North Carolina Community College System Conference October 10, 2006 Succession Planning Dr. Donald W. Cameron, President, GTCC Jackie Greenlee, Director, Organizational Development GTCC

Background According to a 2001 study by AACC, 79% of Community College CEOs will retire within the next 10 years Projections are that at least 25% of chief administrators and at least 25% of their faculty will retire within the next five years

Developmental Job Experiences and Succession Planning, Doctoral Dissertation by Dr. Penne Prigge, Rockingham Community College, NC, found:

1.Interviews validated the survey results which confirmed that leadership development, succession planning, and career management/development are not formal practices on most community college campuses represented in the study. 2. This study indicates that career development and succession planning are areas that are presently low priorities for community colleges.

NCCCS Strategic Plan Develop and Implement a Succession Plan Model that allows colleges and the System Office to identify, prepare for and manage the effects of impending and future retirements.

What Is Succession Planning? A process through which an organization assures necessary and appropriate leadership resources for the future in the form of a talent pipeline with the capabilities of sustaining the organizations long- term goals.

One of the most important things leaders do is to prepare for their own succession. The mark of authentic leaders is how well their organization does after they are gone. Bill George Former Chairman and CEO, Medtronic

Succession Planning A Guide to Implementation

Assess Cultural Impact Management Commitment Cultural Philosophy Employee Expectations Level of Support from Key Managers and Opinion Leaders Identification of Obstacles to Success Action Steps to Build Support

Set the Stage Job Descriptions/Position Profiles Qualifications Required by Job/Position Competencies Needed for the Future Human Resources Data Analysis: Movements, Turnover, etc.

Identify Participants Managers nominate Self-identification

Build College Momentum Identify Desired Behaviors and Examples in the Organization Define Personal Benefits to Employees Communicate Benefits to be Gained Create Ownership and Buy-In through Start-Up Involvement Identify and Act on Easy-To-Do and Highly Visible Successes Recognize Employees who Demonstrate Key Behaviors

Establish Accountabilities Define Measures of Success Communicate Measures and Recognize Successes Develop/Source and Implement Specific Training Programs Reward Managers Who Support the Processes

Integrate the Process Build Consistent Linkages Among Processes and Systems: –Job Requirements and Qualifications –Selection and Placement Procedures –Specialized Training Programs –Performance Management –Development Planning –Reward Systems –Measures of Success –Termination/Severance Processes Continually Raise the Performance Standards

Our Model at Guilford Technical Community College GTCC

Organizational Talent Audit Phase IPhaseIIPhase III Define the Demand Identify the Gap GTCC Systematic Succession Plan Determine the Talent Individual Development Plans

Define the Demand Identify projected vacancies/retirements Identify the business objectives for the short term and the long term Translate objectives into talent requirements – What competencies are needed to currently carry out job functions? What competencies are needed for the future?

Determine the Talent Conduct a Preliminary Talent Assessment Interviewed Vice Presidents and all members of Presidents Council Defined critical/key positions (roles that would be very problematic, expensive and impact processes across a significant portion of the organization)

Identify the Gap Compare current administrative and staff levels against defined future needs Compare current succession coverage for key/critical positions against desired coverage

Three (3) formal pathways solutions: Continuing Education Formal Education Action Learning GTCC Systematic Succession Plan

Individual Development Plans Create or Build on Existing Development Plans Provide opportunities for Development Activities Provide Regular and Periodic Feedback

Follow up to Presidents Leadership Seminar Goal: Build Talented, Diverse Workforce Outcome: Leadership Development Portfolio LEAD (Leadership Effectiveness and Development Program)

LEAD Examples of Monthly Sessions The Budgeting Process Goal: To introduce participants to the budgeting process to ensure that the College remains financially sound Strategic Planning Goal: To introduce the planning process by which major College initiatives are accomplished

Program Essentials Top Level Commitment Allocation of Resources Commitment to Training Mentorships – Learning Partners Coaching Invest Time to Monitor Program & Outcomes Recognize that this is a Dynamic Process Communicate No Guarantees

Reap the Benefits Projected Continuity of the Organizational Strategy Strength of Leadership Capability Desirability as an Employer Employee Satisfaction Levels Ability to Attract and Retain Top Talent

Questions ?

CONTACT INFORMATION Dr. Don Cameron, President, GTCC 336/ ext Jackie Greenlee, Director OD, GTCC 336/ ext. 2202