As the demographic landscape of the workforce continues to change, leadership gaps will be created in many organizations. Preparing a pool of talent to fill critical leadership roles will be a necessary component of a succession plan. In this experiential presentation, participants will learn how the Tennessee Department of Human Resources dramatically changed the workforce landscape in state government by designing and implementing a succession plan to develop its workforce by means of creating a learning environment. Participants will discover how learning and development programs were designed, were successfully implemented to create a pool of talent ready to assume vacated leadership positions, and gained support from the Governor and executive agency leaders . Transferable templates, and practical and applicable tools that can be used to design a succession plan for any organization wil be presented. Participants will... Gain an understanding of the need for a succession plan to ensure organizational success in the future. Discover the key steps in designing, developing and implementing learning and development strategies within an organization. Take away lessons learned from the experience of the Tennessee Dept. of Human Resources as it created a successful learning environment within state government as part of its succession plan.

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Success(ion) Planning: Preparing
Leaders for the Workforce of the
Future

2. #TMwebinar
Sponsored By:
Speaker: Trish Holliday, M.A., SPHR
Assistant Commisioner and Chief Learning Officer
Tennessee Department of Human Resources
Moderator: Ladan Nikravan
Senior Editor
Talent Management magazine
Success(ion) Planning: Preparing
Leaders for the Workforce of the
Future

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8. #TMwebinar
Sponsored By:
Ladan
Nikravan
Senior
Editor
Talent
Management
magazine
Success(ion) Planning: Preparing
Leaders for the Workforce of the
Future

9. #TMwebinar
Sponsored By:
Trish Holliday, M.A., SPHR
Assistant Commisioner and Chief Learning Officer
Tennessee Department of Human Resources
Success(ion) Planning: Preparing
Leaders for the Workforce of the
Future

10. Talent Management Magazine and Trish Holliday Present:
Success(ion) Planning: Preparing Leaders for the
Workforce of the Future
Trish
Holliday,
M.A.,
SPHR,
SHRM-­‐SCP
Assistant
Commissioner
and
Chief
Learning
Officer
Tennessee
Department
of
Human
Resources

11. • Cumbersome
business
processes
• Job
Classifica;ons
did
not
reflect
current
business
needs
• Limited
employee
engagement
• Inconsistent
learning
and
development
• “Silo”
mentality
• Tenure-­‐driven
employment
prac;ces
Previous
State:
Entrenched
Current
State:
Transforming
Future
State:
Transformed
• U;lized
Talent
Management
Model
and
System
• Aligned
leadership
competencies
for
state
agencies
and
roles
• Iden;fied
best
prac;ces
for
hiring
top
talent
• Established
recogni;on
and
reward
prac;ces
• Valued
relevant
internal
and
external
leadership
development
opportuni;es
T.E.A.M.
Act
Tennessee
Excellence,
Accountability
and
Management
Act
§ Recruit
§ Retain
§ Reward
Focus
on
leadership
development
Governor’s
Priori;es:
Jobs
&
Economic
Development;
Educa;on
&
Workforce
Development;
Fiscal
Strength
&
Efficient
Government;
Health
&
Welfare;
Public
Safety

12. Tradi;onal
Organiza;on
§ Focused
on
customer
complaints
§ Impacted
by
structure
and
tradi;on
§ Outdated
recruitment
and
reten;on
prac;ces
§ S;fled
crea;vity
§ Limited
par;cipa;on
in
learning
and
growth
§ Limited
trust
–
denial,
blame,
excuses
Learning
Organiza;on
§ Creates
customer
responsive
workforce
§ Adapts
to
changing
culture
§ A_racts
and
retains
a
talented
commi_ed
workforce
§ Embraces
diversity
and
innova;on
§ Promotes
emphasis
on
learning
and
growth
§ Builds
a
more
accountable
workforce

13. The
dynamic
global
public
sector
environment
is
facing
an
unprecedented
set
of
talent
challenges.
Workforce
Challenges
Talent
Management
Challenges
Shrinking
Workforce
• Heightened
compe;;on
for
talent
Aging
Workforce
• Loss
of
experience
and
intellectual
property
• Leadership
gaps
Globaliza;on
• Mobile
and
diverse
workforce
War
for
Talent
• Skills
shortages
in
key
roles
Low
Employee
Engagement
• An;cipated
high
turnover
of
Genera;on
Y
• En;tlement,
complacency,
etc.
Workforces
of
Genera;ons
X
&
Y
• Lack
of
new
recrui;ng/sourcing
techniques
• Public
sector
reputa;on
and
percep;on
• Lack
of
new
techniques
for
employee
engagement
and
mo;va;on

14. § Influence
organiza;onal
decision
making
in
workforce
planning
and
succession
planning
§ Establish
formalized
process
to
create
people
strategies
that
align
with
business
plans:
a) Iden;fy
and
develop
the
needed
core
competencies
b) A_ract
and
retain
top
talent
c) Ensure
leadership
bench
strength
for
sustainability

16. § Diagnose
the
Need
§ Is
it
Mission
Cri;cal?
§ Build
a
Support
Structure
§ Demonstrate
the
Urgency
§ Why
Now?
§ Develop
the
Program
§ Learn
–
Apply
–
LEAD
§ Evaluate
for
Con;nuous
Improvement
§ Gather
the
Data
Diagnose
Demonstrate
Evaluate
Build
Develop

17. An
organized
body
of
informa;on,
usually
of
a
factual
or
procedural
nature,
which
if
applied,
makes
adequate
performance
on
the
job
possible.
Knowledge
Skills
The
manipula;on
of
data,
things,
or
people
through
manual,
mental
or
verbal
means.
Skills
are
measurable
through
tes;ng,
can
be
observed,
and
are
quan;fiable.
Abili;es
The
capacity
to
perform
a
physical
or
mental
ac;vity
at
the
present
;me.
Typically
abili;es
are
apparent
through
func;ons
completed
on
the
job.
Abili;es
and
skills
are
ohen
interchanged.
The
main
difference
is
that
ability
is
the
capacity
to
perform.
Competencies
Competencies
are
observable
and
measurable
characteris;cs
of
a
person
that
include
using
knowledge
and
demonstra;ng
skills,
behaviors
and
abili;es
that
contribute
to
improved
performance.

18. § LEAD
Tennessee
§ Tennessee
Government
Execu;ve
Ins;tute
§ Tennessee
Government
Management
Ins;tute
§ Accelerated
Leadership
Ins;tute
§ Commissioner
Leadership
Academies
§ Mentor
Tennessee
§ Pyramid
of
Learning
Cer;ficate
Program

19. State
of
Tennessee
Management
and
Leadership
Development
Model
Pyramid
of
Learning
Certi?icate
Program

20. § Statewide
customer
service
training
§ Great
people
–
Great
service
§ G.R.E.A.T.
customer
driven
excellence
§ Star
Principles
of
G.R.E.A.T.
Customer
Service
§ S.M.A.R.T.
Performance
Planning
§ Get
S.M.A.R.T.er:
Coaching
for
Higher
Performance

21. § Tennessee
Government
Leadership
(Alumni
of
all
statewide
leadership
programs)
§ Tennessee
Government
Leadership
Council
Ø Black
Belt
Leadership
Program
Ø Leadership
Book
Club
Ø TGL
Toastmasters
Ø Statewide
“Excellence
in
Service”
Award
§ Statewide
Learning
and
Development
Council

22. § Four
Disciplines
of
Execu;on
(4DX)
§ LEAN
ini;a;ves
§ Baldrige
Criteria
for
Performance
Excellence
Framework
§ NOW
Management
System

23. Baldrige
Criteria
for
Performance
Excellence
1. Leadership
2. Strategic
planning
3. Customer
4. Measurement
analysis
&
knowledge
management
5. Workforce
focus:
capacity,
capability,
reten;on
6. Process
management
7. Results

24. NOW
Management
System
1. The
focus
is
on
results
2. Customers
define
value
3. Everyone
is
on
the
same
page
4. Improvement
is
the
constant
5. Employees
create
value
6. Fear
is
gone
7. The
silos
have
disappeared

25. Trust
Engage
Growth
High
Performing
Workforce
Image power
Financial viability
Customer satisfaction
Accepting values
Productivity
Turnover rates
Desired
Result

26.
Q
&
A

27. Thank You!!
Trish Holliday, M.A., SPHR, SHRM-SCP
Assistant Commissioner & Chief Learning Officer
State of Tennessee
Department of Human Resources
Trish.Holliday@tn.gov

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