Succession Planning for Key Personnel

Bradley A. Leidich, MSEd, RRT, FAARCBradley A. Leidich, MSEd, RRT, FAARCRobert P. DeLorme, EdS, RRT-NPS   

July 14, 2015July 14, 2015

Learning Objectives

• Describe the components of an effective succession plan.

• Relate personal experiences in implementing a succession plan prior to transitioning into retirement.

• Ensure continuity when a key faculty member leaves, specifically the PD.

• Reason for leaving may be planned or unplanned.

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•Retirement (planned or early retirement•Death or sudden illness•Transfer to a new position•Relocation (family member/spouse)•Dismissal

Ensure a smooth transition for your successor.

Benefit your students, program, and the community.

A good succession plan helps educate the DCE to assume the PDs role in the event of a sudden loss of leadership.

• The DCE may not want the position permanently but may end up in a temporary position while a search is being conducted.

AARC Human Resource Survey of Education Programs - 2014

Years of remaining serviceA typical Program Director from this sample

intended to remain involved in student education for another 11 years.

The typical Program Director expected the Director of Clinical Education to remain for an additional 4 years.

Half of the current Program Directors should be expected to turn over in a decade.

Do you have an acceptable emergency candidate to step in for the short term in case of an emergency?

• Typically the DCE• Make sure he/she is in the

loop and has a clue

Don’t be a control freak...• Surround yourself with talent.• Make sure your DCE “has a clue”

and is informed. We are all replaceable.

• Make sure others know where everything is located.

• Back up your data.

Back up your data. A few points:•CoARC has your annual reports. •Make sure all pertinent information, surveys, and key documents are secure for 5 years. Can you retrieve information if data is intentionally destroyed?•May need to have documents saved on College’s server which is secure.

• Longer than you think or what administration typically wants to admit.

• Realistically – At least a year based on administrative and CoARC expectations (e.g. program budget and CoARC RCS).

• Applicants do not meet academic preparation requirements.

• Salary offer is not sufficient.• Applicants lack teaching

experience.

Academic requirements not met:

• Encourage everyone to complete BS or higher degree.• Be prepared for national search:

• Takes time• Cost• Where to advertise• Word of mouth

Salary offer is insufficient:

• Tough one to act on• May need to use AARC Human Resource Survey for Data• Be prepared to push benefits of being in a faculty position (trade- offs that are going to occur)

Applicants lack teaching experience:

• Mentor a prospective therapist• Hire as adjunct faculty or clinical faculty• Train your replacement...

• Participate in counseling sessions where appropriate • Learn administrative responsibilities

Vacancies of Key Personnel Temporary Replacement (Policy 6.011G)

• Must possess a valid RRT credential• Temporary personnel may not meet all of the

qualifications required by the Standards.• Must fulfill all of the duties and responsibilities

of the vacated position. A full-time appointment is recommended but not required.

• Temporary basis for a maximum of seven (7) months and cannot be extended.

Vacancies of Key Personnel Acting Replacement (Policy 6.011H) :

“Acting” means that the replacement’s qualifications meet the Standards, but the individual is filling in.

Key personnel position absence filled on an “Acting” basis for up to six (6) months.If absence is going to exceed six (6) months,

the program may request a six (6) month extension through the Executive Office. Max

of 18 months can be approved.

Chronology of “Things To Do”

•Notebook containing • CoARC expectations/deadlines• Administrative expectations

deadlines• Telephone numbers• Contacts

It’s never too early to plan regardless of your current age or career goals.

Things change...