1. Right People, Right Positions:
an alignment & succession planning model
Presented by:
Jejuana Brown
Joseph Han
Facilities And Safety Team

2. Task 1: Expectations
In the blank space below, write down why you chose to be here, and what you hope to take from our time together.
With your neighbor, share what you have written.
What reasons did you identify?
In this session you will:
Identify the skills, knowledge, attitudes, and leadership (SKAL) needed for you and your team to succeed in difficult times.
Identify problem areas, as well as opportunities for your department to exceed expectations.
Develop a personnel action plan, and a succession plan that you can use immediately.
(handouts # 1)
In the blank space below, write down why you chose to be here, and what you hope to take from our time together.
With your neighbor, share what you have written. I will ask for volunteers to share your responses.
(allow a minute or two)
In this session you will:
Identify the knowledge, skills, and abilities (KSA’s) needed for you and your team to succeed in difficult times. (might recognize and equate this as cognitive, psychomotor, and the affective domains of educational philosophy...)
Identify problem areas, as well as opportunities for your department to exceed expectations.
Develop a personnel action plan, and a succession plan that you can use immediately.

3. Task 2: The issue...
Have you ever felt you were at the wrong place at the wrong time, with the wrong people?
Deadlines/credibility slipping
Staff performance issues
Ill-equipped to proceed
No visible way out
What happens when people are in positions that do not fit them well?
Effect on the institution?
Effect on the department?
Effect on the individual?
Have you ever felt you were at the wrong place at the wrong time, with the wrong people?
Deadlines/credibility slipping
Staff performance issues
Ill-equipped to proceed
No visible way out
What happens when people are in positions that do not fit them well?
Effect on the institution?
Effect on the department?
Effect on the individual?

4. Task 3: Identifying Solutions...
How do we get the right people in the right positions?
What are some ways you are getting the right person in the right position?
How do you know?
Alignment - people and positions
Identify or define the SKAL’s needed for the position
Assess the person considered for the position/currently in the position
Alignment matrix to achieve organizational effectiveness
How do we get them in the right position?
How are you doing so at your institutions?
Aligning people with positions which utilize fully their Knowledge, Skills, and Attitudes is made more manageable by the use of a matrix we have created. It is one of your handouts- we will be using it shortly. What it will help you to do:
Identify or define the KSA’s needed for a position
Assess the person currently in the position
Align positions with individuals having right KSA’s
We have reduced the concept to a mathematical formula: RI + RKSA -> RPRP
Right individual + Right KSA’s (leads to) Right Person in the Right Position

5. Task 3A: Identify or define the KSA’s
KNOWLEDGE (know how)
SKILLS (Ability)
ATTITUDE (Willingness)
Leadership
Position
1. Demonstrated ability to deliver – on time/on budget
2. Political acumen/Public Relations
3. Visioning/Institutional/Global thinking
4. BA/BS with MA/MS preferred
Adaptability- willing to be innovative
Openness -willing to receive feedback
Vulnerability/Courage - willing to take risks
Transparency – process that is not hidden
Ownership mindset – actively and openly supports institutional mission/ vision/goals
Customer focused – improves products, services and process that services the customers (On time/on budget)
Professionalism – YES!
AVP/AVC
1. Supervisory/management experience
2. Strategic planning/ Institutional thinking
3. Public Relations/Political acumen
DIRECTOR
1. Budget (plan, manage, recommend)
2. Supervision
3. Project/time management – quality assurance
4. Technically proficient
MANAGER
1. Supervisory skills
2. Project/time management – quality assurance
3. Budget (expenditure tracking)
4. Technical expertise (experience)
SUPERVISOR
1. Technical expertise (licenses/certifications)
2. Time management
3. Team player
4. Quality output
STAFF
(Competency)
Adulthood = leader
Integrity – ability to be true to self and to the organization.
Promotes key values/goals of the department ethically, and professionally
Demonstrates technical expertise to maintain credibility
Fosters ethical and supportive work culture
Initiative – Demonstrates self-management ideals.
leads with self-knowledge and integrity while fostering respect and trust
responsible and can work independently to identifies, recommends/resolves problems and takes advantage of opportunities
Courage & Sound judgment –ability to get the right job done at the right time.
Produces results by directing team efforts and resources effectively and efficiently
Demonstrates sound decision making utilizing data analysis and common sense and to make the best decision.
Organizes time and priorities to achieve results in a timely manner.
Positivity – ability to demonstrate and model optimistic and affirming work culture.
Communicates timely, accurately, and effectively
Develops team through enthusiastic coaching/ mentoring
Adapts to and implements change with innovation, courage, and resiliency
Adaptability- willing to be innovative
Openness -willing to receive feedback
Vulnerability/Courage - willing to take risks
Transparency – process that is not hidden
Ownership mindset – actively and openly supports institutional mission/vision/goals
Customer focused – improves products, services and process that services the customers
Form four groups.
Ask each group to point to a leader.
The leader’s job is to make sure everyone participates.
Charge each group to identify the KSA’s for the assigned level of leadership – briefly - 2 attributes...Attitude includes everything in the affective domain – the emotions, ethics, personal values, attributes which make the person who they are and will become...
Each group should report back what they have identified.
(Ask the larger group to add or suggest modifying the list)
(TIME! The key is to transition among groups quickly, making sure to be gracious!)
(Need a large- poster sized print out to collect data)( Wall poster big enough for participation)

6. Task 3B: Assess for Alignment
POSITION
AVP/AVC
DIR
MNGR
SUPER
STAFF
AVP
Goal = above the line
PAT -strong SKAL’s A- A- A
Potential !
Position Requirement
GAP ! C B C
Weak SKAL
Following is an example of how the KSA evaluation tool works.
We are looking first at an individual in a management position. Their KSA’s are weak. They have been in the position for considerable time. NOTE where the lines intersect on the matrix- THERE IS A GAP! We need to deal with this situation!
Next we look at Pat, an individual who has been in a supervisory position for some time. An analysis of Pat’s KSA’s shows enormous potential for your institution, your department, and for Pat!
This shows us how to use our KSA tool to assess personnel in current positions.
Sam, Long time Manager
PAT
Position & Experience

7. Task 3B: Assess for Alignment
Refer to handout Task 3B: Assess Alignment. Think of a person in your department who you feel is out of positional alignment. Using the list generated earlier, assess the KSA’s of the person you have in mind. Use the worksheet provided to complete the following:
Along the X-axis, identify the current position of the person
Draw a vertical line at the current position of the person
Along the Y- axis, identify the KSA’s the person currently has
Draw a horizontal line at the KSA’s for the person
Where does the line cross? It is above or below the RANGE OF ALIGNMENT? Is the gap within ACCEPTABLE range?
What options do you have to align the person to the appropriate position?
Handout # 3 – time to make use of
Think of a person in your department who you feel is out of positional alignment. Using the list generated earlier, assess the KSA’s of the person you have in mind. Use the work sheet provided, to complete the following:
Along the Y- axis, identify the KSA’s the person currently has
Draw a horizontal line at the KSA’s for the person
Along the X-axis, identify the current position of the person
Draw a vertical line at the current position of the person
Where does the line cross? It is above or below the LINE OF ALIGNMENT? Is the gap within acceptable range? (subjective assessment- be sure emotion isn’t the driver)
What options do you have to align the person to the appropriate position?

8. Task 3C: Succession Planning
1. Is Joe willing?
2. Is Joe competent?
3. Is there an opportunity? K S A
POSITION C B- B
AVP/AVC
DIRECTOR B+
MANAGER A-
SUPER-
VISOR
STAFF
SUPER
MNGR
DIR
AVP
Goal = above the line
Current
SKAL
What does Joe need to become a supervisor or a manager?
Potential !
One of your handouts is this chart which you will use in a moment...
X axis represents position experience or maturity level which can equate to time in position.
Y axis represents position level- note as level increases, KSA’s change- broader and shallower in technical areas- deeper and focused in critical areas – budget, HR, Legal-Ethical, strategic planning, vision and effectiveness...
Let’s take a look at Joe. In his current position, his Knowledge level is high, his Skill level is good but needs improvement, his Attitude/Ability/(Affective domain) level is very high. How would you prepare him for succession planning?
Joe
Current Position

9. Task 3C: Succession Planning, Joe Sample
We have identified opportunity with our staff member, Joe.
How would you prepare him for succession/advancement?
Assess willingness ****
Develop competency: EFP, CEFP, APPA U, Supervisor’s Toolkit, other development opportunity, in-house training
Provide Opportunity: to shadow or attend meeting; head up projects (risk-reward), create an environment which allows for advancement
Check interest level and willingness
EFP, CEFP, APPA U, Supervisor’s Toolkit, other development opportunity.
In-house training
Opportunity to shadow or attend meeting (exposure)
Opportunity to head up projects (risk-reward)
Help create an environment valuing/allowing for advancement (may be elsewhere...)
Your institution???____________________________

10. Task 3D: Succession Planning, Your turn: worksheet
POSITION
AVP/AVP
DIRECTOR
MANAGER
SUPER-
VISOR
STAFF
SUPER
MNGR
DIR
AVP
Goal = above the line
Current Position

11. Task 3D: Succession Planning, your turn
ASSESS THE NEED – Which positions are vital for operational continuity for your organization, and must be positioned for succession? (Hit by a truck...)
ASSESS WILLINGNESS – Assess the interest of the person.
Confirm their desire and willingness to pursue the targeted role.
Determine their willingness to meet the timeline.
Provide support for development, but DO NOT guarantee or promise the position/role.
ASSESS COMPETENCY – Select a person from your group/team that you recognize as having potential to meet the organizational need.
Identify the target role for this person
Circle the current SKAL level of this person
Circle/determine the gap in SKAL needed to be closed by your target staff, or the potential already existing
Determine development needs and the timeline for implementation
OPPORTUNITY – For me, opportunity comes when a person demonstrates: initiative, courage, integrity, judgment, and positivity.
Three steps which mark an investment in time and resources. Refer to your handout # 3 as we explore this step...
Assess the need- which positions are critical for continuity (where do you need to deepen the bench) Large area and very specific to your organization.
Using our matrix, assess the competency of individuals- those who have potential to meet the need
Identify the target role for this person
Circle the current level of KSA’s of this person
Circle/determine the gap in KSA’s needed to be closed by your target staff or the potential already existing for advancement
Determine development needs and the timeline for implementation
3. ASSESS WILLINGNES – Assess the interest of the person (investment being made on both sides)
Confirm the desire and willingness to pursue the targeted role
Determine their willingness to meet the timeline
Provide support for development, but DO NOT guarantee the position/role

12. Task 4: So what? Now what?
What was the most significant idea you are taking from this session?
How will you apply the idea to make a positive difference in your life?
Getting the right people in the right positions requires understanding of your organization's mission and needs, while being committed to the well-being, training, and development of your staff.
We believe that taking time to assess, align, and implement a development and succession plan is the best way to ensure effective and efficient delivery of programs, products, and services that our campus community is counting on.
What was the most significant idea you are taking from this session?
How will you apply the idea to make a positive difference in your life?
Getting the right people in the right positions requires understanding of your organization's mission and needs, while being committed to the wellbeing, training, and development of your staff. We believe that taking time to assess, align, and implement a development and succession plan is the best way to ensure effective and efficient delivery of programs, products, and services that our campus community is counting on.

13. Thank you for participating!
Jejuana Brown
Joseph Han
This presentation will be made available in PDF format to those who might like to use it. It is the property of ISU staff, while we are willing to share we ask that due credit be given to our staff. Contact us afterwards.

14. Expectations & Takeaways
__________________________________________________
Takeaways____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Handout # 1- expectations and takeaways

15. Task 3A: Identify or define the KSA’s
KNOWLEDGE (know how)
SKILLS (Ability)
ATTITUDE (Willingness)
Leadership
Position
1. Demonstrated ability to deliver – on time/on budget
2. Political acumen/Public Relations
3. Visioning/Institutional/Global thinking
4. BA/BS with MA/MS preferred
Adaptability- willing to be innovative
Openness -willing to receive feedback
Vulnerability/Courage - willing to take risks
Transparency – process that is not hidden
Ownership mindset – actively and openly supports institutional mission/ vision/goals
Customer focused – improves products, services and process that services the customers (On time/on budget)
Professionalism – YES!
AVP/AVC
1. Supervisory/management experience
2. Strategic planning/ Institutional thinking
3. Public Relations/Political acumen
DIRECTOR
1. Budget (plan, manage, recommend)
2. Supervision
3. Project/time management – quality assurance
4. Technically proficient
MANAGER
1. Supervisory skills
2. Project/time management – quality assurance
3. Budget (expenditure tracking)
4. Technical expertise (experience)
SUPERVISOR
1. Technical expertise (licenses/certifications)
2. Time management
3. Team player
4. Quality output
STAFF
(Competency)
Adulthood = leader
Integrity – ability to be true to self and to the organization.
Promotes key values/goals of the department ethically, and professionally
Demonstrates technical expertise to maintain credibility
Fosters ethical and supportive work culture
Initiative – Demonstrates self-management ideals.
leads with self-knowledge and integrity while fostering respect and trust
responsible and can work independently to identifies, recommends/resolves problems and takes advantage of opportunities
Courage & Sound judgment –ability to get the right job done at the right time.
Produces results by directing team efforts and resources effectively and efficiently
Demonstrates sound decision making utilizing data analysis and common sense and to make the best decision.
Organizes time and priorities to achieve results in a timely manner.
Positivity – ability to demonstrate and model optimistic and affirming work culture.
Communicates timely, accurately, and effectively
Develops team through enthusiastic coaching/ mentoring
Adapts to and implements change with innovation, courage, and resiliency
Adaptability- willing to be innovative
Openness -willing to receive feedback
Vulnerability/Courage - willing to take risks
Transparency – process that is not hidden
Ownership mindset – actively and openly supports institutional mission/vision/goals
Customer focused – improves products, services and process that services the customers
Form four groups.
Ask each group to point to a leader.
The leader’s job is to make sure everyone participates.
Charge each group to identify the KSA’s for the assigned level of leadership – briefly - 2 attributes...Attitude includes everything in the affective domain – the emotions, ethics, personal values, attributes which make the person who they are and will become...
Each group should report back what they have identified.
(Ask the larger group to add or suggest modifying the list)
(TIME! The key is to transition among groups quickly, making sure to be gracious!)
(Need a large- poster sized print out to collect data)( Wall poster big enough for participation)

16. Task 3B: Assess Alignment - handout
POSITION
AVP/AVC
DIRECTOR
MANAGER
SUPER-
VISOR
STAFF
SUPER
MNGR
DIR
AVP
Goal = above the line
Position Requirement
Handout # 3- Assess a real individual in a real position
Position & Experience

17. Task 3D: Succession Planning, Your turn: worksheet
POSITION
AVP/AVC
DIRECTOR
MANAGER
SUPER-
VISOR
STAFF
SUPER
MNGR
DIR
AVP
Goal = above the line
Position Requirement
Handout # 4 – succession planning worksheet
Position & Experience