Strategies for Preparing the Next Generation

International Personnel Management Association October , 2006

Presented by:

Tim ODonnell, City Manager, Brea CA

Preparing the Next Generation

Why is this an issue now?

Baby Boomers are retiring Fewer Generation X-ers to replace them

Group Demographics 2006

Silent Generation - 60+ Baby Boomers - 42-60 Generation X - 28-41 Generation Y - 20-27

Replacement Gap

Fewer college graduates selecting public service Not grooming professionals already in the pipeline

Cal-ICMA PNG Goals:

1. Attract young talent to the profession

High School Students

Presentations to Students
Careers in Local Government
City Council Profile

A Career in City Government

Economic Dev. Aide $41,604 $53,122 Economic Dev. Manager $86,652 - $122,412 Executive Director, Community Development $93,720 - $132,420

Internships

Enables students to gain valuable work experience and be more competitive in the job market after graduation. Helps employers to identify and retain highly motivated and skilled young talent.

1. Attracting young talent (cont.):

Undergraduate Students

University Outreach program

Graduate Students Women Minorities Non-traditional techniques

Part-time employees Family, friends

2. Groom professionals already in pipeline

Coaching Program
Telephone panels E-coaching One-on-one programs

Cal-ICMA Coaching Program

2. Groom professionals already in pipeline, (Cont.)

Internship Clearinghouse

Internship Clearinghouse

2. Groom professionals already in pipeline, (Cont.)

Strategic Partnering: Cal-ICMA, CCMF, MMASC, MMANC, CSMFO, CM Dept. Private Sector Management Style Analysis Local Area Networking

Best Practices for Organizations in Preparing the Next Generation

Hire top talent Make talent development top priority Get CEO on board as role model Provide broad range of experience

Assign lead authority for special projects Provide direct supervisory authority

Best Practices in Preparing the Next Generation

Allow Access to Executive Managers and Council Members Create Budget and strategic planning experience

Articulate rewards of local government management to others Start Succession Planning Start Mentoring/Coaching

Succession Planning

Think about it

How many people have personally known a colleague to leave an organization unexpectedly?

Death Family Illness Unplanned Retirement New Job Unexpected Resignation

What is Succession Planning?

Constant Change Planning An Organizational Journey, not a project Ensuring Continuity of Leadership Identifying Gaps in Existing Talent Pool Identifying/Nurturing Future Leaders

Group Exercise
Why isnt Succession Planning a more common practice?

Succession Planning

Why isnt Succession Planning a more common practice:

Time Consuming No Immediate Results Resistance from Managers (threatened) Political Instability Mentality that Employees are short-term

Succession Planning

Why should Succession Planning be a common practice?

Limited Talent Pool Leaders/Potential Leaders want to work for quality organizations Opportunity to identify potential leaders and groom for advancement Create your legacy!

Whos in charge of Succession Planning?

You are!

You can provide tools and methods to identify leaders and skills gaps You can create opportunities to engage in organizational strategic planning You can challenge existing paradigms You can advocate changes in existing system You can help identify organizational barriers to promotion

Action Steps
1. Identify organizations desired leadership skills and attributes 2. Identify potential leaders 3. Identify gaps in skills 4. Assess individuals goals 5. Share vision with employee 6. Assign growth tasks & training 7. Create pool of potential leaders as incubator of future managers

Mentoring/Coaching
Mentoring and Coaching are key components of Succession Planning

The Value of Mentoring/Coaching

Is an important part of succession planning On the job development that is customized to the individual Flexible: formal or informal, same or different organizations A good mentor-protg relationship can be beneficial throughout a career

Mentoring/Coaching Is:

A relationship between professionals Focused on career development through

Skill and experience building Sharing of insights and ideas Evaluation and constructive feedback Candor, trust, and confidentiality

Given the Challenges in the Local Government Profession:

Everyone has a responsibility to coach or mentor someone else Everyone has the capacity to be a good protg.

Good Coaches

Model positive, professional behavior Create safe environments for growth Provide candid feedback when necessary Work hard to develop positive, mutually beneficial relationships Push protgs onward and upward when its time

Good Protgs

Take the initiative in scheduling regular time to meet with their coach Ask for what they need, when they need it Use their coach as a resource Are open to candid feedback, even when its not pleasant to hear Work hard to develop a positive, mutually beneficial relationship Commit to learning from the relationship

A Challenge!

Identify someone you would be willing to ask to be your coach. Identify someone within your own organization who you would be willing to coach. Describe how you will approach each of these people.

Summary

Great time to be in local government management now and in next ten years Careful and deliberate succession planning is key to remaining competitive Everyone needs to become a mentor and/or be a protg

Strategies for Preparing the Next Generation

Questions? Comments?

Timo@ci.brea.ca.us