucrative $$ package from another agency & leaves › retires….

9. The Situation…  82.8 million boomers › 1946-1964  2008, 78 million ready for retirement  Doesn’t account for death, illness, major life changes  60% of companies don’t know what they will do about this

10. The Situation GenerationAgesAttributesLearning Styles Training Style Management Style SilentBorn before 1946 (62-83) Like hierarchy and order Comfortable with direct leadership Willing to climb the ladder patiently Difficult to adjust to change Auditory Data Monologue Classroom Formal Quite Control Authority Thinkers Baby Boomers1946- 1964 (43-61) Believe in value of hard work Value democratic work environment View work groups as social groups Seek to change institutions Visual Metaphors Dialogue Roundtable Relaxed Planned Cooperation Competency Doers Generation X1965-1977 (30-42) Want to be cutting edge Willing to break the rules Adaptive to change and new technology Kinesthetic Sensory Stories Unplanned Spontaneous Interactive Consensus Creativity Feelers Generation Y1978-1990 (18-29) Instant Generation Tech Savvy Limited employee loyalty Upward mobility- no wait Cynicism towards organizations Value input, feedback and mentoring Kinesthetic Sensory Stories Unplanned Spontaneous Interactive Consensus Creativity Feelers

11. The Situation  Why people leave? › 53% seek better compensation and benefits. › 35% cited dissatisfaction with potential career development. › 32% said they were ready for a new experience.

12. Succession Planning  Identifying and preparing suitable employees through training and mentoring to assume key positions within the organization.

13. Succession Planning  Why Plan? › Identify expected vacancies › Prevent knowledge drain › Preparation for new leadership › Identify workforce development needs › Ready to fill vacated positions without wasting resources

14.  Outcomes › Improved retention and employee satisfaction › Enhanced commitment of exceptional employees › Stronger organization/long term sustainability › Organization can efficiently and effectively function during a search › Assures continuity & a strong organization for a new employee Succession Planning

15. Succession Planning Steps  Step 1- Understand Development needs  Step 2- Identify Potential Successors  Step 3- Develop and Train Successors  Step 4- Promote and Compensate

16. Step 1- Understand Development Needs  Map out competencies of organizations  Assess competency gap based on mission, vision and values of organization

17.  Competencies › Skills - abilities required to perform the position › Knowledge – information required for the position › Characteristics – attitudes, personality factors or mental traits needed Step 1- Understand Development Needs

18. Model for Effective Performance The individual’s competencies The job’s demands The organizational environment Effective specific actions or behaviors BALANCE Boyatzis (1982) Step 1- Understand Development Needs

19.  Understanding Competencies Will Provide For? › Efficiency & Effectiveness › Clarifying effective performance requirements › Align skills with strategic direction › Help organization become “lean & mean” › Hire right people › Predict success of employee Step 1- Understand Development Needs

20.  Job skills - hard skills › Develop & stay within a budget › Establish priorities › Develop goals & objectives  Characteristics - soft skills › Be a self starter › Have patience › Ability to be creative & innovative

21. Job Skills Characteristics EntryLevel CEO Step 1- Understand Development Needs Assess the competency gap

22.  Common Competencies › Communication skills › Customer service › Leadership & management principles › Creativity & innovation › Multi-tasking & time management › Flexible, adaptable, innovative, creative › Solve problems & make decisions › Networking › Comprehensive knowledge of the field 25 common competencies Step 1- Understand Development Needs

23. CEO Financial Management Understand personnel law Middle Mgr Manage multiple budgets Hire & supervise full time staff Entry level Develop program budget Supervise PT staff Step 1- Understand Development Needs

24.  Have a success profile for every position in the organization  What competencies are critical for each position?  Must be related to vision, mission and goals  Select 2-3 people per position to develop  Focus on all levels within organizations › Laborers through CEO Step 1- Understand Development Needs

25.  What type of people are we looking for? › Do I have the right people already in the organization? › Are these people in the “right seats”? › Are these people committed to the mission? › Revert back to the success profile.  Nurture inside-outsiders Step 2- Identify Potential Successors Focus beyond just high performers!!!!

26.  Successor Trails › Soft and Hard Skills › Task-and results-oriented › Possesses people skills; accepts people as they are and knows how to build relationships › Possesses high self-esteem and personal confidence › Knows how to check ego at the door Step 2- Identify Potential Successors

27.  Successor Trails › Can make mistakes, admit them, correct them, and learn from them › Clear set of values practiced daily › Exhibits maturity—not age, but behavior › At ease with superiors and subordinates Step 2- Identify Potential Successors

28. Advantages  Provides rewards and incentives for great employees  Cost effective  Morale-boosting Disadvantages  Organizational inbreeding  Possible infighting or jockeying for position  Heavy load on training and development Internal vs External Candidates????? Martinez-Purson, 2006

29. Step 3- Develop & Train Successors  Systematic effort to develop and train the next generation of leaders.  Able to modify existing tools to “grow your own”  Expand exposure of employees beyond the division  Start early in an employees career

30.  Train for skills not already in the agency??  Creating an organizational learning culture Step 3- Develop & Train Successors

31.  Tools of the Trade › Performance Appraisals › Professional Development Plan › Conference Plan › Mentoring  Professional Development › Benchmarking skills › Assessing the competency gap › Complacency  Hiring criteria & employee selection › Board vs. the CEO › Job descriptions Step 3- Develop & Train Successors

32.  Simple Methods › Lead by Example › Provide them time › Ask questions to staff to develop them › Provide timely and honest feedback  Hire tough › Never lower standards just to fill a position!

33. Step 4- Promote & Compensate  How to retain exceptional employee’s › Competitive salaries › Competitive vacation and holidays › Tuition reimbursement › Enable a balance of work & life  Phased in retirements  Flexible work schedules

34. Step 4- Promote & Compensate  Retaining exceptional employee’s › Provide feedback › Recognize success › Provide opportunities to be creative, express initiative and make a difference › Reputation breeds retention › Provide the tools needed to do the job  Prepare them for advancement › Provide information & knowledge › Mentoring

35. Programs that Work

37. Gulf Coast Leadership Development Institute Programs that Work

38.  Gulf Coast Leadership Development Institute › Program Vision  To create a series of professionals in the state of Texas that assists the parks and recreation field in further becoming an essential service. › Program Mission  To provide young and emerging professionals the knowledge, skills, and abilities necessary to grow and develop to embrace future challenges and leadership positions.

39. Programs that Work  Key Elements › High quality speakers/education › Low price-$125 › All inclusive (food, lodging and sessions) › Local › Intensive experience › Small size › Retreat like atmosphere

40. Programs That Work  Mentoring/Coaching › An important part of succession planning › Builds long-term, organizational loyalty › Customized “on the job” development › Inexpensive – primarily “soft costs” › Flexible: formal or informal, same or different organizations › A good mentor-protégé relationship can be beneficial throughout a career

41. Programs that Work  Performance Reviews › 360 review › Honesty › Professional Goal Setting › Ability to identity weakness, strengths, abilities, etc › Outcome can be a professional development plan

42. Programs that Work  Lunch and Learn › Able to build knowledge and common understanding within an organization › Offered to all employees › Leadership Topics  Leadership, Communication, Decision Making › Job Interview Skills  Resume, Interview, Cover Letter

43. Programs that Work  Model staff development by developing yourself! › Get out of your comfort zone › Read 10 minutes a day › Listen to people › Set specific goals for yourself and your team › Stay positive › Give back—your legacy is what you leave with others (Standiford, 2004)

44. Thank You!!!! Amy Hurd, Ph.D., CPRP Associate Professor Illinois State University 309-438-5557 arhurd@ilstu.edu Chris Nunes, Ph.D., CPRP Director of Parks and Recreation The Woodlands, Texas 281.210.3906 cmnunes@catw-tx.org