Growing Talent and Succession Planning

Mike ShellitoShellito Training and Consulting

916-768-9172 mshellito@gmail.com

You know the drill..1. Please sign in with your Agency Name and the number

of people attending the webinar from your agency today.

2. Type the names of those wanting CEUs for this webinar with CEU after their name. (Jodi Rudick, CEU)

3. Have you downloaded and printed a copy of your handouts?

Mike Shellito

Retired from City of Roseville, CA

Shellito Consulting and Training

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In your FEEDBACK Box, please choose the best response regarding the pre-webinar assignment…

A. All of the people in our group completed the pre-webinar assignment.

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C. Some of the people in our group completed OR REVIEWED the assignment.

D. Sorry, none of the people in our group completed or reviewed the pre-webinar assignment.

3

Let’s Review Pre-Webinar Assignment Make and Take Question 1

In your chat box – please

list your core competency

Strength:_______Weakness:______

4

Let’s Take a Look at Your Handouts

Core Competencies Assessment Make and Take Activity

Fill-in-the-blank format Word version is included in your emails from

CPRS and iLinc

Any Questions Regarding Your Handouts? 5

Today’s Discussion Points

1. Defining Succession Planning2. Growing Talent3. Self Assessment Exercise

Heads Up! - Two Minutes to Discuss and Type Make and Take Question 2 and 3

What staffing changes have happened that have challenged you and your agency?

What’s about to happen that will dramatically alter your future?

What’s About to Happen in the Public Sector Workforce? Make and Take Question 2

The Boomer Retirement Drain

Workers 35-44 years entering executive ranks will decline by 14% in the next fifteen years.

What is the percentage of department heads and senior managers in local government are projected to retire in next 5 years?

a. 20%b. 40%c. 60%d. 80%

Your Agency’s Retirement DrainMake and Take Question 4

How many of your agency’s supervisory and

management employees are near or over the age of 55 and are likely to retire in the next five years?

10

Shrinking Talent Pool

80 million public sector workers age 50+

50 million public sector workers age 30-49

Replacement Gap = 30 million workers

0

10

20

30

40

50

60

70

80

Public SectorWorkers

50+30-49

Source: Center for Organizational ResearchFull Study Available at http://s3.amazonaws.com/zanran_storage/www.cps.ca.gov/ContentPages/770392306.pdf#page=36

Age Distribution of Government and

Private Sector Workers – 2001

0

5

10

15

20

25

30

<25 25-34 35-44 45-54 55-64 65+

Gov.Private

Source: Center for Organizational ResearchFull Study Available at http://s3.amazonaws.com/zanran_storage/www.cps.ca.gov/ContentPages/770392306.pdf#page=36

Stakes are High

Demand for talent is growing

Supply is shrinking Knowledge and skill

requirements are increasing

Resources are limited

Competitive Job Market

Outside recruitments severely limited due to smaller talent pool

Only agencies with great reputations & competitive salaries will draw talented outside applicants

Better talent will separate successful organizations from the rest

*Values Shift by John Izzo (2002)

What work environment attracts & retains talented employees?

Interesting & exciting work Growth and learning

opportunities Sense of team Great reputation Good pay, rewards and

recognition

Career Phases

Defining Succession Planning

Succession planning is the…

process of finding and developing a pool of leaders who can meet the current and future needs of the organization

Succession Planning is…

Moving the right people with the right skills into the right jobs at the right time

Growing Talent requires Identifying“High Potential Staff”

Great attitudes Good aptitude Passion for learning Flexibility & Adaptability Leadership

Succession planning is….

Growing talent through experiential learning combined with timely and candid coaching

Succession Planning is…

Identifying and developing core competencies Mission critical Individual Future focused

Are you ready? Make and Take Question 5

When it comes to succession planning...

a. Our organization has a formal succession plan.b. I think our organization has a plan but I’m not

sure.c. We’ve talked about the need for a succession

plan but haven’t done much about it.d. This is the first we’ve talked about the need for a

succession plan.24

Determine Critical Skills for Each Job

Discuss and Share – 2 Minutes

What is the trickiest and most difficult part of your job that is critical to your success?

What to Learn

Technical Skills

People SkillsCritical ThinkingSkills

Management Soup Theory

What’s Needed When?

Technical Technical SkillsSkills

People SkillsPeople Skills

Critical Critical Thinking Thinking

SkillsSkills

Entry Level

Mid Mgt.

Level

Executive Level

Technical Skills – General Customer Service Interpersonal skills Research Organizational skills Technological literacy Oral Communication Writing Problem solving

Technical Skills – Job Specific Planning a program Leading an activity Organizing an event Training & supervising staff Emergency procedures Advertising & promotion Open & closing a facility Registration & Phone

What other technical skills are required for you to perform your job?

Developing Technical Skills

Training w/ feedback Deliberate practice Progressive difficulty Situational adaptation

People Skills

Leadership Listening Communication Facilitation Conflict Resolution Customer Service Team Building Training

www.peopleskillshandbook.com

Developing People Skills Timely Coaching Mentoring Place employees in a

variety of roles Act as a trainer and

teacher

Critical Thinking Skills Knowledge Comprehension Application Analysis Synthesis Evaluation Creativity Visioning Problem Solving Strategic Planning Managing Change Political Savvy

Developing Critical Thinking Skills

Executive Education Experiential Learning Involvement in

substantive matters: Park & facility planning Budget Personnel Negotiations

Developing Critical Thinking Skills

After Action Debriefs Case studies that

focus on: Complex problem solving Creativity Politics Personnel problems Budget challenges Politics

Self AssessmentManagement Core Competencies

Key Executive Level Competencies

Results Driven Business Acumen

Leading People

Leading Change Continuous Improvement

Building

Coalitions

Competency Definitions

Business Acumen

Building Coalitions &

Communications

Continuous Improvement

Leading Change

Leading People

Results Driven

Business Acumen Make and Take Question 7a

Rate Yourself: 1-5

Financial Management

Human Resources Management

Technology Management

Building Coalitions, Relationships & Communications Make and Take Question 7b

Rate Yourself: 1-5

Building Relationships

Citizen Participation

Influencing/Negotiating

Interpersonal Communication

Partnering

Political Savvy

Oral Communication

Written Communication

Continuous Improvement Question 7c

Rate Yourself: 1-5

Vision

Creativity and Innovation

External Awareness and

Differentiation

Continual Learning

Leading Change Make and Take Question 7d

Rate Yourself: 1-5

Change Agent

Flexibility

Resilience

Strategic Thinking

Leading People Make and Take Question 7e Rate Yourself: 1-5

Integrity, Honesty & Ethics

Coaching & Mentoring

Conflict Management

Empowerment

Team Building

Leveraging Diversity

Results Driven Make and Take Question 7f

Rate Yourself: 1-5

Decision Making

Accountability

Customer Service

Decisiveness

Entrepreneurship

Problem Solving

Technical Credibility

Quality Assurance

Balanced Wheel of Competencies

Results Driven Business Acumen

Leading People

Leading Change Continuous Improvement

Building

Coalitions

Self Identification of Growth Area Make and Take Question 8

What’s the one thing you need to learn in the next year that will take you to the next level?

Type the answer in the text box in 3 words or less.

Self Identification of Growth Area Make and Take Question 9

What would your

staffstaff say you need to do more of?

Everyone’s a Coach, Everyone’s a Student

Everyone’s a Mentor & Everyone’s a Protégé

Every Day is a Training Day

Make and Take Question 10 Commitments to Growing Your Talent

Identify and share two things to do in the next six weeks to become more competent and confident in your job, now and for the future.

I will……..

Got Questions?Please type in the chat

box…

Or press *7 on your phone to unmute and

talk to Mike.55

Feedback please…

What did you get out of this webinar?

What will you do as a

result of attending?

56

Mike Shellito, Shellito Training and Consulting916-768-9172 mshellito@gmail.com

Next Month’s Webinar… Back by popular demand

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Make and Take – Which Came First?Leader or Manager

Marie Knight mknight@cityoforange.org This is a must-attend for everyone

on your team. Current and future leaders no matter their experience will benefit from Marie’s candid look at leadership in the 21st Century.