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CPS HR Webinar SeriesFast Track Leadership Succession
Planning:
A New Toolkit
Karen Evans, PhD.Geoff Burcaw, M.S.
Michael DeSousa, M.A.November 21, 2018
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cpshr.us
Introductions/Presentation Forecast
• Our focus today• Leadership succession planning in the public
sector—
important, yet undone• Alternatives to the twin challenges of
identifying
leadership "potential" and narrowing skills gaps• A new toolkit
to expedite succession
planning: assessing potential & building skills•
Questions
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Closing the GapAccording to a recent report from the Mejorando
Group:• Only 13% local government managers
< 40• This year 28% government workforce
reaches 61, the average retirement age
• Millennials outnumber baby boomers in the workplace this
year
• Local governments reporting accelerated retirement rates
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Workforce Planning versus Succession Planning• Workforce
Planning (WFP): the broad process an agency uses
to review its general workforce and decide what actions are
needed to ensure a reliable and skilled supply of workers aligned
with the strategic direction
• Succession Planning (S/P): A subset of workforce planning with
a special emphasis on talent continuity for especially critical
positions, often some level of leadership and/or essential
high-level technical positions
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The Talent Management “System” & Succession Planning
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Succession Planning Model
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The State of Public Sector Succession Planning• Leading
professional and research associations (IPMA-HR,
NASPE, SHRM, Center for State and Local Government Excellence)
continue to confirm that while succession planning is deemed
“important,” it is not proceeding in many public agencies
• Most frequent explanations:o Lack of internal
expertise—concern over “pre-selection”o Lack of top leadership
commitment to act and sustain ito Operational demands don’t allow
program timeo Lack of awareness/funding re: learning/development
resourceso No system technology to support the program
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Market for Leadership Talent
• The public sector leadership drain due to growing retirements
is compounded by a much tighter overall labor market for leadership
talent meaning:o Decreasing public sector ability to complete for
private
sector leadership to come to government (as was possible during
the economic downturn)
o Growing potential for high caliber public leaders to be lured
to the $ rewards of the private sector
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Selecting Participants for Succession Planning
• Traditional Methodso Expressed interesto Employment history
and
job performanceo “Automatic” succession
from lower positionso 9-Box
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Selecting Participants for Succession Planning
P
erfo
rman
ce
Candidate 2 Candidate 4 Candidate 5
Candidate 3 Candidate 1
Candidate 6
Potential
Typical 9-Box
Performance
Candidate 2
Candidate 4
Candidate 5
Candidate 3
Candidate 1
Candidate 6
Potential
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Selecting Participants for Succession Planning
P
erfo
rman
ce
Candidate 2 Candidate 4 Candidate 5
Candidate 3 Candidate 1
Candidate 6
Potential
Does past (or even current) job performance predict success in a
future leadership role?
Performance
Candidate 2
Candidate 4
Candidate 5
Candidate 3
Candidate 1
Candidate 6
Potential
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Selecting Participants for Succession Planning
P
erfo
rman
ce
Candidate 2 Candidate 4 Candidate 5
Candidate 3 Candidate 1
Candidate 6
Potential
What exactly IS leadership potential?
Performance
Candidate 2
Candidate 4
Candidate 5
Candidate 3
Candidate 1
Candidate 6
Potential
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What is Leadership Potential?
Capacity to be successful in a future leadership role given a
certain amount of learning/development
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Measuring Leadership Potential
1. Motivation to be in a leadership role
2. Possession of a certain amount of core leadership
competencies
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Leadership Motivation
• Willingness to take on extra duties and responsibilities
• Willingness to make sacrifices for the benefit of the
organization
• Willingness to embrace a certain amount of psychological
discomfort
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Leadership Motivation
• Motivation assessment can be done as a first step
• Written narrative or interviewo Organizational contributions
above and
beyond current job
o Contributions in previous organizations
o Training or development opportunities undertaken
o Courses, certifications, mentoring programs
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The Seven Competencies1. Accountability
• Demonstrates integrity and trustworthiness; and fulfills
promises and commitments to others
2. Learning Orientation• Demonstrates curiosity, innovation, and
insight; and considers
creative approaches and applies novel solutions
3. Perseverance• Demonstrates persistence, adaptability,
flexibility and grit in a
variety of situations and in the face of setbacks. Open to
different and new ways of doing things and willing to modify one’s
preferences and priorities for the greater good
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The Seven Competencies
4. Vision and Strategic Action• Supporting, promoting and
ensuring alignment with the
organization's vision and values. Understands how an
organization must change in light of internal and external trends
and influences
5. Inspires• Energizes others and creates a sense of direction,
purpose,
excitement, engagement and momentum for the organization’s
mission
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The Seven Competencies
6. Fosters Collaboration• Develops, maintains and strengthens
relationships while working
together to achieve results
7. Facilitates Understanding• Communicates clearly with others;
encourages an environment
where others are free to express their thoughts and opinions
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Leadership Potential Assessment
• 360-degree surveyo Self, Supervisor, Peers, Subordinates
• Five to seven behavioral indicators for each competencyo "How
often does he/she demonstrate this behavior?"
1 - Almost never2 - Sometimes3 - About half of the time4 - Most
of the time5 - Almost always
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Leadership Potential Assessment
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Leadership Potential Assessment – Results
• Assessment scores can be used to select candidates for
participation in a leadership development program
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Leadership Potential Assessment – Results
Rating results can be used to identify areas for development
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Closing the GapLibrary of Resources
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Curated Learning Resources Library• Alternative to labor
intensive and
inefficient research and vetting• Broad and diverse curated body
of
resources • Panel of experts drew from
experience in senior leadership roles within the public and
private sector to select a broad range of high-quality
resources
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Curated Learning Library
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Preview Library ResourcesSample Mapping: Build on
StrengthDemonstrates interpersonal sensitivity and/or sympathy when
speaking to others about issues that may be emotionally
sensitiveReadingFisher, A. (2016, August). 4 Things great listeners
do. Fortune. Retrieved from
http://fortune.com/2016/08/20/listeners-communication-skills/
(Facilitates Understanding)
Video[TED Talks]. (2012). The power of introverts, Susan Cain.
Retrieved from:
https://www.ted.com/talks/susan_cain_the_power_of_introverts?referrer=playlist-when_you_re_having_a_hard_time
(Fosters Collaboration)
Stretch Assignment (OJT)Regain a lost customer (Inspires)
CPS Training CourseNavigating Challenging Dialogue in the
Workplace™
http://fortune.com/2016/08/20/listeners-communication-skills/https://www.ted.com/talks/susan_cain_the_power_of_introverts?referrer=playlist-when_you_re_having_a_hard_time
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Preview Library ResourcesSample Mapping: Area to Develop
Treats obstacles and setbacks as opportunities for learning and
growthReading Clerkin, C., & Ronayne, P. (Webinar). Resilience
isn’t futile: How brain-science can help us thrive in increasingly
complex work environments. Center for Creative Leadership.
Retrieved from:
https://www.ccl.org/webinars/resilience-isnt-futile-how-brain-science-can-help-us-thrive-in-increasingly-complex-work-environments/(Perseverance)Video[Ted
Talks] (April 2013). Angela Duckworth. Grit: The power of passion
and perseverance. Available at:
https://www.ted.com/talks/angela_lee_duckworth_grit_the_power_of_passion_and_perseverance
(Perseverance)Resources Clear, J. (2016). The importance of grit
and perseverance in your health, work, and life. Retrieved from:
https://lifehacker.com/the-importance-of-grit-and-perseverance-in-your-health-1774513441
(Perseverance)
https://www.ccl.org/webinars/resilience-isnt-futile-how-brain-science-can-help-us-thrive-in-increasingly-complex-work-environments/https://www.ted.com/talks/angela_lee_duckworth_grit_the_power_of_passion_and_perseverancehttps://lifehacker.com/the-importance-of-grit-and-perseverance-in-your-health-1774513441
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Sample Action Plan
• Action Learning/Coaching Contract
https://cpshr-my.sharepoint.com/personal/kevans_cpshr_us/Documents/Desktop/Sample_Individual%20learning%20plan%20contract.docx?web=1
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Summary of the Library Resources
• Individualized and personalized• Build on strengths and
strengthen areas for
improvement• Take the guess work out of finding high-quality
resources• Designed to fit your time – anytime, anywhere•
Multimodal – responsive to different learning styles
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Closing the GapIndividualized Leadership Development• This
program offers a seamless
system to individualize leadership development and build the
leadership capacity for future leaders to achieve the
organization’s vision and establish a foundation for sustaining
innovation and programs
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New Toolkit Key Features
• Assessment tool focus on early leadership potential•
Consistent and efficient assessment versus
traditional approaches• Identified competency gaps lead directly
to
learning activities that can help close the gaps• The learning
resource library can serve as your core
learning resource or a supplement to other current resources
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For Questions or Follow-up after the webinar
Geoff BurcawSenior ConsultantCPS HR Consulting
e: [email protected]
Karen EvansTraining Center Manager
CPS HR Consultinge: [email protected]
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mailto:[email protected]:[email protected]
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Questions?
Thank you for your interest in today’s topic!
Please enter your questions in the Q&A panel of your webinar
screen – we’ll address them as time allows
��CPS HR Webinar Series�Fast Track Leadership Succession
Planning:�A New Toolkit���Karen Evans, PhD.�Geoff Burcaw,
M.S.�Michael DeSousa, M.A.�November 21,
2018Introductions/Presentation ForecastClosing the GapWorkforce
Planning versus Succession PlanningThe Talent Management “System”
& Succession PlanningSuccession Planning ModelThe State
of Public Sector Succession PlanningMarket for Leadership
TalentPoll #1Selecting Participants for Succession
PlanningSelecting Participants for Succession PlanningSelecting
Participants for Succession PlanningSelecting Participants for
Succession PlanningWhat is Leadership Potential?Measuring
Leadership PotentialLeadership MotivationLeadership Motivation The
Seven Competencies The Seven Competencies The Seven
CompetenciesLeadership Potential AssessmentLeadership Potential
AssessmentLeadership Potential Assessment – ResultsLeadership
Potential Assessment – ResultsPoll #2Closing the Gap�Library of
ResourcesCurated Learning Resources LibraryCurated Learning
LibraryPreview Library Resources�Sample Mapping: Build on
StrengthPreview Library Resources�Sample Mapping: Area to
DevelopSample Action PlanSummary of the Library ResourcesClosing
the Gap�Individualized Leadership DevelopmentNew Toolkit Key
FeaturesFor Questions or Follow-up after the webinarQuestions?
