Succession Planning - Forester University...Succession Planning: Keeping the Knowledge on Your Team...

Succession Planning: Keeping the Knowledge on Your Team Neal Bolton and Kasem Cornelius

#SuccessionPlanning

Succession Planning: Keeping the Knowledge on Your Team

Speakers: Neal Bolton, P.E., C.E. Kasem Cornelius #SuccessionPlanning


#SuccessionPlanning

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Neal Bolton, P.E., C.E. President, Blue Ridge Services

Kasem Cornelius Operations Consultant & Head of SHERPA Docs Division, Blue Ridge Services


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Succession Planning – The Handoff


#SuccessionPlanning

How many years of related experience do you have in this field (MSW, Public Works, Management, etc.)?

a) 1-5 years

b) 6-10 years

c) 11-20 years

d) 21-30 years

e) 31+ years

?

A Quick Poll…


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Security or Responsibility?

1. Job Security

Knowledge is power (for you). If you are the only one who can do the job, you are more secure.

2. Job Responsibility

Passing on what you know is power (for the team). Your job is to prepare someone else to do your job.


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Terminology We’ll be using the term, “Manager,” which includes:

• Director

• Manager

• Supervisor

• Lead Worker

• Etc.


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Succession Planning • Okay, today we’ll be talking about your succession plan. How

do we find someone to replace you …when you are gone.

I’m out of here!


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SP Applies to Any Critical Position

Succession planning is important in regard to any critical position:

• Management positions

• Skilled operator

• Experienced scale attendant

• …Anyone you cannot easily/quickly replace

…but again, today we’re focusing on “manager”


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Interesting Statistics • 87% of local government managers are over the age of 40.

• Only 25% of government positions have succession plans.

• More than 90% of millennials (born 1977-1998) expect to stay in a job less than 3 years.


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What this Means… • Managers will be leaving sooner than later.

• The next manager may not stay as long.

• Frequent replacement will be a reality.

• Let’s learn how to do this succession thing.


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Average Retirement Age

• The average retirement age in the U.S. is 62.

- Gallup Poll (2014)


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The Silver Tsunami • So named to reflect the wave of gray-haired baby-boomers

expected to leave the workforce.

• Has been somewhat delayed due to economic reasons (recession, retirement fund concerns, etc.).

• But is still looming.


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The Wave in the Waste Biz Why the wave in the waste business?

• More sophisticated management was required in late 1980’s … early 1990’s (Subtitle D).

• Many people entered during this time.

• Most of them are now nearing retirement age.


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Are You Developing a Replacement?

• Farmers know that next year’s harvest depends on this year’s planting.

• Do managers know the same thing?


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Where? The big question is: Where will my replacement come from?

• Internal promotion?

• External hire?


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External v. Internal External

1. Larger pool

2. Somewhat unknown

3. Transition gap is likely (could be months)

Internal

1. Limited pool …all eggs in 1 basket?

2. Familiarity (can be good or bad)

3. May allow opportunity for transition


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• How many years until you or a key facility or ops manager retires?

a) 1 year or less

b) 1-2 years

c) 2-5 years

d) 5-10 years

e) More than 10 years

?

A Quick Poll…


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The Handoff • The problem with the handoff – especially in local government –

is that there often isn’t one!

• Can’t hire the new manager until the previous one is gone … and often there are months of gap in between.


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He Took the Filing Cabinet with him when he left. It was all in his head!


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So, Do You Need a Succession Plan?

©2016 Neal Bolton


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Steps for Succession Plan A. Transfer of Knowledge

B. Developing Systems

C. Training

D. Mentoring


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A. Transfer of Knowledge

The current person knows the job. But you need to extract that information before he/she leaves.


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Things to Think About…

• How much do you know about your job?

• How long did it take you to learn it?

• How will the next person learn those things? How long will it take?


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How long does it take for a new manager to know his/her job well and become independently effective?

a) 6 months or less

b) 1 year

c) 2 years

d) At least 3 years

?

A Quick Poll…


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Why Does it Take This Long?

• Why does it take this long … and how could the time be reduced?

• How much is technical and difficult to learn?

• How much is figuring out the logistics (i.e., where are the spare keys to the pickup)?


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Transferring the Information

Here are some ways to transfer information from the current manager …to the new one:

1. Cross-training – can be difficult when everyone’s job is demanding full attention.

2. Apprenticeship – this is very effective but takes time …and must be done every time. Also requires another dedicated position (the Apprentice).

3. Manager Shadowing – developing a Supervisor’s Operation Manual.


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One Way to Transfer… Vulcan Mind Meld… But unless you have pointed ears, this won’t do you any good. There are better ways…


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Cross-Training • Works well with larger operations where

there are multiple layers of management …or various departments.

• They key to successful cross-training is to allow the trainee enough time to learn the position.

• Must be done every time and works only when hiring from internal pool.


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Apprenticeship • This is a very effective way to pass on the information, but

it takes a dedicated person (the apprentice).

• It takes a good bit of time.

• Must be replicated every time a new person comes in.

• Works with internal pool only.


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B. Developing Systems

• It may sound robotic, but systems establish how things are supposed to be done …the same way every time.

• So, what are systems?


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A System You Know • McDonald’s performs consistently, worldwide, serving

68,000,000 customers daily, through more than 35,000 franchises.

…and they do it with teenagers! • How do they do it?

• They have systems.


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Could You Manage This? • Operation with 200+ workers.

• Most are under 25 years old.

• Operation is sophisticated, technical, potentially dangerous … and runs 24/7.

• 100% uptime is expected.

Entire staff turns over every 3 years!


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It is Possible Consider a Nuclear Submarine…


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What’s the Secret?

A comprehensive set of performance manuals for the facility…


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The Plans There are several types of plans that waste facilities should have, including:

• Safety & Health

• Equipment

• Response

• Productivity

• Administrative

We’ve coined an acronym to help remember them: SHERPA


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Safety Plans

Health Plans

Equipment Plans

Response to Emergency & Hazardous Materials Plans

Productivity & Operations Plans

Administrative Plans

The Plans


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©2016 Blue Ridge Services


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Safety and Health Plans

OSHA Required • IIPP • Emergency Response • Hazard

Communication • Hearing Conservation • Heat/Cold Stress • PPE • Etc.

Industry Standard • Bulky Load Plan • Load Check Program • No Scavenging Policy • Disease Vector • Traffic Direction • Etc.

Site Specific • Poisonous Snake • Bear Safety • Alligator Safety • Asbestos • Liquid Solidification • Etc.


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Equipment Plans • Equipment Maintenance Program

o Repair/Work Orders

o Pre/Post-trip Inspection Program

o Service & Maintenance Forms

o Warranty Tracking

o Fuel Tracking System


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Response Plans • Emergency Response Plan

o Accidents

o Fires

o Spills

• Natural Disaster Response Plan o Flood

o Hurricane

o Tornado

o Earthquake

o Fire


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Productivity & Operations Plans • Standard Operating Procedures

o For ALL facility positions and processes

o Up to date

• Ongoing Job Specific Training

• Fill Sequence Planning

• Manager Benchmark Program

• Self Inspection Plans


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Administrative Plans • Employee Classifications

• Job Descriptions

• Employee Handbook

• Supervisor Operations Manual

• New Hire Orientation Program

• Annual Employee Review Program


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Manager Shadowing Late in 2015, a public works director called us and said:

“…the landfill manager is retiring in 6 weeks and the internal replacement we were counting on is not going to work. …can you help?”


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5 Weeks of Shadowing • So, we sent someone to shadow the manager for 5 weeks,

observing and documenting everything he did.

• This resulted in a 100+ page Supervisor Operations Manual.


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©2016 Blue Ridge Services


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Specific Examples Here are some examples where development of Standard Operating Procedures (SOPs) helped pave the way for efficient succession planning …and also resulted in:

• Increased efficiency • Safer operations • Cost savings

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#SuccessionPlanning

#1 Landfill CORE & Training • After conducting a Comprehensive Operations Review (CORE)

Assessment, a regional landfill identified a number of operational / safety improvements, including:

o Typewriter traffic management system

o Pancake cell construction

o Expanded use of ADC

o Machine Reduction


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SOPs for Landfill Operation • These practices were proceduralized, resulting in Saving $3m/year

and 45% increase in AUF.


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#2 SOPs for Transfer Station • We developed SOPs for a local

transfer station, by:

– Conducting on-site observations of the operation

– Reviewing historical performance

– Integrating current practices with new Best Management Practices


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SOPs for Transfer Station Operation • The new SOPs helped improve efficiency and worker safety.


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#3 Collections Safety Audit • We conducted a safety audit for a large collections operation,

based on:

– On-site observations compared with existing policies

– Review of historical safety record compared with industry norm

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Safety Goals for Collections • We were able to identify specific goals and recommendations

for improving safety, training and new SOPs


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#4 MRF CORE Assessment • We evaluated a (dirty) MRF operation, focusing on reducing cost of

recycling, while minimizing the impact on diversion.

• Our evaluation included time-motion studies, diversion analysis and cost modeling. Production rates are critical for MRF operations, where repetition is the name of the game.


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Diversion / Revenue Goals for MRF • Based on our analysis, we were able to reduce costs

significantly by a few minor commodities that were expensive to extract, but which yielded very little diversion


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#5 Weekly Manager’s Report • A weekly manager’s report was

developed for a small, local landfill.

• Tracking operational performance closes the loop from SOP… to Operation … to Performance Benchmarking.

Tracking

Ops

SOPs


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C. Training

Training is an important part of the transition process. For it to work requires:

• A training procedure

• Comprehensive training materials

• Commitment to on-going training


#SuccessionPlanning

Training Opportunities There are lots of training opportunities … like this webinar. Others include:

• MOLO

• Videos

• On-site training on specific topics

• Formal education

• On-the-job training


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Job-Specific Training • Comes back to establishing Standard Operating Procedures (SOPs).

• Every key activity (i.e., every job) should be proceduralized.

• This is a Key part of Succession Planning and for Process Improvement.


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Examples of Training • Training is the critical interface between standard operating

procedures …and the operation itself.

• Over the years, have put more and more emphasis on the training component …to the point that it’s integrated into nearly every project we do.

• Here is an example of how a landfill (daily) cell construction and traffic management was translated to the crew …through training.


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#1 Traffic Management • Developing a clear, safety-minded traffic management plan

is an important first step toward an organized operation. This includes:

o Queue capacity for inbound trucks

o Scale processing

o Access roads

o Tipping pad traffic flow


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Example: Typewriter Pattern


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#2 Push, Pack and Cover • For landfills, these are perhaps the most important

proceduralized tasks.

• They define:

o Equipment utilization

o Waste compaction

o Soil / ADC usage

o Overall airspace consumption

o Safety …at the most dangerous location on the site


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#3 Airspace Management • Developing procedures for:

o Creating airspace

o Effectively utilizing airspace

o Tracking consumption of airspace

o Valuing airspace


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Training for … Everything! • Litter control

• Equipment acquisition / maintenance

• Diversion

• Collection route optimization

• Customer service

• Transfer truck loading, hauling, unloading

• …we mean everything!


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Examples of Training Montana

Papua New Guinea

Alabama


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D. Mentoring & Support Before Allow prospective replacements to practice – under the watchful eye of the current manager.

After There will be questions. Establish a support system: o Consulting agreement o Part-time/on-call work arrangement o Even a phone call option could help


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It’s Like Training … but Different

• Chances are, you’re already doing training, you know, safety training, procedural training, etc. But this is different.

• Training someone for internal succession requires them to

spend time in your shoes, with you mentoring – before you leave …and after. Let them cover your position during vacations, etc.

Requires lots of lead time


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Developing the Team • Many people think that managers should spend most of their

time with employees that are struggling … in order to help bring them to a level of acceptable performance. C

• Studies have shown that the most successful managers spend most of their time with the top producers …in order to bring them to a level of excellence. A+


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Need the Right Person(s) 1. Motivated

2. Capable

3. Committed

4. Works well with others


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Trick Question

What is the determining factor as to whether or not someone likes his/her job?

1. Challenging/rewarding work?

2. Good benefit package?

3. Salary?

4. Security?


#SuccessionPlanning

Nope, It’s the Manager Studies indicate the a person’s immediate manager is the number one factor that determines whether someone likes their job …or not.

So, your succession plan must include finding the right person…


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Schedule the Transition Create a transition schedule, based on the succession date.

A. Transfer of Knowledge

B. Training

C. Systems & Procedures (SHERPA Docs)

D. Mentoring

Create a robust succession plan!


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#SuccessionPlanning

Success with Succession… 1. Plan ahead … if possible.

2. Create good systems … for more effective handoff.

3. Select the right person … remember, the manager must be able to work with the people he/she manages.

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Contact Information More From Neal

Neal Bolton, P.E., C.E.

Principal

Blue Ridge Services, Inc.

[email protected]

Join Us for Our Free Webinar!

Kasem Cornelius Operations Consultant & Head of SHERPA Docs Division, Blue Ridge Services, Inc.

[email protected]


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Succession Planning - Forester University...Succession Planning: Keeping the Knowledge on Your Team...

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