Succession Planning and Staff
Development on a Budget
Amy Hurd, Ph.D., CPRP
Illinois State University
Session Objectives
• Identify succession planning needs and processes to
implement succession plans into an agency
• Understand and discuss competency progression from
entry level practitioners to CEOs
• Examine your own agency to determine the viability of
successful staff development programs
• Or….Walk away with 3-5 good ideas you can put to work
Before we start….
• Any CEO’s
• Upper Middle managers?
• Good people to fill CEO position?
• Upper Middle manager positions?...
Before we start….
• Do you have a plan?
• What does/doesn’t your plan
address?
• Is your department implementing
its plan?
• What are some
weaknesses/strengths of the
plan?
Succession Planning
• Right people in the right place at the right time to do
the right things
• Identifying and preparing suitable employees through
training and mentoring to assume key positions within
the organization.
• Systematically designed to ensure continued effective
performance in the future…not conferences & cross
training
• Match current talent to future needed talent
Succession Planning
Replacement Plans
Succession Plans
• Short term: 0-12
months
• Focus on immediate
needs
• Develops back-up staff
for key positions
• Long-term: 12-36
months
• Focus on future
leadership
• Develops leaders
capable of filling
multiple assignments
• Very reactionary!
What about
progression
plans??
The Situation…
• The Boomer Effect
▫ 82.8 million boomers
▫ 1946-1964
▫ 2010, 76 million ready for
retirement
▫ Doesn’t account for death,
illness, major life changes
The Situation…
• The Gen X & Y Effect (1965-1997)
▫ 53% seek better compensation
and benefits.
▫ 35% cited dissatisfaction with
potential career development.
▫ 32% said they were ready for a
new experience.
The Situation…
• The Skilled Workforce
Effect
▫ More jobs require
skilled workforce
▫ Increased difficulty in
filling these jobs
 M-NCPPC
▫ The economy!
Why aren’t you doing this??
Why Isn’t Succession Planning More
Common?
▫
▫
▫
▫
Time consuming
Important, but not urgent
No immediate results
Resistance from managers
and directors (threatened)
▫ Mentality that employees
are short-term
Why SP Should be Common
▫ Leaders/potential leaders want to work for quality
organizations…basic systems theory
▫ Provides an opportunity to identify potential leaders
and groom them for advancement
▫ Helps the organization prepare for the future
▫ Encourages employee satisfaction and retention
▫ Organization can effectively function during a search
▫ Assures continuity and a strong organization
 Builds a strong core
Are you sold on succession
planning yet??
Succession Planning Steps
 Step 1- Understand Agency Development Needs
Step 2- Assess Job Demands & Bench Strength
Step 3- Build the Talent Pool
Step 4- Facilitate Development Opportunities
Step 1- Understand Agency Dev. Needs
• Purposes
▫ Have high level replacement needs
▫ Need for structured ee development plans
▫ Desire a systematic process to review talent
▫ Desire a systematic process to forecast talent
▫ Establish a learning organization culture
▫ Increase agency quality, efficiency, effectiveness...
Step 1- Understand Agency Development Needs
Model for Effective Performance
The
individual’s
competencies
The job’s
demands
Effective specific
actions or
behaviors
The
organizational
environment
BALANCE
Boyatzis (1982)
Step 1- Understand Agency Dev. Needs
• What will the program look like?
▫ How many participants
▫ Application process
▫ Tracks vs 1 program
Step 1- Understand Agency Dev. Needs
• How many participants
▫ Resources available
▫ Mentors available
▫ Sample size
 VBPRD 500+ ee’s, 64 applied, accepted 30 (6%)
 CPD 60 employees…10-20%
Step 1- Understand Agency Dev. Needs
• Application process…sample
▫ Application to the program…
▫ Resume
▫ Completed recommendation form from a full time
employee higher in the organization than the
applicant...
▫ Written approval of the applicant’s direct
supervisor if they did not provide a letter of
recommendation.
Step 1- Understand Agency Dev. Needs
Recreation & Admin. Track
Operations (Maintenance) Track
• Director Track
▫ CEO, rec & admin depart.
Heads
• Director Track
▫ Operations department
heads and other director
level employees (ie.
Planners)
• Coordinator/Manager Track
▫ Managers and coordinators
within rec and admin
• Supervisor/Specialist Track
▫ Supervisors, operations
specialists, and foreman
within operations.
Succession Planning Steps
Step 1- Understand Development Needs
 Step 2- Assess Job Demands & Bench Strength
Step 3- Build the Talent Pool
Step 4- Facilitate Development Opportunities
Step 2- Assess Job Demands & Bench Strength
• Know where you are before determining where you
are going
• Identify:
▫ Key positions
 Positions vs. levels
▫ Competencies needed for each position
 Competency progression
▫ Bench Strength
Step 2- Assess Job Demands & Bench Strength
• Key positions or levels…how to identify them
▫ Consequences of not filling a position
 Tasks or decisions put on hold
 Change in service levels
 Reduction in efficiency/effectiveness
▫ Look at organizational chart…
 What is the unique function of the job?
 Why is a position so important? Key skills?
 Can your organization operate without this position?
Director Track – R & A
Coordinator/Manager Track – R & A
Director Track – Operations
Supervisors/Specialists - Operations
Step 2- Assess Job Demands & Bench Strength
• Competencies
▫ Skills
 abilities required to perform
the position
▫ Knowledge
 information required for the
position
▫ Characteristics
 attitudes, personality factors or
mental traits needed
Step 2- Assess Job Demands & Bench Strength
• Common Competencies
▫
▫
▫
▫
▫
▫
▫
▫
▫
Communication skills
Customer service
Leadership & management principles
Creativity & innovation
Multi-tasking & time management
Flexible & adaptable
Solve problems & make decisions
Networking
Comprehensive knowledge of the field
Step 2- Assess Job Demands & Bench Strength
• Understanding competencies will…
▫ Recognize the competency gap
▫ Align skills with strategic direction
▫ Help organization become “lean &
mean”
▫ Guide hiring practices to hire right
people
 Any bad hires? Why???
▫ Predict success of employees
Step 2- Assess Job Demands & Bench Strength

Progression & types of competencies…

Characteristics - soft skills
› Be a self starter
› Have patience
› Ability to be creative & innovative

Job skills - hard skills
› Develop & stay within a budget
› Establish priorities
› Develop goals & objectives
Step 2- Assess Job Demands & Bench Strength
Characteristics
CEO
Job Skills
Entry
Level
Step 2- Assess Job Demands & Bench Strength
CEO
Financial
Management
Understand
personnel
law
Middle
Mgr
Manage
multiple
budgets
Hire &
supervise full
time staff
Entry
level
Develop
program
budget
Supervise
part time
staff
Step 2- Assess Job Demands & Bench Strength
• Identify competencies for each job or level
▫ Job analysis
 Outlines roles, responsibilities, essential functions
 What people are expected to do
 What the person actually does & what others
think they should do
 Results in a job description & task inventory
 Example….
Step 2- Assess Job Demands & Bench Strength
Step 2- Assess Job Demands & Bench Strength
• Identify competencies for each
job or level
▫ Develop a competency based
success profile each position
 Look beyond skills &
knowledge
 Use research in the field
 Demonstrate understanding
of ee development
Step 2- Assess Job Demands & Bench Strength
• Example of competency-based performance criteria
▫ Essential function  Management
▫ Core Requirements = Communication
Supervision
Leadership
Conflict Resolution
▫ Specific Responsibilities:
 CIP and Operating Budget Development
 Financial Analysis/Budget Monitoring
 Personnel Management
 Policy Development
Virginia Beach Parks & Recreation Dept.
Step 2- Assess Job Demands & Bench Strength
• Example of competency-based performance criteria
▫ Essential function  Landscape Management
▫ Core Requirements = Communication
Supervision
Leadership
Coaching
Conflict Resolution
▫ Specific Responsibilities:
 Irrigation system installation
 Plant identification, design, layout
 Soil analysis
 Storm water drainage system management
Virginia Beach Parks & Recreation Dept.
Step 2- Assess Job Demands & Bench Strength
• Depth Chart to build bench strength
CEO
A.J.
A. No internal candidate ready
A. In emergency brd member X may
step in
B. Jack
B. Ready in 2 years
C. Mary
C. Ready in 5 yrs, long shot, may not
get there
Step 2- Assess Job Demands & Bench Strength
• Depth Chart to build bench strength
Succession Candidates
Position
Incumbent(s)
Ready Now
Ready 1-2 Years
Ready 2-5 years
CEO
Susan Smith
Amanda Jones;
Alex Green
Greg Jarvis
Eve Elwood
Superintendent
of Recreation
Carlos Colon
Judy Tang
Steve Hem;
Jordan Allen
Anne Perez
Director of
Operations &
Maintenance
Tom Po
Mitch White;
Cassandra Jackson
Felix Rodriguez
Ali Ahmed
Another eg…
Step 2- Assess Job Demands & Bench Strength
• Depth Chart to build bench strength
Succession Candidates
Position
Incumbent(s)
Ready Now
CEO
Susan Smith
Amanda Jones;
Alex Green
Superintendent
of Recreation
Carlos Colon
Director of
Operations &
Maintenance
Tom Po
Park Planner
Kim Jones
Your bench strength???
Ready 1-2 Years
Ready 2-5 years
Eve Elwood
Steve Hem
Ali Ahmed; Felix
Rodriguez
Succession Planning Steps
Step 1- Understand Development Needs
Step 2- Job Demands & Assess Bench Strength
 Step 3- Build the Talent Pool
Step 4- Facilitate Development Opportunities
Step 3- Build the Talent Pool
• Focus on all levels within organizations
▫ Laborers through CEO
▫ FT and PT
• Find your HiPos (High potentials)
▫ Capable of advancing 2-3 more levels
▫ Haven’t reached a career plateau
▫ Exceed minimum job expectations
▫ Self-actualizing ; committed to personal and professional
improvement
▫ Who are the HiPos in your organization??
Performance/Potential Grid
Future Potential
High
Low
Stars
Workhorses
High
low
* Take steps to
* Keep turnover low
* Keep them
motivated &
accelerate their
productive where
development
they are
Questions Marks
* Convert them to
Low
Present Performance
* Keep turnover
stars
* Counsel them to
Deadwood
* Convert them to
workhorses
* Terminate them if
accelerate their
they can’t be
development
salvaged
Odiome, G. S. (1984). Strategic management of
human resources: A portfolio approach
Step 3- Build the Talent Pool
• Assess your HiPos
▫ Supervisor assessment based on competencies
▫ Self assessment
▫ Past performance appraisals
▫ 360 degree evaluation
▫ A few examples….
Conflict Management
5
4
Has high level of skill
resolving differences &
reaching agreement by
maintaining a problem
solving attitude
3
2
Has adequate skill resolving
differences & reaching
agreement by maintaining a
problem solving attitude
1
Has little skill resolving
differences & reaching
agreement by maintaining a
problem solving attitude
Communication Skills
5
4
Always asks & answers
questions clearly; displays
good understanding of
questions; demeanor is
highly professional &
friendly
3
Asks & answers most
questions clearly; displays
adequate understanding of
questions; demeanor is
generally professional
2
1
Questions & answers not
clearly stated; often does
not understand questions;
demeanor is often
unprofessional & unfriendly
Champaign Park District
Staff Development Program
Recommendation Form – Director/Administrator Track
Part 1:
Competency
Excellent
Good
Fair
Poor
Ability to manage projects
4
3
2
1
Ability to manage contracts
4
3
2
1
Ability to prepare specifications for
4
3
2
1
Develop and administer a budget
4
3
2
1
Financial management
4
3
2
1
bid documents
Champaign Park District
Staff Development Program
Recommendation Form – Director/Administrator Track
Part 2a:
Performance Rating
1. Unsatisfactory results and performance
2. Marginal – does not meet requirements of position, remedial
actions needed
3. Satisfactory – generally meets job requirements but room for
improvement
4. Above average – surpass overall job requirements but lacks
strength in some areas
5. Superior – some elements of performance may rate as
exceptional, but overall performance falls below an exceptional
rating
6. Exceptional – general all-around excellence in quality/quantity of
work, initiative, self-development, new ideas, and attitude.
Champaign Park District
Staff Development Program
Recommendation Form – Director/Administrator Track
Part 2b:
Potential to Advance
1. Outstanding – can advance two levels above present position
2. Considerable - can advance at least one level above present
position and/or assume substantial added responsibility at present
level
3. Some – can assume added responsibilities at present level
4. Limited – at or near capacity in present position
5. Key capacity in current position – vital technical knowledge
precludes movement
Champaign Park District
Staff Development Program
Recommendation Form – Director/Administrator Track
Part 2c:
Readiness to advance to next level
1. Qualified to move now
2. Within one to two years
3. Within two to four years
4. Current level appropriate
Step 3- Build the Talent Pool
• Assess your HiPos
▫ Self-assessment
 Complete recommendation form
▫ VBPRD Work portfolios
 Focus on outcomes of competencies
▫ VBPRD Assessment center
 Higher level scenarios to see how they perform
 Review solutions to scenarios
 Time consuming
▫ Others???
Step 3- Build the Talent Pool
• The HiPo Profile
▫
▫
▫
▫
▫
▫
Resume
Competency Assessment
Potential Assessment
Strengths
Development needs
Individual development plan
Step 3- Build the Talent Pool
• Individual Development Plans
▫ Process of planning activities that will
narrow the gap between what individuals
can already do & what they should be able
to do to meet future competency
requirements in one or more key positions
Step 3- Build the Talent Pool
• Individual Development Plans
▫ Step 1: Identify potential job(s)/job level(s) ee wants
▫ Step 2: Discuss timeline
▫ Step 3: Discuss the competency gap
▫ Step 4: Set measurable learning objectives
▫ Step 5: Set strategies & ID resources to achieve objectives
 Resources: People, $, time, equipment
▫ Step 6: Est. how evidence of accomplishment is tracked
Programs that Work
E-Map = Employee Mobility Achievement Program
Programs that Work
Your logo here
Concerns about “growing your
own HiPos”???
Advantages? Disadvantages?
Step 3- Build the Talent Pool
• Advantages of growing your own
▫ Morale boosting
▫ Known quantity
▫ Retain institutional knowledge
• Cautions on growing your own
▫ No heir apparent
▫ Talent pools are built to hire from with no
guarantees for promotion
▫ Monitor internal competition among staff
▫ Heavy load on training & development
Succession Planning Steps
Step 1- Understand Development Needs
Step 2- Assess Job Demands & Bench Strength
Step 3- Build the Talent Pool
 Step 4- Facilitate Development Opportunities
Step 4 - Facilitate Development Opportunities
• Think about learning styles…
Generation
Ages
Silent
Attributes
Learning
Styles
Training
Style
Management
Style
Born before 1946 Like hierarchy and order
(64+)
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 Boomers
1946- 1964
(48-64)
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 X
1965-1977
(33-45)
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 Y
1978-1990
(20-32)
Instant Generation
Tech Savvy
Limited employee loyalty
Upward mobility- no wait
High performance & high maintenance
Value input, feedback and
mentoring
Kinesthetic
Sensory
Stories
Unplanned
Interactive
Fast
Technology
Question others
Collaborators
Change agents
Virtual problem
solvers
Step 4 - Facilitate Development Opportunities
• 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
• Book discussions
▫ Good to Great (Collins)
▫ Getting to Yes (Fischer & Ury)
▫ The Fifth Discipline: The Art and Practice of
the Learning Organization (Senge)
▫ What Makes a Leader (Goleman)
Step 4 - Facilitate Development Opportunities
• Parks & Recreation Management University (M-NCPPC)
▫ Show them how to do it, do it with them, let them do it
▫ Immerse staff in operational issues
 Research & evaluation
 Registration & financial software packages
 Public affairs & marketing
▫ Found that staff did not have P & R backgrounds
• Mentoring Programs
Step 4 - Facilitate Development Opportunities
Old Product
Oriented Model
• Transfer of knowledge from
senior to junior staff
member
▫ “I will teach what I know”
• Setting up a mentoring
program
New Process
Oriented Model
• Knowledge acquisition,
application & critical
reflection
▫ “You will learn what you
need to learn”
• Supporting mentoring
efforts
Types of mentoring
• One-on-One mentoring
▫ Traditional relationship
• Reverse mentoring
▫ Jack Welch (GE)
• Peer mentoring
▫ Often same level, experience & age
 IPRA Young Professionals
• Supervisory mentoring
▫ Often informal relationship
▫ Problems???
Types of mentoring
• Group mentoring
▫
▫
▫
▫
Group of employees learn from 1 mentor
Learning groups
Mentor is the facilitator
Group drives the learning agenda
• Distance mentoring
▫ Utilize technology to communicate
 E-mail, chat room, IM
 PC/Web camera, Skype
 Discussion boards
Step 4 - Facilitate Development
Opportunities
• Overview
▫ Understand learning styles
▫ Match learning style to training
opportunities
▫ Support mentoring programs
A sample program
Transitional Leadership – Igniting the Fire Within
P&R Mgmt University (M-NCPPC)
• Rigorous application process
▫ Exceptional current job performance
▫ Completion of a basic leadership concepts course
▫ 3 references
• Memorandum of Understanding
▫ Purpose, commitment, intent to stay 12 months
• Classes
▫ 10 days intensive instruction
▫ 4 month experiential job assignment
• Stipend for completing the training
VBPRD – Leadership Development Program
• Designed to prepare for promotional opportunities
• Enrollment every other year
• 5 Tracks
▫ Landscape Management
▫ Management
▫ Administrative support
▫ Programming
▫ Operations
• Assigned a mentor
• Sign a contract
• Review progress on the development plan quarterly
• Qualifications:….
VBPRD – Leadership Development Program
• Qualifications:
▫ FT staff who has completed their 1 yr probation
▫ FT complete 1 yr after transferring from another dept.
▫ PT who has worked 1040 hours & has started accruing
leave
▫ Plus:
 No disciplinary action for the past 18 months
 Supervisor approval
VBPRD – Leadership Development Program
• Stumbling Blocks
▫ Time commitment
▫ It took time to understand each others job
responsibilities
▫ Seasonality – busy/slow times
▫ Some goals lead to certification – budget issue
▫ Existing workload problems
▫ Distance between mentor and mentee
CPD – Staff Development Plan
• Criteria
▫ Full time employee at the Champaign Park District.
▫ Three years of full or part time experience in the field.
This experience can be with multiple agencies.
▫ Capable of advancing 2-3 more levels within a parks
and recreation agency. A department head may
participate if they have the ability to advance one
additional level.
▫ Committed to professional advancement and
improvement.
Activity
1. Program requirements/qualifications
2. Application process, appointment, supervisor
nomination
3. Number in the first class
4. How often is a new class started?
5. Plan to assess HiPos
6. Means of accountability to HiPos
Thank you!!!!
Amy R. Hurd, Ph.D., CPRP
Associate Professor
Illinois State University
McCormick Hall 212
Normal, IL 61761
309-438-5557
arhurd@ilstu.edu
http://www.castonline.ilstu.edu/hurd/nrpa.htm