Minnesota Department of Transportation SUCCESSIONWORKFORCE PLANNING

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Minnesota Department of TransportationSUCCESSION/
WORKFORCE PLANNING

• Wayne Brede/ Trent Weber, Office of Human
  Resources
• July 10, 2007

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Why Succession Planning

• Leadership Position Identification
• Talent Pool
• Molds Staffing Strategies
• Preserves Organizational Capability
• Core competencies identified

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Elements for Success

• Top Leadership Support
• Alignment with Strategic Direction
• Basis for all HR systems and programs
• Includes Thorough Review Process
• Requires Participant and Managerial Accountability

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Succession Plan Operational Definition

• An executive level process to develop and/or
  externally recruit employees to support targeted
  leadership positions.
• This is accomplished through the development of
  key competencies, that will provide for the
  timely availability of experienced, diverse, and
  highly skilled employees for the Departments
  critical positions

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Simply stated

• Right people
• Right skills
• Right place
• Right time

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Mn/DOT Individual Competencies

• Individual Characteristics
• Leadership
• People Management
• Organizational Knowledge
• Technical Knowledge
• Quality Management
• Learning and Strategic Systems Thinking

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Elements of Mn/DOTsSuccession Planning Process

• Strategically Focused
• Targets Critical Leadership Positions
• Competency Based
• Linked to all HR Systems
• Credible Evaluation Process
• Provides Honest and Constructive Feedback
• Developmentally Driven

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Mn/DOTs Process
Gather Data
Solicit Participants
Provide Feedback
Conduct Assessment
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Stage 1 Data Gathering

• Executive Management Review
• Examine Strategic Direction of Organization
• Review Potential Organizational Realignments
• Competency Emphasis
• Assess Position Needs (Demand side)
• Review Projected Turnover
• Evaluate Critical Position Coverage (Supply side)
• External Recruitment Needs
• Diversity Commitment

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Position Evaluation Criteria

• Critical to strategic objectives
• Potential negative consequences to organization
  if the incumbent fails to succeed
• Is either a policy-maker or significantly
  influences broad policy decisions
• Incumbent possesses unique technical or
  organizational knowledge that is critical to the
  delivery of Mn/DOTs programs and services
• Direct interface with Legislature/Congress
• Significant involvement with external client
  groups
• Sustainable new initiative(s) give(s) this
  position high visibility

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Succession Plan Position Profile

• Position Human Resources Director
• General Position Purpose
• To provide overall leadership, direction and
  guidance in the development and implementation of
  human resource service delivery and to serve as
  the Chief Human Resource Officer in both internal
  and external matters affecting the Department as
  a whole

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Succession Plan Position Profile

• Competency Rankings (Amost critical)
• Leadership A
• Individual Characteristics A
• People Management A
• Organizational Knowledge B
• Technical Knowledge B
• Quality Management C
• Learning and Strategic/Systems Thinking - C

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Succession Plan Position Profile

• Qualifications
• Bachelors degree required. Advanced degree
  desirable. 10 years of professional/supervisory/m
  anagerial experience, at least 4 at a managerial
  level. Public sector experience desirable.
• Familiarity in several of the following areas
• Organizational change and strategic planning
• Labor Relations, negotiations, and contract
  administration
• Staffing and Equal Employment Opportunity
• Classification/job evaluation and
  compensation/benefits
• Training, development and performance management
• Human resource policy development
• Operations management

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Stage 2 Solicit Participants

• Distribute Interest Survey Job Profiles
• Mandatory Response to Survey All managers must
  provide support to the process in some way
• Voluntary Participation in the process
• Rule of Three
• Compile Results

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Succession Plan Survey

• Succession Plan Survey October 2006
• Employee Name Supervisor Name
• Location Location
• Division
• Do you want to participate in the Succession
  Planning Process?
• If not, reason for not participating
• Indicate whether or not you want developmental
  feedback Yes / No
• Indicate the geographic areas in which you are
  willing to work
• Circle up to three positions of interest to you
• Choices would include Division Directors and
  Assistants, Office Directors and Assistants for
  all areas within the Department

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Stage 3 Conduct Assessment

• Self-Assessment of Performance Management
  Document
• Supervisors/Others Assessment Using Modified
  360 Document
• Review of Employee Interest Survey
• Discussion Guide
• Use of Small Groups with Facilitator and Recorder
• Core Assessment Group Immediate Supervisor and
  Division Director/Assistant Commissioner. Others
  present may include Bureau Head and/or other
  Division Directors/Assistant Commissioners

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Succession PlanParticipant Discussion Guide

• Significant contributions in the last 1-2 years.
  How does this support one or more competencies?
• Strengths the employee brings to the organization
• Key messages to help employee prepare for their
  future career
• Developmental suggestions for growth identified

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Stage 4 Provide Feedback

• Feedback information reviewed by respective
  Division Director
• Feedback information distributed from Division
  Director to immediate supervisors for delivery
  to employees
• Immediate supervisor and possibly Division
  Director meet with employee to provide
  feedback/development planning
• All employees who requested feedback are
  guaranteed to receive it

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Lessons Learned

• Keep the process manageable
• Emphasize the continuous vs single event
• Institutionalize the core competencies
• Build accountabilities on both sides
• Ensure effective staff and resource support

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Workforce Planning Definition

• Workforce Planning facilitates future staffing
  strategies where the greatest changes are likely
  to occur, including the ability of the
  organization to better manage and prepare for the
  unknown.

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What Workforce Planning Does

• Provides managers with key information to make
  more informed staffing decisions.
• Addresses the staffing implications of strategic
  business and operational plans.
• Allows the organization to plan for, recruit,
  manage, develop, measure, terminate and/or
  outsource human capital in anticipation of
  organizational needs.
• Workforce Planning is not a replacement model!

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Drivers of Workforce Planning

• Shortages of qualified workers
• Changes in business priorities
• Technology changes
• Changes in customer base
• Organizational changes
• Expansion (or contraction) of services
• Cost reductions/efficiencies/streamlining

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Keys to Success

• Keep it simple
• Keep it flexible
• Achieve support from all levels of the
  organization
• Dont make it a paper exercise
• Make it credible
• Keep it as a dynamic, cyclical process

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Workforce Planning Model Phases

• Work documentation and scenario organizational
  chart creation
• New on Horizon
• Core Critical
• Current
• Senior Management Inputs
• Local Action Planning
• Department-wide roll-ups
• Human Resource actions (Local and Department)

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Workforce Planning

• QUESTIONS/FURTHER DISCUSSION?