IPMA-HR Magazine Focuses on Workforce and Succession Planning
1. EWS
SEPTEMBER 2011
THE MAGAZINE OF THE INTERNATIONAL PUBLIC MANAGEMENT ASSOCIATION FOR HUMAN RESOURCES
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Workforce and succession planning and strategic planning—this
is the focus of this month’s issue of HR News. Authors Paula
M. Singer, Laura Francisco and Brian Schott, Patrick Ibarra and
Amanda Cuda tackle this focus in their articles, “The Best Laid
Plans: How Strategic Planning Can Move Your Organization
Toward Success,” “Succession Planning: The Sequel” and
“Succession Planning: Providing a Road Map for Your
Organization.”
Singer, Francisco and Schott define “strategic planning” in their
article as “a set of tools to allow an organization’s mission to be
fulfilled with maximum effectiveness and efficiency” (page 6).
“Perhaps the most critical concept to keep in mind about strategic
planning is that one size does not fit all,” they write. “Each...
(organization) has different needs that must be addressed in order to
make their own visions reality. However, the adoption of staff and
stakeholder involvement, communications and external relations,
goal tracking and performance management and succession planning
may make strategic planning more successful—and widespread—in
the future.”
FROM THE EDITOR
Cuda, who takes on succession planning in her article, which starts
on page 14, begins by stating the obvious. “Change is a frightening
thing,” she writes. “No one likes to think about what will happen
after a cherished employee leaves his or her position to retire or take
a new job. We like to think our workers will always be there and will
always be able to perform at the level we require.” But of course that
isn’t the case. And, Cuda continues, “with the sizable baby boomer
population aging, succession planning…has taken on added
importance.”
Ibarra also takes on the subject of succession planning in his article
(page 10). He provides a list of specific actions that organizations
can take immediately to offset the impact that’s created when
employees leave.
Also in this month’s issue, don’t miss Terrence McCrossan’s article,
“Reducing Public Sector Operating Costs Through Outsourcing”
(page 22). In it, McCrossan suggests that “(b)y automating and off-
loading certain human capital management functions to a third
party, organizations (can take) significant costs out and (free) their
staff up to focus on direct constituent services.”
And, read Elizabeth Newman’s article (page 24), “Is Your
Organization Ready for ERP?” Newman writes, “One of the fastest
and most complete ways to transform HR business processes is to
implement an ERP system. Some public sector legacy systems are
just too old to offer workforces, customers and constituents the
information and dynamic services they expect today.” But, she
continues, decisions about enterprise resource planning should be
made “with eyes wide open.”
In addition to all of this, be sure to read this month’s Labor
Relations column (page 26), in which IPMA-HR Senior Director of
Government Affairs and Communications Tina Ott Chiappetta,
CAE, discusses several court cases, including one in which a court
ruled that an employee who was fired under a Last Chance
Agreement (LCA) has a right to a pre-termination hearing, and
another in which the Second Circuit Court of Appeals ruled that a
government employee, who was fired for refusing to falsify a report
at the request of his superiors, is protected by the First Amendment.
In this month’s issue, you’ll also read about the recipients of IPMA-
HR Graduate Study Fellowships and Scholarships, as well as about
the winners of the IPMA-HR Honorary Life Membership and the
Agency Awards for Excellence.
Read about all this and more in this issue of HR News. We hope you
enjoy it!
Elizabeth Kirkland
SEPTEMBER 2011 | 1 |
4. A Fresh New
CPS HR.
Over the last 25 years, the workforce has evolved and so has HR management.
Likewise, we changed with the times to help public agencies hire, train and retain
the best employees. As a result, CPS HR remains on the leading edge of human
resources, tackling HR challenges that are more complex than ever.
In order to reflect our more advanced consulting capabilities and enhanced products and
services, we’ve updated our look, name and brand image. CPS Human Resource Services is
now CPS HR Consulting. Of course, while our name and logo have changed, our focus has
not. With CPS HR Consulting, you can always count on a strategic and integrated HR systems
approach to increasing organizational performance in public agencies.
To see our updated website, go to cps.ca.gov
Your Path to Performance.
5. WWW.IPMA-HR.ORG SEPTEMBER 2011 | 3 |
TABLE OF CONTENTS
SEPTEMBER 2011 | VOLUME 77 NO 9
COLUMNS
26 LABOR RELATIONS
DEPARTMENTS
23 MEMBERSHIP MATTERS
30 RECRUITER SERVICE
32 CALENDAR
32 PRODUCTS AND SERVICES
THE BEST LAID PLANS
How Strategic Planning
Can Move Your Organization
Toward Success
FEATURES
6
1 From the Editor
9 IPMA-HR Job Postings: A Great Recruitment Tool
12 Fall 2011 Issue of Public Personnel Management
Now Available Online
13 HR Forum Held in Chicago
18 Recipients of IPMA-HR Graduate Study
Fellowship, Scholarship Named
20 IPMA-HR Names Award Recipients
22 Reducing Public Sector Operating Costs
Through Outsourcing
24 Is Your Organization Ready for ERP?
27 HR News Needs Contributions from
State, Local Agencies
NEWS
28 New HR Certificate Program
Unveiled by IPMA-HR
SUCCESSION PLANNING:
The Sequel10
SUCCESSION PLANNING:
Providing a Road Map
for Your Organization14
8. HR NEWS MAGAZINE
■ w o r k f o r c e / s u c c e s s i o n p l a n n i n g & s t r a t e g i c p l a n n i n g ■
| 6 | SEPTEMBER 2011
THE BEST
LAID PLANS
How Strategic Planning
Can Move Your
Organization Toward
Success
By Paula M. Singer, PhD and Laura Francisco, With Contribution by Brian Schott
D
urham County Public Library needed a vision. Like many
domestic and international municipal departments, this
North Carolina public library system found itself straying
from its original goal of being a citizen-focused organization,
according to former library director Hampton “Skip” Auld. It
needed to regain its connection with the community through
appropriate, cost-effective programs. In order to revitalize the
system’s libraries and better meet the needs of its populace, Durham
County officials developed and implemented a strategic plan.
There seems to be no better time than today for municipalities to
adapt their own strategic plan, which, according to the Foundation
for Community Association Research, is all about envisioning and
projecting where your organization expects to be in five, 10, or 15
years—and then identifying how you will get there. With budget
cuts looming in most U.S. states and politicians eager to trim the
fat, an organization with commitment and a well-surveyed direction
can retain funding and employees and meet its overall objectives by
successfully drafting and implementing a strategic plan.
Yet despite offering benefits like increased collaboration among
government officials and citizens, a renewed sense of purpose for
citizens, management and staff, and cost savings, strategic planning
has not enjoyed widespread adoption over the last 25 years. Accord-
ing to an article in the January-February 2005 edition of Public
Administration Review, federal agencies are required to implement
strategic plans, and many states have laws in place that encourage
the practice. This has led to 60 percent of state government agen-
cies enacting strategic plans. However, local governments by and
large lack these requirements, leading to only 40 percent of munici-
palities from 2000 to 2005 engaging in formal, citywide strategic
planning.
That’s why strategic planning success stories feature refined tech-
niques for developing, monitoring and implementing their strategic
plans. Through focusing on community input, controlling the allo-
cation of scarce resources, creating clear performance metrics and
devising a succession plan to keep things on track in the event of
staff turnover, a strategic plan can be an effective tool for driving
your organization toward its shared vision—instead of being placed
in a filing cabinet and forgotten.
What exactly is strategic planning? It’s a set of tools to allow an
organization’s mission to be fulfilled with maximum effectiveness
and efficiency. While strategic plans can take a variety of
approaches (depending on the realities of that organization’s
region), there are several essential, common characteristics of a
successful plan. Perhaps the most important is what the New
Jersey State League of Municipalities also labels as one of the first
steps of an effective plan: the development of a vision statement.
Between one to two sentences, this statement encompasses an ideal
picture of the local government and its future, giving all stakeholders
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Who’s Involved?
Perhaps the biggest difference between a strategic plan that’s an
effective and useful tool for driving your organization to success—
and one that’s just a laminated paperweight—is to make the strate-
gic planning process a collective one. According to Public
Administration Review, while 80 percent of municipalities directly
involved the mayor and city council in strategic planning, only 60
percent engaged the citizenry and 40 percent factored in staff.
Instead of having a strategic plan that is something that only
management can see and control, feedback and development of the
strategic plan should be a job for citizens and government staff as
well.
When Montgomery County, Md., a local government just outside of
Washington, D.C., instituted its 2004 strategic planning process, it
made sure that everyone could question the development and imple-
mentation of the plan. According to Montgomery County HR
Director Joseph Adler, IPMA-CP, SPHR, management assigned
leaders to specifically monitor and implement one goal each. In turn
they filtered this knowledge through to the entire organization and
generated periodic reports on their progress. A comprehensive,
successful strategic plan cannot succeed without management view-
ing that plan as a tool toward which they need to allocate time, staff,
something to strive for.
From that vision statement, long-term goals can be developed.
Having acknowledged their vision of a customer-centered library,
Durham County devised four primary and three supporting goals.
Their primary goals:
■ Make the library a customer-centered and welcoming place for
the Durham community,
■ Support literacy by preparing children for school success and
helping teens to develop skills they need to become productive,
well-informed citizens,
■ Become a leader in providing residents with information tech-
nology resources for academic, business, social networking, and
leisure purposes and
■ Embrace and support Durham’s cultural heritage for a vibrant
community.
Management devised objectives for meeting these goals with clear
metrics to measure their success. For instance, one objective of
Durham’s goal of making a customer-centered library: 95 percent of
patrons by June 30, 2011, should report that staff members are
“knowledgeable, friendly, accessible, and attentive to their needs.”
These definitive measurements helped the Durham County Library
to stay on track, meet all of its goals, and succeed in its four-year
strategic plan. CONTINUED ON PAGE 8
10. | 8 | SEPTEMBER 2011 HR NEWS MAGAZINE
■ w o r k f o r c e / s u c c e s s i o n p l a n n i n g & s t r a t e g i c p l a n n i n g ■
money and other resources in order to realize those goals. Strategic
management also requires that organization leaders monitor
performance and results, as well as drive the plan through the budg-
etary process to ensure proper funding.This is not to say that staff
should be given free reign to make decisions on the plan. Input
should be sought, collected and welcomed, then factored into strate-
gic planning as appropriate.
Colorado Springs, Colo., involved citizens in its strategic plan by
creating a citizen committee to review aspects of city governance.
The committee made suggestions on the city’s taxpayer’s bill of
rights, revenue and expenditures and the city adopted the majority of
those recommendations, according to Colorado Springs Senior
Budget Analyst Angela Hoffman.This sustainable funding commit-
tee fulfilled a strategic plan goal and also served as a way to
contribute citizen input to other goals, such as improved quality of
life, civic engagement and economic vitality.
Performance management and review techniques are also an impor-
tant aspect of an effective strategic management approach. Perform-
ance reviews should be conducted regularly, allowing for immediate
feedback on how an employee’s work has contributed positively and
where it needs improvement. In addition, broader strategic planning
reviews should be held several times a year—not bunched up into an
annual retreat—so that an organization can stay on top of its plan-
ning and modify or update as necessary.
In addition to staff involvement, a strategic plan cannot succeed
without the support of those outside of the organization. Involving
stakeholders of all types—from elected officials to citizens—is often
neglected yet crucial for keeping the plan on course.This process was
essential to Durham County when they decided to involve all stake-
holders in the development of the strategic plan. Meeting for a “day
of visioning,” Auld and the rest of staff asked all involved to project
what Durham County Library could become.They made group
visits to other area libraries for ideas and support and identified 25
stakeholder groups and 150 individual stakeholders whose support
was essential to carrying out the strategic plan.This perspective
allowed Durham to specifically target these individuals and groups
for support and have them involved from the start.
With the help of HR consulting firm The Singer Group, Durham
County then held a future search conference to develop goals for
their vision.They laid out a time period of four years to accomplish
their major objectives and rolled out a wiki, a collaborative website,
to keep everyone informed on the plan’s steps and progress.
Throughout this time, Auld emphasized that management took a
“two-pronged approach to valuing both staff and the public.” With a
systemic, focused outreach for the community and attention to staff,
Durham County was able to drive their program to success.
But Can We Afford This?
Budget cuts can certainly create barriers to effective strategic plan-
ning. Too often fiscal pains at the state and federal level trickle down
to local government. State governments such as those in California
have borrowed money from local governments, putting a further
strain on the implementation of a strategic plan. Adler found Mont-
gomery County’s strategic HR plan stymied by both personnel and
financial downsizing. “Reality has intruded on the process,” Adler
remarked in a recent interview.
Funding issues can even be seen in the governments of Mali and
Cameroon, two West African nations undergoing a process of
decentralization, essentially putting more power in the hands of
regional governments. Several African relief organizations provided
training and resources to implement strategic planning for their local
and regional governments. While the Swiss Association for Interna-
tional Cooperation reported that municipalities were enthusiastic
about the collaborative features of strategic planning, they cited the
time, cost, and expense of involving many stakeholders in the devel-
opment of their plans as a major concern.
However, according to allBusiness contributor Michael DeAngelis,
these issues can be mitigated by management driving the strategic
planning through the budgetary process in order to ensure that the
operations are sufficiently funded enough to meet strategic goals. By
closely connecting these often-separate areas of a municipality,
strategic goals can be realized. Coupled with an external relations
effort to stakeholders in order to engage them in this important
process and the support of elected officials and citizens can ease the
process of securing funding for a strategic plan.
When layoffs of approximately 1,000 workers and other important
priorities hit Montgomery County during the recent fiscal crisis, it
seemed that Montgomery County’s strategic plan was in jeopardy.
Adler indicated that Montgomery County’s HR department
prevented straying off course by developing a broad, flexible strategic
plan that could account for decreased staff and a change in priorities.
Adler suggested their method would ease reimplementation by
decreasing the amount of initial visioning and planning required.
Similarly, Colorado Springs ran into difficulties implementing many
points of its strategic plan after the 2009 financial crisis.Their solu-
tion: focus on strategic goals that solved these issues. By reprioritiz-
ing to a focus on fiscal sustainability, the organization has put itself
into a better position to develop a more comprehensive strategic
plan during the next fiscal year, according to Hoffman.
Thinking Beyond the Plan
Effective succession planning and management is another way to
ensure that more pressing priorities do not affect the implementa-
tion of a strategic plan.To prevent a major “brain drain,” a local
government can make sure that knowledge transfer and capable
successors are available, trained and developed appropriately to take
important roles. Adler stated that Montgomery County planned for
Plans CONTINUED FROM PAGE 7
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■ w o r k f o r c e / s u c c e s s i o n p l a n n i n g & s t r a t e g i c p l a n n i n g ■
these issues by having HR plan for emergency succession planning—
key leaders leaving at an inopportune time—deciding ahead of time
which staff could best fill that role. A competitive interview and
training process for staff also serves to fast-track ambitious employ-
ees while adequately preparing them for management roles should
they be needed.
Perhaps the most critical concept to keep in mind about strategic
planning is that one size does not fit all. Each local government has
different needs that must be addressed in order to make their own
visions reality. However, the adoption of staff and stakeholder
involvement, communications and external relations, goal tracking
and performance management and succession planning may make
strategic planning more successful—and widespread—in the future.
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Laura Francisco is a senior consultant with The Singer Group. She
helps governments, libraries and other organizations figure out their
compensation and classification issues, and then helps them explain
it all to employees. Francisco can be reached by e-mail at
LFrancisco@singergrp.com.
Paula Singer, Ph.D., is the president and owner of The Singer Group.
Singer believes HR should take a strategic seat at the grownups’ table
in governments, libraries and other organizations and she has written
several books to back that up. Singer can be reached by
e-mail at pmsinger@singergrp.com.
To subscribe to The Singer Group’s monthly e-newsletter targeted to
local government, visit their Web site at www.singergrp.com. —N
IPMA-HR’s Web site and the Recruiter Services section of
IPMA-HR’s monthly magazine, HR News, are both great
places for your job postings. Anyone anywhere can access
IPMA-HR’s online job postings page, online at
http://www.ipma-hr.org/public-sector-hr-community/job-
listings, and the magazine is sent out to all IPMA-HR
members and subscribers at the beginning of each month,
which puts your job in front of roughly 7,000 qualified
candidates.
Online job postings are posted for 30 days, while the print
classified postings will appear in one issue of HR News maga-
zine. (Currently, IPMA-HR is accepting submissions for the
October 2011 issue, which will be sent to members on or
about October 1. The deadline for inclusion in the October
2011 issue is September 6. To submit a job posting for the
November issue, place your posting on or before October 5.)
The cost to post your job, either online, or in HR News maga-
zine, or both, is just $300 for members of IPMA-HR, or
$400 for nonmembers. For more information or to post your
job opening, visit http://www.ipma-hr.org/public-sector-hr-
community/job-listings/post-job-listing. —N
IPMA-HR Job Postings:A
Great Recruitment Tool
12. | 10 | SEPTEMBER 2011
T
he year 2008 seems like an eter-
nity ago as it relates to economic
prosperity and healthy budgets.
During the years leading up to that
time, government leaders at all levels
were experiencing significant impacts
resulting from the “baby boomer” genera-
tion retirement trend, but had the dollars
to counteract the “brain drain” occurring
within their workforce. Case in point: while
employees were departing, the ability to
replace and sometimes even backfill posi-
tions was occurring fairly regularly. Addi-
tionally, funds were available to equip your
future leaders and managers with skills
needed to continue the high level of
performance to which folks had become
accustomed.
Flash forward to this year, 2011. Significant budget
limitations are the “new normal.” Contrary to fore-
casts, public sector employees continue to retire. With
public pension reform gaining traction, the retirement
trend will continue since pensioners want to be “grand-
fathered in” under the current system and not be
HR NEWS MAGAZINE
■ w o r k f o r c e / s u c c e s s i o n p l a n n i n g & s t r a t e g i c p l a n n i n g ■
SUCCESSION
PLANNING:
The Sequel
By Patrick Ibarra
13. adversely impacted by any changes to the system. Additionally,
young employees remain quite mobile since talented people always
have options, regardless of the state of the economy.The departure
of seasoned, knowledgeable employees places your organization at a
critical juncture: the need for experienced and seasoned professional
staff members has never been greater and the trend shows these
organizational members as the most likely to be leaving the organi-
zation in the very near future.
As a result of the “brain drain” underway and constrained budgets,
the public sector is facing a number of specific challenges, including:
■ A reduction in the workforce and the likely subsequent decrease
in productivity.
■ Primarily due to budget limitations, serious difficulty to replace
an employee when he or she departs and a vacancy is created.
■ The loss of knowledge, experience and institutional memory of
retirees.
■ A limited pool of employees qualified to replace retirees because
of past reductions in force or budgetary cutbacks on training and
development opportunities.
■ A limited pool of potential candidates because of a national
decline in the number of workers in the 25- to 44-year-old age
range.
■ Stiff competition with other employers to keep talented
employees who are not retiring from seeking advancement
opportunities elsewhere.
What can you do to respond to these challenges? There are specific
actions government leaders can immediately take to offset the
impacts from employees who are departing.
First, though, a quick background on succession planning, the
concept and its application. Succession planning can be a sensitive
issue in that it includes some people and excludes others. Challeng-
ing the assumption that “seniority translates to competence,” succes-
sion planning is not about preselecting employees or playing
favorites when it comes to promoting employees. What it is, in fact,
is an effort to increase the likelihood that current members of your
workforce will be competitive when promotional opportunities occur
and to ensure the pipeline of talent is abundant with qualified candi-
dates. After all, the overall purpose is for your organization to
(continue to) execute its mission, so consider succession planning as
a tool to ensure the continuity of service delivery. Essentially, succes-
sion planning is a proven strategy to ensure your workforce members
are prepared to handle service demands, ever-shifting priorities and
emerging challenges.
An effective succession planning process must include: 1) a system-
atic rather than anecdotal way of identifying employees poised for
promotion; 2) leadership that rewards managers for promoting
rather than holding onto their best employees; 3) career ladders; 4)
progressive recruitment and selection practices; 5) human resource
policies that reflect a contemporary workplace; 6) training that
focuses on competency development, is accessible to employees and
is well-designed and delivered; 7) frequent opportunities for
employees to accept new challenges; and 8) recognition that
employees have a stake in the organization and share its successes.
Consequently, effective succession planning requires a comprehen-
sive strategy of multiple tactics.
Five targeted actions you can immediately implement to activate
“Succession Planning: The Sequel” in your organization:
1. Partner with other government agencies and bring in top-flight,
quality trainers imparting powerful tools and techniques to
members of your workforce. We’re way past still trying to teach
employees software skills, and building capacity in your work-
force isn’t strictly about employees’ technical proficiency; quite
the contrary. Developing more effective leaders and better
managers is what’s needed. Training around healthy work prac-
tices like leading change, managing employee performance, and
fostering an innovative workplace culture are the skills and
approaches your employees need to obtain.
2. Beyond a democratic institution, you’re an employer! You’re
competing for talent. People today aren’t simply looking for a
job, they want meaning and impact, and local government is all
about employees having an impact on the quality of life for your
residents. While you may have a hiring freeze in place and think
recruitment of employees is something off in the distance, take
this opportunity to refresh your entire recruitment practices.
Redesign your agency’s Web site with more curb appeal
including a Web-based application process. Feature testimonials
from current employees about what a wonderful organization
yours is and how the work is so challenging. Build your own
pipeline by convening your seasonal employees; those college
students who spend the summers serving as lifeguards and
mowing your parks. Capture their names, e-mail addresses,
colleges or universities they’re attending, and courses of study.
Share with them the power of a career in local government and,
whatever you do, when summer ends, stay in touch with them so
they remain connected to your organization.
3. Revise the minimum qualifications (MQs) for positions in infor-
mation technology, finance and engineering by decreasing the
emphasis placed on local government experience. There is an
abundance of qualified professionals in the job pool today for
these professions, but archaic MQs unwittingly deter strong
candidates without public sector experience from even applying
for a position with your organization. It’s time to discard the
myth that a candidate possessing local government experience is
a predictor of his/her high performance. While there are several
FTE positions in which local government experience is neces-
sary, drop the “one-size-fits-all” approach and adjust your MQs
to reflect changing trends in the workforce. You can teach
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CONTINUED ON PAGE 12
14. | 12 | SEPTEMBER 2011 HR NEWS MAGAZINE
“...knowledge transfer
is a crucial element
of any succession
planning effort...”
newbies about the public sector, but you can’t teach them good
work habits and a desire to have a positive impact.
4. Assemble what I refer to as your “blue chip” group of current
employees in the 25- to 40-year-old age category and ask them
one simple question: “What more can we (i.e. agency leadership)
do to keep you actively engaged in your work?” Then sit back
and listen. Don’t try to convert or correct them; just pay attention
to what you’re actually hearing. People from this generation are
vocal and will share with you that they need to be fully engaged
in their work; it’s not always about more money. Usually, it’s
about them wanting more challenging work, having more access
to key decision makers to see evidence of their contributions in
bettering the community, new stretch assignments; you know,
inexpensive solutions like that. Don’t make the mistake of
administering a written survey to this group since they’ve grown
up valuing in-person interactions.
5. Capture the “highlight reel” of how employees execute their role
and complete tasks, using what’s referred to as tacit knowledge,
before they leave your organization. Recently, the Utilities
Department of the City of Fort Collins, Colo., undertook a
comprehensive, systematic and practical knowledge transfer
program. With more than 400 employees delivering water,
wastewater, electric and storm water services and several with
more than 30 years of service, the retirement wave is about to
crest. When these highly experienced and long tenured veterans
depart, the risk is real that the “Fort Collins Way of Doing
Business” may be diluted and not carried forward by successors.
Consequently, a highlight reel of how a number of employees
execute their role and responsibilities, and a recording of this
tacit knowledge in a format that will help their successors begin
performing at a high level shortly after their hired or promoted,
are necessary. The transfer of key contextual knowledge in such a
way that it can be used by other employees is essential. In short,
knowledge transfer is a crucial element of any succession plan-
ning effort, so don’t wait until your veteran employees leave
before you extract the valuable knowledge about how things are
done in your organization.
Those are five straightforward steps you can immediately implement
to achieve significant and sustainable benefits. Now is the time to
pursue Succession Planning: The Sequel as a powerful tool to help
you ensure the delivery of high quality public services.
Patrick Ibarra, a former city manager and HR director, owns and
operates a consulting practice, The Mejorando Group
(www.gettingbetterallthetime.com), and is one of the country’s
leading experts on succession planning for the public sector.
Mejorando is Spanish for “getting better all the time,” and Ibarra’s firm
partners with governments, helping them increase employees’
performance and organizational effectiveness by providing
consultation, facilitation and training. Ibarra is an author, speaker,
blogger and educator who translates headwinds government leaders
are facing into a tailwind with practical, impactful and sustainable
results. For those seeking additional information, Ibarra can be
reached, either by phone at (925) 518-0187, or by e-mail at
patrick@gettingbetterallthetime.com. —N
Sequel CONTINUED FROM PAGE 11
■ w o r k f o r c e / s u c c e s s i o n p l a n n i n g & s t r a t e g i c p l a n n i n g ■
The Vol. 40, No. 3 Fall 2011 issue of Public Personnel Management is now available online. To access it, visit www.ipma-hr.org, log
in using your membership or subscription ID number, click on the Publications tab at the top of the page, and then select Public
Personnel Management. Select 2011 Fall PPM from the list of archived issues. (Please note that the PDF file is 5 MB.) Contact us by
e-mail at publications@ipma-hr.org or by phone at (703) 549-7100 with any questions. —N
Fall 2011 Issue of Public Personnel Management
Now Available Online
15. WWW.IPMA-HR.ORG SEPTEMBER 2011 | 13 |
On June 20, IPMA-HR sponsored a half-day forum for HR
managers and directors in Chicago. The forum was facilitated
by Jennifer Lang, IPMA-CP, director, Center for Human Resources,
Chicago Region, Social Security Administration, Chicago Regional
Office. IPMA-HR President Sam Wilkins, IPMA-CP, participated
in the forum. The forum was held at the Metropolitan Water
Reclamation District of Greater Chicago.
Listed below are the categories and topics that were discussed by the
forum participants.
HR Forum Held in Chicago
Category Topics
Assessment ■ How assessment tools are being used to ensure only the most highly qualified candidates are
referred for selection.
■ Dealing with large applicant numbers.
Change Management ■ Maintaining HR in an evolving environment through economy and downsizing.
■ An aging federal workforce coupled with two years of salary freeze has more federal employees
wanting to head out the door. Is this a crisis, an opportunity, or both?
■ Acceptance of change
Talent Management
and Development ■ Given today’s economic situation and limited support for developmental initiatives, how do we
manage and engage talent?
■ What strategies are you using to get a commitment from management to employee development
in your organization, from budgeting the necessary funds for training to reinforcing the impor-
tance of staff development and supporting employees when they use new skills and competencies?
■ How are companies championing diversity and inclusion as it relates to people with disabilities?
What are some known best practices?
■ Employee morale and retention
■ Employee on-boarding
Workforce Issues ■ New GINA/ADA regulations & impact on FMLA, fitness for duty, light duty, etc.
■ How much time (in terms of HR FTEs) does your organization devote to processing FMLA
requests and monitoring leave? Has anyone figured out how to do this without devoting a lot of
staff time?
■ Telework Enhancement Act of 2010
■ Compliance with health care reform
■ As an administrative officer I am a liaison to our corporate HR office and would like to provide
my regional staff with the most concise and up-to-date health/benefits information. What is the
best way for me to do this as the amount of information and numerous Web sites can be
overwhelming?
■ Civil unions, consumer-driven health plans, automation
Other ■ The Value of IPMA-HR Certification
A summary of the discussions from the forum is available at www.ipma-hr.org/sites/default/files/pdf/HRForumChicagoSUMMARY.pdf. For
additional information or if you are interested in hosting a forum, please contact Neil Reichenberg, IPMA-HR executive director, either by e-mail
at nreichenberg@ipma-hr.org, or by phone at (703) 549-7100. —N
16. | 14 | SEPTEMBER 2011 HR NEWS MAGAZINE
■ w o r k f o r c e / s u c c e s s i o n p l a n n i n g & s t r a t e g i c p l a n n i n g ■
C
hange is a frightening thing. No one likes to think about
what will happen after a cherished employee leaves his or
her position to retire or take a new job. We like to think
our workers will always be there and will always be able to perform
at the level we require.
But with the sizable baby boomer population aging, succession plan-
ning—the process of grooming promising workers to one day fill the
shoes of those likely to move on—has taken on added importance.
“I think the attitudes toward succession planning have gone from ‘we
need to develop a plan’ to panic in some cases, because companies are
seeing huge gaps in experience that cannot be easily filled by younger
generations unless a plan was in place to prepare the potential
replacements,” said Bonnie Curran Jones, IPMA-CP, human
resources consultant at the University of Tennessee Institute for
Public Service. Jones is particularly familiar with the topic, having
recently done her masters’ degree project on it. During her research,
Jones found that, unless things change, workplaces—particularly
those in the public sector—could have a rough time as the leaders of
today’s workforce age out of their jobs. “Boomers are indeed retiring
and it is an inevitable part of a generational shift that will occur
whether a company is ready or not,” she said.
A Retiring Generation?
The baby boom generation is typically defined as those born
between the years of 1946 and 1964.There are about 75 million
baby boomers in the United States, and the oldest members of that
generation began turning 65 (which is typically considered retire-
ment age) this year. When Jones did her project in 2009, boomers
accounted for 28 percent of the population and 45 percent of the
workforce.There’s also research to suggest that this demographic is
relatively fast-growing, especially compared to younger groups. Jones
cites statistics showing that, from 1996 to 2006, the number of
people between the ages of 55 and 64 in the country increased by 54
percent. However, those in the age range of 25 to 34 decreased
nearly nine percent.
In fact, Jones said, even by the most conservative estimates, Genera-
tion X, the next up and coming demographic group, has at least 30
million fewer people than the boomer generation.That likely means
that unless there’s some sort of forethought on the part of employers,
there could be a major shortage of experienced workers in the years
ahead.
“In some cases, we now have about half the workforce ‘eligible’ for
SUCCESSION
PLANNING:
Providing a Road Map
for Your Organization
By Amanda Cuda
17. WWW.IPMA-HR.ORG SEPTEMBER 2011 | 15 |
retirement,” Jones said. “There are simply not enough experienced
people out there to fill these positions which will ultimately leave a
huge gap in our workforce.”
According to the Pew Research Center, 10,000 baby boomers will
turn 65 every day for the next 19 years. Jones called that a “stagger-
ing statistic” that shows that succession planning is even more
important than it was just a few years ago, and will continue to be
critical to employers in the years ahead. Indeed, those in the leading
edge of the baby boomer generation are already starting to leave
their jobs for the greener pastures of retirement. Late last year, the
AARP released the results of a telephone poll of about 800 people
who will be turning 65 this year. Of those, more than half said they
had already retired.The (sort of) good news is that, of those still
working, 29 percent said they planned to continue working until
they reach the age of at least 70. About 27 percent of the employed
people polled said they planned to retire between the ages of 66 and
69, and only 15 percent said they planned to retire on or before their
65th birthday this year.
But even the boomers who are delaying retirement can’t work
forever, and Jones said there’s some concern that there won’t be
enough qualified younger workers to fill the hole the boomers will
eventually leave.
Jones said the aging of the population will likely be a bigger concern
for the public sector than the private sector. According to her proj-
ect, in 2008, 46 percent of local government employees were 45
years of age or older, compared with 31 percent in the private sector.
In the federal government, the situation was even direr, with more
than 50 percent of employees in those jobs eligible to retire. Statis-
tics in Tennessee seem to reflect those national numbers. In her
research, Jones found that the average age of a city manager in the
state was 52.53 and the average age of an assistant was 48.54.
Preparing for the Inevitable
Jones said her master’s project has convinced her that organizations
need to start thinking ahead. One thing that disturbed her was that
many cities and towns don’t seem to have a solid succession plan in
place. Indeed, different organizations all seem to approach the idea
of succession in their own ways. For instance, at the University of
Tennessee, where Jones works, there isn’t a formal succession plan in
place, though there is a focus on grooming younger employees to
assume leadership positions, said Mary Jinks, vice president of public
service at the institute. One way in which they’ve done this is to
establish the IPS Leadership Academy, a two-year program that
educates selected mid-level employees on the business side of the
institute and the University of Tennessee system.The program
includes classroom work, group projects, site visits and a mentoring
relationship, among other aspects.The institute has also encouraged
its newest executive directors to participate in the university’s leader-
ship programs and has a formal supervisors’ training program.
At the Oregon Judicial Department, from which Gary Martin,
IPMA-CP, recently retired as human resources director, the focus is
on decentralized succession planning, with the assistance of central
HR and training units. Under this approach, the local leadership is
expected to identify local internal talent and to develop those candi-
dates in keeping with the retirement calendars of their current local
leaders. Martin said, in his experience, this is the best approach to
choosing new leaders.
“It is very difficult to centrally administer a succession planning
program, especially in the public sector where every vacancy is filled
using merit-based selection,” Martin said. “I have always been
concerned that the succession planning approaches which centrally
create a cadre of ‘favored’ candidates—even if those candidates were
selected in a merit-based manner—can engender expectations
among that cadre that does not match reality when the time comes
to actually fill the position.”
But even the decentralized system can’t always identify an ideal
candidate. For instance, Martin said nobody within his organization
wanted his job, and external recruitment was needed.Though that
process yielded a successful candidate, that person decided to stay
with his current employer, so Martin’s job remains open for now.
Still, Martin remains a believer in the concept of succession planning
and talent development in general. “I see succession planning as the
responsibility of every manager,” he said. “They should always be
thinking of how and from where (internal or external) they will fill
their next vacancy.”
Through the course of her research, Jones came up with a few
options for staunching the oncoming hemorrhage of experienced
employees, many of which involve trying to hang onto the boomer
workforce in some capacity. “I think where we are headed from a
human resources perspective is to look at creative options such as
retaining those that are retiring on a part-time basis to assist in fill-
ing the gaps in knowledge, skills, abilities and experience,” she said.
Jones said this may mean changing benefits to meet the needs of the
part-time boomer workforce and allowing them to participate in
benefits while working part-time.This also may mean hiring or
rehiring boomers in a temporary or consultative capacity to help fill
the voids in the workplace.
When you can’t keep your aging workers, Jones said, use them to
prepare the next generation of leaders. She suggests having workers
on the cusp of retirement age engage in training or mentoring those
who could one day move up into their jobs.Though this won’t neces-
sarily bridge the gap in volume between boomers and Generation X,
Jones said it could help fill the gap in experience between the two
demographic groups. “Boomers have knowledge and experience that
cannot be filled with textbooks, so mentoring and cross training is
critical to the success of organizations,” Jones said.
Amanda Cuda is a full-time general assignment reporter for the
Connecticut Post newspaper in Bridgeport, Conn. She also freelances
for several publications, including HR News. —N
■ w o r k f o r c e / s u c c e s s i o n p l a n n i n g & s t r a t e g i c p l a n n i n g ■
18. chua County (FL) Alameda County (CA) Albany City (GA) Allen City (TX) Anne Arundel County (M
unty (MD) Clark County (NV) Clovis City (NM) Cobb County (GA) Contra Costa County (CA) Da
unty (GA) Gainesville City (FL) Goodyear City (AZ) Gwinnett County (GA) Hampton City (VA) H
City (TX) Jefferson Parish (LA) King County (WA) Lee County (FL) LA Superior Court (CA) Mccar
t Beach City (CA) OC Fire Authority (CA) Orange County (CA) Palm Bay City (FL) Pasco County (
ramento City (CA) Sacramento County (CA) San Bernardino County (CA) San Diego County (CA)
Louis County (MO) Malibu School District (CA) Savannah City (GA) Schaumburg Village (IL) Spots
e of Tenneesee Texas Education Agency (TX) Union County (NC) Ventura County (CA) State of W
(TX) Anne Arundel County (MD) Anoka County (MN) Arapahoe County (CO) Arlington County (
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unty (GA) Hampton City (VA) Hawaii Dept. of Edu. (HI) State of Hawaii Hennepin County (MN)
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m Bay City (FL) Pasco County (FL) Prince George’s County (MD) Reno City (NV) Rochester City (M
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aumburg Village (IL) Spotsylvania County (VA) Stafford County (VA) Stearns County (MN) Surpris
tura County (CA) State of West Virginia Westerville City (OH) Alachua County (FL) Alameda Count
unty (CO) Arlington County (VA) Atlanta City (GA) Baltimore County (MD) Clark County (NV) C
Delray Beach Police Dept. (FL) Eugene City (OR) Fulton County (GA) Gainesville City (FL) Go
nnepin County (MN) Honolulu City & County (HI) HoustonCity (TX) Jefferson Parish (LA) King Cou
pa County (CA) Nashville & Davidson Cty. (TN) Newport Beach City (CA) OC Fire Authority (CA)
) Rochester City (MN) Rockford Police Dept. (IL) Sacramento City (CA) Sacramento County (CA)
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arns County (MN) Surprise City (AZ) Tarrant County (TX) State of Tenneesee Texas Education Age
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unty (GA) Gainesville City (FL) Goodyear City (AZ) Gwinnett County (GA) Hampton City (VA) H
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19. MD) Anoka County (MN) Arapahoe County (CO) Arlington County (VA) Atlanta City (GA) Balti
akota County (MN) Davenport City (IA) Delray Beach Police Dept. (FL) Eugene City (OR) Fulton
Hawaii Dept. of Edu. (HI) State of Hawaii Hennepin County (MN) Honolulu City & County (HI) Hou
rran Airport (NV) Multnomah County (OR) Napa County (CA) Nashville & Davidson Cty. (TN) Ne
(FL) Prince George’s County (MD) Reno City (NV) Rochester City (MN) Rockford Police Dept. (IL)
San Mateo County (CA) Santa Barbara County (CA) Santa Clara County (CA) Santa Monica City(C
sylvania County (VA) Stafford County (VA) Stearns County (MN) Surprise City (AZ) Tarrant County
West Virginia Westerville City (OH) Alachua County (FL) Alameda County (CA) Albany City (GA) A
(VA) Atlanta City (GA) Baltimore County (MD) Clark County (NV) Clovis City (NM) Cobb Coun
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ashville & Davidson Cty. (TN) Newport Beach City (CA) OC Fire Authority (CA) Orange County (CA
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y (CA) Santa Monica City(CA) St. Louis County (MO) Malibu School District (CA) Savannah City (G
se City (AZ) Tarrant County (TX) State of Tenneesee Texas Education Agency (TX) Union County (
ty (CA) Albany City (GA) Allen City (TX) Anne Arundel County (MD) Anoka County (MN) Arapa
Clovis City (NM) Cobb County (GA) Contra Costa County (CA) Dakota County (MN) Davenport C
oodyear City (AZ) Gwinnett County (GA) Hampton City (VA) Hawaii Dept. of Edu. (HI) State of Ha
unty (WA) Lee County (FL) LA Superior Court (CA) Mccarran Airport (NV) Multnomah County (O
Orange County (CA) Palm Bay City (FL) Pasco County (FL) Prince George’s County (MD) Reno C
San Bernardino County (CA) San Diego County (CA) San Mateo County (CA) Santa Barbara Cou
CA) Savannah City (GA) Schaumburg Village (IL) Spotsylvania County (VA) Stafford County (VA)
ency (TX) Union County (NC) Ventura County (CA) State of West Virginia Westerville City (OH) A
) Anoka County (MN) Arapahoe County (CO) Arlington County (VA) Atlanta City (GA) Baltimo
akota County (MN) Davenport City (IA) Delray Beach Police Dept. (FL) Eugene City (OR) Fulton
Hawaii Dept. of Edu. (HI) State of Hawaii Hennepin County (MN) Honolulu City & County (HI) Hou
rran Airport (NV) Multnomah County (OR) Napa County (CA) Nashville & Davidson Cty. (TN) Ne
(FL) Prince George’s County (MD) Reno City (NV) Rochester City (MN) Rockford Police Dept. (IL)
San Mateo County (CA) Santa Barbara County (CA) Santa Clara County (CA) Santa Monica City(C
sylvania County (VA) Stafford County (VA) Stearns County (MN) Surprise City (AZ) Tarrant County
West Virginia Westerville City (OH) Alachua County (FL) Alameda County (CA) Albany City (GA)
(VA) Atlanta City (GA) Baltimore County (MD) Clark County (NV) Clovis City (NM) Cobb Coun
. (FL) Eugene City (OR) Fulton County (GA) Gainesville City (FL) Goodyear City (AZ) Gwinnett
Honolulu City & County (HI) HoustonCity (TX) Jefferson Parish (LA) King County (WA) Lee Coun
ashville & Davidson Cty. (TN) Newport Beach City (CA) OC Fire Authority (CA) Orange County (CA
MN) Rockford Police Dept. (IL) Sacramento City (CA) Sacramento County (CA) San Bernardino C
y (CA) Santa Monica City(CA) St. Louis County (MO) Malibu School District (CA) Savannah City (G
se City (AZ) Tarrant County (TX) State of Tenneesee Texas Education Agency (TX) Union County (
y (CA) Albany City (GA) Allen City (TX) Anne Arundel County (MD) Anoka County (MN) Arapa
Clovis City (NM) Cobb County (GA) Contra Costa County (CA) Dakota County (MN) Davenport C
oodyear City (AZ) Gwinnett County (GA) Hampton City (VA) Hawaii Dept. of Edu. (HI) State of Ha
unty (WA) Lee County (FL) LA Superior Court (CA) Mccarran Airport (NV) Multnomah County (O
Orange County (CA) Palm Bay City (FL) Pasco County (FL) Prince George’s County (MD) Reno C
San Bernardino County (CA) San Diego County (CA) San Mateo County (CA) Santa Barbara Cou
CA) Savannah City (GA) Schaumburg Village (IL) Spotsylvania County (VA) Stafford County (VA)
ency (TX) Union County (NC) Ventura County (CA) State of West Virginia Westerville City (OH)
unty (FL) Prince George’s County (MD) Reno City (NV) Rochester City (MN) Rockford Police Dept
San Mateo County (CA) Santa Barbara County (CA) Santa Clara County (CA) Santa Monica City(C
sylvania County (VA) Stafford County (VA) Stearns County (MN) Surprise City (AZ) Tarrant County
West Virginia Westerville City (OH) Alachua County (FL) Alameda County (CA) Albany City (GA) A
(VA) Atlanta City (GA) Baltimore County (MD) Clark County (NV) Clovis City (NM) Cobb Coun
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akota County (MNN) (((((((((((((IIA) Delray Beach Police Dept. (FL) Eugene City (OR) Fulton
Hawaii Dept. of Eduu aaaii Hennepin County (MN) Honolulu City & County (HI) Hou
rran Airport (NV) OOOOOOOOOOOOOOOOOOOR) Napa County (CA) Nashville & Davidson Cty. (TN) Ne
(FL) Prince Geoooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooo eeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeennnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooooo City (NV) Rochester City (MN) Rockford Police Dept. (IL)
San Mateo Couuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa CCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCounty (CA) Santa Clara County (CA) Santa Monica City(C
sylvania County AAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAA))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))) Stearns County (MN) Surprise City (AZ) Tarrant County
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MN) Rockford Policeeeeeeeeeeeeeeeee rrrrrrrrrrrrrrrrrrrrrrraaamento City (CA) Sacramento County (CA) San Bernardino C
y (CA) Santa Monica CCCCCCCCCCCCCCCCCCCCCCCC oooooooooooooooouuis County (MO) Malibu School District (CA) Savannah City (G
se City (AZ) Tarrant CCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCoooooooooooooooooooooooooooooo ttttttttttttttttttttttttttttttttttttttttttttttteeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee oooooooooooooooooooooooooooooooooof Tenneesee Texas Education Agency (TX) Union County (
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enccccccccccccccccccccccccccyyyyyyyy WWWeest Virginia Westerville City (OH) A
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S CCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAA)))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))) Santa Monica City(C
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FEATURES & BENEFITS
20. | 18 | SEPTEMBER 2011 HR NEWS MAGAZINE
Every year, IPMA-HR, provides graduate fellowships to members
seeking graduate degrees and college scholarships to the children
of members seeking undergraduate degrees. This year, two members
of IPMA-HR—Cheryl Cepelak,IPMA-CS, deputy commissioner,
administration, for the State of Connecticut Department of
Correction in Wethersfield, Conn., and Anita Asher,IPMA-CP,
SPHR, director of the Bay Area Employee Relations Service in San
Jose, Calif.—were selected to receive IPMA-HR Graduate Study
Fellowships. Grant Hunter, the son of IPMA-HR member Stacye
Hunter, and Charles Morffi, the son of IPMA-HR member Cassie
Morffi, were selected to receive IPMA-HR Scholarships.
Cepelak, who is studying to earn a
master of science in organizational
leadership at Quinnipiac University,
began her career with the State of
Connecticut’s Department of
Administrative Services (DAS), where
she worked for more than 17 years in
almost every unit/division, which
gave her an overview of how state
government works.
“I still rely on those experiences,”
Cepelak wrote in her IPMA-HR
Graduate Study Fellowship
application.
After her time with DAS, Cepelak went to work, for two years, for
the University of Connecticut Health Center in their Organizational
and Staff Development Unit. Following her time with the University
of Connecticut Health Care Center, Cepelak took a job with the
State of Connecticut Department of Correction. There, she’s had the
opportunity to serve as the director of organizational development,
the director of the Maloney Center for Training and Staff
Development, and, later, as the acting director of administration (she
is now deputy commissioner, administration, for the organization).
“While many see the DOC as a place of paramilitary culture oper-
ated by administrative directives and post orders (which it is),” wrote
Cepelak, “it is also a place filled with forward-thinking, smart people
who want to make that agency the best (which it is).”
Cepelak’s career goals include obtaining a permanent deputy
commissioner position—something she recently accomplished.
Beyond state service, she hopes someday to teach, and to become an
executive director of a nonprofit organization or a consultant to
public service and/or nonprofit entities.
“Change naturally brings uncertainty to those involved, but it also
brings opportunity for those willing to embrace it and look forward,”
Cepelak wrote. “In times of great change, I hope to continue to be
one of the latter while helping others do the same.
Cepelak has been an IPMA-HR member for 10 years, and has
served the organization in a variety of positions during that time, at
the chapter, region and national levels, including, to name a few,
president of the Connecticut Chapter (2000-2001), Eastern Region
president (2003-2004) Executive Council Eastern Region represen-
tative (2006-2008) and chairperson of the IPMA-HR Member
Communications Taskforce (2006).
Asher, who, as she put it, “fell into
public service,” said she has found her
calling, having served the public for
nearly 15 years now.
“My collegiate experience began at the
University of Southern California
where I achieved a bachelor of science
degree in astronomy,” Asher explained
in her IPMA-HR Graduate Study
Fellowship application. “Struggling
through two semesters of quantum
mechanics helped me realize that my
passion lay in other directions.” The
summer between her quantum mechanics semesters, Asher went to
work for the Santa Clara County Recorder’s Office, and what was
supposed to be a part-time job led to a nine-year career with Santa
Clara County, first in the recorder’s office, then as a recruiter for
Santa Clara County, where as a management analyst for the county’s
Employee Services Agency, she supported the Finance Agency,
Assessor’s Office and Information Services Department in the full
range of recruitment activities. After her career with Santa Clara
County ended, Asher went to work for nearly four years as the
Recipients of IPMA-HR
Graduate Study Fellowship,
Scholarship Named
Anita Asher, IPMA-CP
Cheryl Cepelak, IPMA-CS
