1. Beverly Hodges, CPA Financial Services Administrator - DOTD

2.  A one time event  Decided by an individual  Used solely for individual career advancement opportunities  Reacting only when a position becomes open  Line managers relying solely on their own knowledge/comfort with candidates

3.  A deliberate and systematic effort by an organization to ensure leadership continuity in key positions  Designed to retain and develop intellectual and knowledge capital for the future  Encourages individual advancement

4.  Be owned by the Executive Management of the organization…not just Human Resources

5.  If the executive team “got run over by a bus” would their replacements be able to step right in and be productive?  Is anyone on the “top floor” worried about the status of your “talent bench?”  Have there been opportunity costs to your organization because it took a long time to replace a key leader?

6.  Employees say that organizational leadership is a key contributor to job satisfaction, commitment and intent to stay; especially true for top talent  Recent surveys state that employees value most the leadership qualities of honesty and integrity  Only 1% of organizations rate their succession management as excellent; two- thirds rate them as fair or worse

7.  Identify Key/Critical Positions  Conduct Position Analysis  Develop Succession Plan  Monitor, Evaluate, Revise

8.  Key Contributor  Specialized Leadership  Geographic  Vacancy

9.  Key Contributor – in achieving the organization’s mission or would hinder vital functions

10.  Specialized Leadership – requires specialized or unique expertise

11.  Key Contributor – in achieving the organization’s mission or would hinder vital functions  Specialized Leadership – requires specialized or unique expertise  Geographic – is the only one of its kind in a particular location

12.  Key Contributor – in achieving the organization’s mission or would hinder vital functions  Specialized Leadership – requires specialized or unique expertise  Geographic – is the only one of its kind in a particular location  Vacancy – will be vacant due to retirement, advancement or reassignment

13.  What are the external and internal factors affecting this position?  What competencies or skill sets will be required?  What are the gaps (competencies or skill sets not possessed by the current staff)?  What strategies will be used to address the gaps?

14.  Cultural Competencies  Job-Specific Competencies  Key Job Responsibilities  Organization Knowledge  Job Challenges  Executive De-Railers

15.  Cultural Competencies

16. Assessing current organizational culture may determine how it needs to change in the future. Allows you to develop a set of cultural related leadership criteria and development approaches. i.e., Change Leadership; Establishing a Collaborative Environment

17.  Job-Specific Competencies

18. What are staff capable of…the clusters of behavior, knowledge, technical skills, and motivation that are important to success in senior management. Identify competencies that correlate with job success.

19.  Key Job Responsibilities

20. The major components of a position should be listed in a well-written job description. Identify the most important responsibilities. Few jobs have more than six key responsibilities.

21.  Organizational Knowledge

22. Functions, processes, systems, services, or technologies of your organization that a manager must understand. For example, a candidate might be assessed in terms of their knowledge of the budget process, field operations, or human resource management.

23.  Job Challenges

24. Situations that someone entering management should have experienced or at least been exposed to.

25.  Executive De-Railers Personality traits that might cause an otherwise effective senior leader to fail on-the-job.

26. Are they…  Approval dependent

27. Are they…  Approval dependent  Argumentative (defensive)

28. Are they…  Approval dependent  Argumentative (defensive)  Arrogant

29. Are they…  Approval dependent  Argumentative (defensive)  Arrogant  Attention-seeking (self-promoting)  Avoidant (procrastinator)  Impulsive  Micro-manager

30. The succession plan is the culmination of the first two steps. (Identify Key Positions and Conduct Position Analysis)  Review of individual positions and turnover rolled into one document identifying gaps and strategies at an organizational level  Strategies to address gaps are outlined to include target completion dates, responsible parties and required resources

31.  Select evaluation period (typically reviewed annually)  Be prepared to respond rapidly to unforeseen changes to the plan  Status/Progress updates should be monitored ◦ Individual Development Plans ◦ Annual Plan Update

32.  Developed by succession planning participants and immediate supervisor  Identify competency gaps for future promotions  Determine developmental activities to address gaps  Examples – reading, training, on-the-job assignments, development of SOPs, mentoring, job shadowing

33.  Succession Planning is the process of identifying

34.  Succession Planning is the process of identifying and developing

35.  Succession Planning is the process of identifying and developing suitable team members who are able to replace key positions as and when required.

36.  City Leadership Academy

37.  Deputy Undersecretary

38.  Section 15

39.  Accounting Career Progression ◦ Non-competitive promotion  Toastmasters  Development of SOPs

40.  Accounting Career Progression ◦ Non-competitive promotion  Toastmasters  Development of SOPs  Succession Planning ◦ Invitation – Accountant 4 & above ◦ Training Opportunities ◦ Project Leads ◦ Monthly Meeting

41. Monthly Meetings

42.  Article – 10 qualities of valuable employees

43. Monthly Meetings  Article – 10 qualities of valuable employees  Indirect Cost Rate

44. Monthly Meetings  Article – 10 qualities of valuable employees  Indirect Cost Rate  Anatomy of an Audit

45. Monthly Meetings  Article – 10 qualities of valuable employees  Indirect Cost Rate  Anatomy of an Audit  Crescent City Connection and Louisiana Transportation Authority

46. Monthly Meetings  Article – 10 qualities of valuable employees  Indirect Cost Rate  Anatomy of an Audit  Crescent City Connection and Louisiana Transportation Authority  Who Moved My Cheese

47. Monthly Meetings  Article – 10 qualities of valuable employees  Indirect Cost Rate  Anatomy of an Audit  Crescent City Connection and Louisiana Transportation Authority  Who Moved My Cheese  AGA Conference topics  GFOA Conference topics

48. Monthly Meetings  Article – 10 qualities of valuable employees  Indirect Cost Rate  Anatomy of an Audit  Crescent City Connection and Louisiana Transportation Authority  Who Moved My Cheese  AGA Conference topics  GFOA Conference topics  Asset Management

49. Monthly Meetings  Article – 10 qualities of valuable employees  Indirect Cost Rate  Anatomy of an Audit  Crescent City Connection and Louisiana Transportation Authority  Who Moved My Cheese  AGA Conference topics  GFOA Conference topics  Asset Management  Budget Development (Operating and Capital)

50. Monthly Meetings  Article – 10 qualities of valuable employees  Indirect Cost Rate  Anatomy of an Audit  Crescent City Connection and Louisiana Transportation Authority  Who Moved My Cheese  AGA Conference topics  GFOA Conference topics  Asset Management  Budget Development (Operating and Capital)  A Month in the Life

52.  Retention Risk Analysis  Time it takes to fill positions is too long  Work stoppage when critical employees are unavailable  Critical turnover in high potential workers  Managers not satisfied with talent pool  Workers complain that promotions decisions are unfair

53. Succession planning  is an ongoing process where the players will change continuously  is a strategic effort that utilizes inputs from multiple sources  Organizational direction may change so be flexible  Competencies need to be constantly monitored to ensure they are measuring what you want to measure

54. Contact information beverly.hodges@la.gov