presented by: jejuana brown (j.c.brown23@csuohio) joseph han (joseph.han@csuohio )
DESCRIPTION
Right People, Right Positions : an alignment & succession planning model. Presented by: Jejuana Brown ([email protected]) Joseph Han ([email protected] ). Facilities And Safety Team. Task 1:Expectations. - PowerPoint PPT PresentationTRANSCRIPT
Presented by:
Jejuana Brown ([email protected])Joseph Han ([email protected])
Facilities And Safety Team
Right People, Right Positions: an alignment & succession planning model
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.
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?
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
Task 3A: Identify or define the KSA’sKNOWLEDGE (know how) SKILLS (Ability) ATTITUDE
(Willingness)Leadership Position
1. Demonstrated ability to deliver – on time/on budget2. Political acumen/Public Relations3. Visioning/Institutional/Global thinking4. 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 experience2. Strategic planning/ Institutional thinking3. Public Relations/Political acumen4. BA/BS with MA/MS preferred
DIRECTOR
1. Budget (plan, manage, recommend)2. Supervision 3. Project/time management – quality assurance4. Technically proficient
MANAGER
1. Supervisory skills2. Project/time management – quality assurance3. Budget (expenditure tracking)4. Technical expertise (experience)
SUPERVISOR
1. Technical expertise (licenses/certifications)2. Time management3. Team player4. Quality output
STAFF
ADU
LTH
OO
D =
LEA
DER
(Competency)
Task 3B: Assess for AlignmentK S A POSITION
AVP/AVC
DIR
MNGR
SUPER
STAFF
STAFF SUPER MNGR DIR AVP
Goal = ab
ove th
e line
Weak SKAL
Sam, Long time Manager
Position & Experience
PAT -strong SKAL’s
Posi
tion
Requ
irem
ent
GAP !Potential !
PAT
C B C
A- A- A
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?
K S A POSITION
C B- B AVP/AVC
B- B- B- DIRECTOR
B+ A A MANAGER
A A- A SUPER-VISOR
A B A STAFF
STAFF SUPER MNGR DIR AVP
Task 3C: Succession Planning
Goal = ab
ove th
e line
Current Position
Joe
What does Joe need to
become a supervisor or a
manager?
Current SKAL
1. Is Joe willing?2. Is Joe competent?3. Is there an opportunity?
Potential !
Task 3C: Succession Planning, Joe Sample
• We have identified opportunity with our staff member, Joe.
• How would you prepare him for succession/advancement? 1. Assess willingness ****2. Develop competency: EFP, CEFP, APPA U, Supervisor’s Toolkit, other
development opportunity, in-house training3. Provide Opportunity: to shadow or attend meeting; head up projects
(risk-reward), create an environment which allows for advancement
Task 3D: Succession Planning, Your turn: worksheet
K S A POSITION
AVP/AVP
DIRECTOR
MANAGER
SUPER-VISOR
STAFF
STAFF SUPER MNGR DIR AVP
Current Position
Goal = above
the lin
e
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.
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.
Thank you for participating!
• Jejuana Brown ([email protected]) • Joseph Han ([email protected])
Expectations & Takeaways
• Expectations______________________________________________________________________________________________________________________________________________________________________________________________
__________________________________________________
• Takeaways____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Task 3A: Identify or define the KSA’sKNOWLEDGE (know how) SKILLS (Ability) ATTITUDE
(Willingness)Leadership Position
1. Demonstrated ability to deliver – on time/on budget2. Political acumen/Public Relations3. Visioning/Institutional/Global thinking4. 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 experience2. Strategic planning/ Institutional thinking 3. Public Relations/Political acumen4. BA/BS with MA/MS preferred
DIRECTOR
1. Budget (plan, manage, recommend)2. Supervision 3. Project/time management – quality assurance4. Technically proficient
MANAGER
1. Supervisory skills2. Project/time management – quality assurance3. Budget (expenditure tracking)4. Technical expertise (experience)
SUPERVISOR
1. Technical expertise (licenses/certifications)2. Time management3. Team player4. Quality output
STAFF
ADU
LTH
OO
D =
LEA
DER
(Competency)
Task 3B: Assess Alignment - handoutK S A POSITION
AVP/AVC
DIRECTOR
MANAGER
SUPER-VISOR
STAFF
STAFF SUPER MNGR DIR AVPGoal
= above
the lin
e
Position & Experience
Posi
tion
Requ
irem
ent
Task 3D: Succession Planning, Your turn: worksheet
K S A POSITION
AVP/AVC
DIRECTOR
MANAGER
SUPER-VISOR
STAFF
STAFF SUPER MNGR DIR AVPGoal
= above
the lin
e
Position & Experience
Posi
tion
Requ
irem
ent