Www.odgersberndtson.ca Success(ion) Planning A Dialogue with Canada’s Community Colleges July...
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Transcript of Www.odgersberndtson.ca Success(ion) Planning A Dialogue with Canada’s Community Colleges July...
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Agenda
1. Objectives
2. Succession Planning: Generally (10-20 Minutes)
3. The Survey (20-30 Minutes Open discussion)
4. Short Break at 10:00am
5. 30 Minute Breakout Sessions (3 or 4 depending on time)
5. Re-cap at Noon
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To start the discussion
To share experiences, knowledge and ideas
To harness the collective wisdom of the group
To inspire debate
To take action
To be ready for the future
Objectives
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Succession planning may be event driven, but it is not an event. It requires action and thought from current leaders
It is organizational evolution; it should come ‘naturally’ but often doesn’t because of other more immediate priorities
Colleges are the ultimate succession planners in a knowledge-based society - Who better to take the lead
Duty to each College and to the sector as a whole.
Success(ion) Planning: Generally
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Organizations need leaders to succeed.
1.Define “future” “leaders”
2.Identify and attract them
3.Develop and nurture them
4.Hold onto them
5.Hold on even harder
6.Develop an un-succession plan
Success(ion) Planning: Core Steps
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Step One: Define “Future” “Leaders”
What does the future have in store for Colleges?
Uncertainty makes defining future leadership difficult
Definition needs to be flexible
What foundational competencies will be required in the future (empathy, creativity, collaborative, etc.)
Adjust along the way
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Step Two: Identify/attract Future Leaders
How are they identified,
Looking inside and outside your organization
(Are you prepared to single out people early on in their careers to become leaders? Is this doable in a multi-stakeholder milieu?)
Performance reviews – HR’s role in scouting
…and by whom?
By Self … By Others … By Chance
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Step Three: Develop them
How do they become leaders?
Inspiration: Role models set the example
Aspiration: encouragement, mentorship, and honest feedback
Osmosis: Culture that values leadership (incentives, rewards, recognition)
Investments: Professional development
Commitment: Offer challenges/opportunities
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How do you retain your future leaders?
A plan that is transparent and ‘believable’
Opportunities for growth
Show commitment to promoting from within
Respected leadership from above
A culture that truly aligns with the values of leadership development
Step Four: Hold on to them
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Competition for College leaders will intensify…I promise
Probability of Departure = x + yx = reasons to leave your organization
y = reasons to join another organization
Can’t do much about y, but if x is not managed, talent will leave and your institution may become a poaching ground for your talent.
Not a distinction an institution should covet.
Retention is about minimizing the x
Step Five: Hold on harder
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Create space for mobility and opportunity
Be creative; it’s not always about titles or roles.
Encourage current academic and administrative leaders to take the lead and think about opportunities for future leaders to stretch
This helps engrain leadership development into the culture
Create mentorship programs
Step Six: Develop an un-succession plan
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What can derail a succession plan?
Increased demand from intra/inter-sector competition
An underestimation of future leadership needs
An overestimation (too many Heisman Quarterbacks)
Lack of commitment from the top creating a disengaged (‘disenfranchised’) faculty
Human nature and the attraction of the “outsider”
Success may come at a cost – Could become a poaching ground for talent
The Challenges
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Survey Results
Overview
All College Presidents invited to participate
Deadline extended to ensure maximum participation
75 participants
Some expected and unexpected findings
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Some interesting findings
75% said their internal workforce is only partially ready for the next level or responsibility (Q15)
Only 12% see future leaders coming from within their institution (Q14)
Yet 59% say their organization provides future leaders with development opportunities (Q18). What’s not working?
Close to 60% are currently experiencing the challenges of finding leaders (Q12)
35% see succession planning as important but have personally invested little or no time in it (Q10)
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Some more interesting findings …
As a cluster , Strategic leadership, People leadership and Relationship and Collaborative Skills out ranked Educational leadership, College and non-College experience(Q13)
Over 50% will be retiring in the next five years (Q4)
36 respondents anticipate a quarter or more of their senior team leaving within five years. (36 multiplied by 2 or more people equals a lot of senior vacancies) (Q1) and only 8 respondent expect the majority of the vacancies to be filled internally (Q2)
The majority felt the board should stay out of the kitchen when it comes to non-CEO succession planning (Q8)
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Break out Session – 1 (30 Minutes)
Breakout One: Questions
What are your five main concerns about College leadership, academic and administrative, in the future?
What three trends, unique to the College world, are likely to impact the sector’s ability/inability to identify, attract and develop its future leaders?
60% of the respondents rated their organization’s
succession planning process
as “needs improvement” and almost 70% said the Board “has not taken
step, not addressed the issue or is ill-
prepared to deal with your
succession.”
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Break out Session – 2 (30 Minutes)
Breakout Two: Questions
As Presidents, what five things are you currently doing or should you be doing about the future leadership needs of your College?
What three directives would you take to your HR leaders following this session, taking into account what has worked and not worked for your organization in terms of leadership development?
Over 70% of respondents said their HR group
supports the efforts of all academic and administrative units across the College, while only 55% of respondents say
they invest a lot of time in succession
planning.
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Break out Session – 3 (30 Minutes)
Breakout Three: Questions
What are the specific risks and potential costs of not having a comprehensive succession plan in place?
What do College Presidents need to do within the next 24 months to minimize these risks and costs to their institution?
If you were an external consultant, what advice would you give College Boards about succession planning?
67% of respondents said
their College’s succession planning
process needs improvement or is non-existent, while 55% of those with a succession planning process in place say their Board has, or has an interest in
developing a succession plan.
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Breakout Session 4 – (30 Minutes)
Breakout Four: Questions
Given that the future is uncertain, what defines ‘talent’ today? That is, what 5 core foundational competencies should College’s be looking for in staff and academicians today to ensure sound leadership for the future?
What three things can your senior administrators and faculty commit to now to further incorporate leadership development into the culture?
“Strategic Leadership,
People Leadership,
and Relationship
and Collaborative skills were the highest ranked
core competencies
required of future leaders.
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Session re-cap
Preparing the follow-up document
What would you like to see included?
What are you not interested in having in the document?
What format would you like it in?
Other requests?