SUCCESSION PLANNING

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SUCCESSION PLANNING
2010
CANADIAN COAST GUARD AUXILIARY - PACIFIC
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A Succession Plan

• Every company, business, and organisation needs
  to have a plan in place to ensure a smooth
  transition, for when someone leaves for whatever
  reason.
• This plan will allow that organisation to
  flourish
• The CCGA-P is no different

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Developing a Succession Plan
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Where to Start

• Identify areas within the stations volunteers
  where significant loss of knowledge and skills
  will be or could be occurring in the near future.
• Identify the high value knowledge and skills
  (coxswains, station leaders, training officers).
• Based on the above criteria, initiate succession
  planning for those positions.

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Identify Staff Levels and SKAs

• Which functions will remain unchanged?
• What functions may be downsized or discontinued?
  Boating safety?
• What functions may need to be expanded? Deputy
  Training Officers?

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Identify Staff Levels and SKAs

• What functions, if any, will be consolidated?
  None?
• Will the projected workload volume increase or
  decrease? Increase?
• Will staff levels change? If so, how? Extra
  coxswain required?

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Identify Staff Levels and SKAs

• What SKAs are needed to perform the targeted job
  functions?
• What extra training is required? RHIOT, Station
  Trainers Course, ARTE Course, SARnav Course?

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Forecast Skills and Knowledge Gaps

• List critical knowledge and skill gaps that exist
  or will exist due to retirements and potential
  turn-over.

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Develop a Plan
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Develop a Plan

• Station management agrees to replacements
• Approach possible replacements and sound them out
• Develop a knowledge transfer plan, communicate,
  implement and monitor it
• Evaluate the possible replacements progress and
  revise as necessary

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Knowledge Transfer
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Knowledge Transfer

• The process of sharing knowledge between on
  person and another
• If knowledge has not been absorbed, it has not
  been transferred

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Types of Knowledge Explicit

• Structured Data elements that are organized in
  a particular way for future retrieval e.g.,
  documents, databases, spreadsheets
• Unstructured Information not referenced for
  retrieval e.g., emails, images, audio or video
  selections

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Types of Knowledge Tacit

• Knowledge that people carry in their heads.
• It is difficult to assess and access, as most
  people are not even aware of what they possess or
  how it is of value to others.
• It provides context for ideas, experiences,
  people, and places and is not easily captured.

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Knowledge Transfer/ Management Strategies 1

• Recommended Practices
• Documenting processes
• Document library
• Manuals for positions
• Trail period in position
• Shadowing a position
• Lessons Learned Debriefing
• Mentoring
• Structured On-the-Job training

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Position Shadowing - What
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Position Shadowing - What

• Spending time with someone in their position to
  observe and learn about a particular occupation.

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Position Shadowing Tips

• Share a little history of the position
• Talk about the roles responsibilities
• Describe the personal attributes that match the
  position
• Discuss knowledge requirement and skills required
  for the position

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Structured OJT - What

• Instruction usually involving learning skills or
  procedures in a hands-on manner following a
  defined process.

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Structured OJT - Tips

• Use good performers
• Provide training after analysing the job,
  breaking into tasks, and develop procedures and
  aids for teaching
• Describe, Describe Demonstrate, Trainee
  Performs, Trainee Describes Performs, Trainee
  Practices
• Tell trainee where to go for help and provide
  follow-up

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Leadership Development Variety of Experiences
Challenging Assignments Ability Willingness
to Learn
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Succession Plan Summary

• The succession plan summary shown, is included
  only as an illustration of what the planning
  involves

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SUCCESSION PLAN SUMMARY ORGANIZATION_STATION
13____________________
X
Pugh
Barney
Station Leader
X
Pew
Wright
Coxswain
X
Barney
McGrew
Cuthbert
Dibble
Grubb
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Succession Plan Summary

• The succession plan is necessary for a healthy
  station, and consideration needs to take place
  today, and be regularly reviewed.
• The sudden departure of a coxswain or station
  leader can be difficult to overcome, especially
  if unplanned.