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Succession Planning - Public Works Institute

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Succession Planning - Public Works Institute

  1. 1. Florida Public Works Institute APWA Florida Chapter Charles R. (Chas) Jordan M.P.A., P.W.E., F.M.P., ENV SP, LEED GA President, Radiant Training & Consulting Public Works Director, City of Madeira Beach Succession Planning
  2. 2. Core Competency: Planning for the Future • In this Competency – • Succession Planning sets up your staff for success • Provides Continuity in difficult times • Gives support up and down the organization • Succession Planning is not always formal • Succession Planning is an art not a science
  3. 3. What is Succession Planning?... A systematic approach to identifying and developing talent pools to fill key roles and ensure continued effective performance through leadership continuity.
  4. 4. What is Succession Planning?... • Effective succession or talent-pool management concerns itself with building a series of feeder groups up and down the entire leadership pipeline or progression. In contrast, replacement planning is focused narrowly on identifying specific back-up candidates for given senior management positions. - Wikipedia
  5. 5. Keys to Success… Senior leaders committed to growing employees Employees committed to self-development Succession is linked to Strategic Planning Expectations are clearly communicated Planning for diversity, recruitment and retention
  6. 6. Succession Planning Process
  7. 7. How do we do it in Public Works?? Determine Critical Staffing Needs Plan for Emergencies Use Strategic Plan as a Guide Assess Employees on Skills and Abilities Development Planning for all Employees Cross-Training
  8. 8. • What positions are essential for continued operation? • What PEOPLE are essential for continued operation? • Skills • Personality • Capability • Map retirements, potential move-ons • What is lacking? Determine Critical Staffing Needs
  9. 9. • NIMS Requirements • Emergency Management Designations and Plans • Critical Facilities / Equipment / Resources • Vacancies / No-shows • Shift Work Plan for Emergencies
  10. 10. • What is our Core Mission? • What do we need to do to improve? • What will we need in five, ten, or more years? • What does our SWOT Analysis tell us? Use Strategic Plan as a Guide
  11. 11. • Have each employee perform their own assessment • Review assessment with them • Perform Supervisory Assessment • Meet together to review and discuss ways to improve or ways they can help others Assess Employees on Skills and Abilities
  12. 12. • Review assessments – Determine Needs • Work with Employees to find training or resources to hone skills needing improvement • Develop Professional Development Plans • Develop Budget / Implementation Plan Development Planning for All Employees
  13. 13. • Pair employees with skill sets that can help one another • Spend time “Walking in another Employee’s Shoes” • Shadowing • Career Step Up Days • Training for the next job, not the current Cross-Training
  14. 14. Five Steps to Success… Link Strategic and Workforce Planning Gap Analysis Develop Succession Strategies Implement Succession Strategies Monitor and Evaluate
  15. 15. Link Strategic and Workforce Planning • What is your Mission and is it changing? • What expertise or skills will be required? • Connect Succession Planning to organizational vision and values.
  16. 16. Gap Analysis • Key positions and long term talent needs • Identify core competencies • Current supply versus anticipated demand (talent pools) • Planning should be based on long term talent needs not position replacement
  17. 17. Develop Succession Strategies • Communications Plan • Learning and Development • Retention • Recruitment
  18. 18. Implement Succession Strategies • Communicate Expectations • Training Programs • Performance Management • Recognition • HR Processes
  19. 19. Monitor and Evaluate • Tracking Selections • Listening to feedback • Assessing response to changing requirements • Satisfaction Surveys: customers, employees and stakeholders
  20. 20. Challenges to Succession Planning Job Classifications Favoritism Resources not applied to staff development Ineffective recruitment process Lack of cohesion between Strategic and Workforce Planning
  21. 21. QUESTIONS?

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