Critical Issues in Public Health Leadership: Succession Management and Developing Your Leadership Pi

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Critical Issues in Public HealthLeadershipSucc
ession Management and Developing Your Leadership
Pipeline

• NACDD General Member Call
• August 28, 2008
• Presented by
• Carol Woltring, Executive Director
• Center for Health Leadership and Practice
• Public Health Institute

Center for Health Leadership and Practice, Public
Health Institute
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Purpose To assist senior public health managers
in developing a culture of succession and
succession management strategies in their
organizations in order to recruit, retain and
develop management and leadership capacity to
meet future needs.
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Health Institute
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• Objectives
• Have a shared understanding about the workforce
• demographics in public health leadership
  and
• their impact on the need for succession
  management.
• Identify the key elements of a culture of
  succession and
• succession management related to your
• organizations/programs current activities
  and needs.
• Identify key steps in succession planning and
  next steps
• for you/your organization/your state.
• Identify one or more leadership development
  strategies
• that you would like to initiate in your
  state or region.

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Health Institute
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State health agencies are reporting over 50 of
their public health workforce is eligible for
retirement over the next five years
(2008-2012) -State Public Health Worker
Survey Results ASTHO, 2007
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Health Institute
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How critical is the aging of the workforce in
your organization/state?
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Health Institute
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Developing a Culture of Succession Key Elements
and Steps in Succession Management and Planning
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Health Institute
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Developing a Culture of SuccessionKey Elements

• Organizational Strategic Plan- vision, mission,
  context, trends, customer needs, goals and
  strategic directions
• II. Succession Plan
• A. Workforce Needs and Gap Analysis/Timeline
  (focus is usually critical positions and top
  management positions can include a broader
  focus as well)
• B. Identification of a pool of high potential
  staff to develop
• Staff Development and Retention Strategies
• A. Training Technical/Professional skills/
  Management and Leadership skills
• B. Coaching and mentoring
• C. Career development/portfolio development
• IV. Knowledge Transfer ongoing and urgent

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Health Institute
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The Levels in Succession Planning
The Whole Organization The Programs The
Individuals
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Continuum of Succession Processes
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Health Institute
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Our Focus Succession management-combining
succession planning and leadership development of
high potentials (leadership pipeline/talent pool)
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Health Institute
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Succession Managementis a deliberate and
systemic effort to

• Project leadership requirements
• Identify a pool of high potential candidates
• Develop leadership competencies in those
  candidates
• through intentional learning experiences
• Select leaders from among the pool of potential
  leaders
• The focus is typically successors for the top
  management levels of the organization. It is a
  robust approach that requires an organizational
  culture that sees the value of talent development
  and understands how to integrate that into daily
  operations.

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Succession Management is a long term strategic
initiative that ensures that the right staff are
in the right jobs at the right times. It ensures
the continued effective performance of an
organization by establishing a process to develop
and replace key staff over time.
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It helps your organization answer key
questions1. Who will move into this key
position when _____ retires?2. ______ could
move into any one of these threedirector
positions. If he/she accepts one, who will
replacehim/her? Is this the best position for
____s skill set.3. How do we keep ______ from
leaving if he/she does notget his/her
promotion? If your organization carries out
succession managementcorrectly, it will have
talent pool of individuals preparedto step into
management and other critical positions
leftvacant because of retirement and general
attrition.
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Succession Management includes

• Development of a Succession Management Plan
• Identification of high potentials
• Leadership development of high potentials
• Other staff development activities
• Knowledge Transfer Strategies
• Recruitment and Selection Strategies
• Accountability - monitor progress and evaluate

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A Succession Management Planning Model
Phase 1 Finalize Scope and Approach
Phase 4 Implement and Evaluate the Plan
Phase 2 Gather Data
Phase 3 Develop the Succession Management Plan
Analyze current context and finalize purpose and
scope of plan and activities

• Obtain and analyze HR retirement data
• Determine hot spots and critical positions
• Conduct gap analysis and determine future needs

• Priorities
• Urgent issues
• Longer range issues

Start on X date

• Major Components
• Leadership Development System
• Retention Strategies
• Recruitment Strategies

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Health Institute
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Succession Management PlanningPhase I

• Step 1
• Ensure top level sponsorship
• Step 2
• Understand your current situation
• Step 3
• Identify your strategic direction and impact on
  current and future workforce needs - Implications
  for leadership
• Step 4
• Determine the scope of your plan and activities

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Health Institute
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Succession Management PlanningPhase II

• Step 1
• Analyze retirement data
• Step 2
• Determine hot spots
• Step 3
• Conduct gap analysis

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Health Institute
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Workforce Analysis ToolsRetirement Analysis
Retirement Analysis for _________________________
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Workforce Analysis ToolsGap Analysis
Gap Analysis for _________________________
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• Developing your Leadership Bench
• Identification and Leadership
• Development of High Potentials

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Identification of High Potentials

• Who are high potentials? Individuals who
  at various point in their careers are perceived
  to be potential successors to those at higher
  organizational levels.
• Importance of learning is the key
  distinction between those who are high potentials
  and those who are not. Learning agility, as
  demonstrated by performance over time in a
  variety of assignments, is the best way to
  determine of an individual is a high potential.

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Health Institute
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Identification of High Potentials
Generally high potential employees

• are results driven have completed many
  challenging assignments
• have people skills influence, motivate, and
  work with a wide range of people
• have mental ability have street smarts and ask
  insightful questions
• use integrated thinking link ideas and
  understand the essence of problems
• are flexible adjust priorities, take risks,
  and embrace change
• are energetic get energy from work and
  energize others
• have core technical skills
• understand the organizations mission, vision,
  goals, and objectives

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Development of High Potentials
Blended learning is best with combination of
classroom, training, on-the-job, and e-learning.

• Examples include
• Leadership development programs-knowledge,
  skills, attributes
• Network development
• Exposure to senior management
• Coaching
• Mentoring
• Self-Study and E-Learning
• Job shadowing
• Early involvement with strategic issues
• Action learning stretch assignments,
  cross-functional assignments, rotation, etc.

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Health Institute
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Training Development Generational Perspectives
2008
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Health Institute
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State and Regional Public Health Leadership
Instituteswww.heartlandcenters.slu.edu/nln/
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Health Institute
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State-Level Discussions

• What is the situation in our state?
• What are our priority needs?
• What can we start doing in the next year around
  succession planning?
• What can we do about leadership development?
• What are our next steps?

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Health Institute
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For Additional Information Contact Carol
Woltring, Executive Director Center for Health
Leadership and Practice, Public Health
Institute 510 285-5586 E Mail
cwoltring_at_cfhl.org
Center for Health Leadership and Practice, Public
Health Institute