WHOS NEXT Building Your Future Team Welcome Process the Data Appreciate Our Generational Perspectives Understanding the Difference Between Leadership and Management Ideas to Identify and Prepare Future Leaders ID: 761912
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WHO’S NEXT? Building Your Future Team
Welcome!! Process the DataAppreciate Our Generational PerspectivesUnderstanding the Difference Between Leadership and ManagementIdeas to Identify and Prepare Future Leaders Discuss next steps!
PROJECT SUCCESS PEOPLEGOALVISIONSTRENGTHCOMMUNITY WORKFORCEPLANNINGUNDERSTANDECONOMICS CREATIVEBUSINESSIDEATECHNIQUES CONCEPTTECHNICALMATRIXSMART PROFESSIONALCOURAGESTRATEGYTEAMWORKSKILLSPLANNINGTRENDS STRATEGYINPUTINFORMATIONBRAINPOWERGOAL PROCESSINGMEETINGPOWERCLOUD ISTHE HEREDATAWORKFORCE GOAL
28% 31% 17% 21% City Population 5,001 – 25,000 CITY HALL City Population 1,001 – 2,499 City Population 0 – 1,000 City Population 2,500 – 5,000 Survey Overview
Emoji Bottom OK I AM CONCERNED Are we ready??? 42% 25% 4% 25% 3% 71% 28%
Have we started planning for transition? 67% SAID NO!!!The Issues:Staff not willing to advanceHaven’t provided trainingNot a priority for the City CouncilNot until the person vacates the role No other staff/limited staff in the department to step-up
Roles of Most Concern . . . Public Works Director City Clerk Water/Waste Water Operator 26% 19%15%
Years of Service Municipal Service Service to Your Community 0-5 Years6 – 10 Years11-15 Years16 – 20 Years21-30 Years30+ Years
Roles in Process Human Resources Police Chief Service to Your Community
Other Positions Starting to See Change Library Director Parks and Recreation Service to Your Community Fire Chief
Isn’t this interesting??? City Manager Finance Director Service to Your Community 0-5 Years6 – 10 Years11-15 Years16 – 20 Years21-30 Years30+ Years TL Years of Service TL Years of Service
Do You Have a Succession Planning Program? 12% 88% Point of Clarification!!! Succession Planning is: A process for identifying and developing new leaders who can replace previous leaders when they leave. Succession planning increases the availability of experienced and capable employees that are prepared to assume these roles as they become available. Source: WIKIPEDIA Succession Planning is a Sustainability Strategy!!
On-The Job Shared Training League, IMFOA, IAMU, GFOA, County, ETC. General Trainings & Conferences Are You Leveraging Training? 45%/ 55%
Where Are The Skill Gaps? Understanding Municipal Finance Strategic ThinkingSetting & AchievingGoals Communication Dependability
NOTE: ALL OF THE FIRST SET IS ANIMATED. DELETE THE PAGES YOU WANT AND KEEP THOSE YOU NEED. THE DUPLICATE SLIDES BELOW ARE STATIC SLIDES. It is a stated objective. 17% Significant resources available. 12% There is some support. 41% What support? 14% It’s becoming a key objective. 16%
National Workforce Data Projected percent change, by select occupational groups, 2016-26 Includes Local Government
National Workforce Data Ten fastest growing occupations, projected 2016-26
1/3 of all new jobs added by 2026 will be in the Health Care Sector 1 in 5 workers will be Hispanic by 2026 of the GLOBAL workforce will be from the Millennial Generation by 2025 11,000 Baby Boomers are retiring everyday (from now until 2034) Health Care will be the largest employment sector by 2026 National Workforce Data Asian & Hispanic worker categories are the fastest growing populations 75%
National Workforce Data Average opening attracts 250 resumes 42 days is the overall average to fill a positionThe ratio of unemployed applicants per job opening is only 1.3%39.9% of hires are made by referrals67% of job seekers stated diversity in the workforce is important when considering an offer
A Recent Iowa Search Mid-Sized Iowa City Number of Days Position Posted: 122 daysFrom posting to start dateTotal Number of Applicants: 30In-State Applicants: 12Out-of-State Applicants: 18Approximate Cost of Search Firm: $14,000Years of Experience of Candidate Hired: 2
What are your take-aways from the data?
SUCCESS BUSINESS GEN Z VISION PASSIONGEN XEXPECTATIONSROLE MODEL HONESTYSMARTPROFESSIONALCOURAGE TEAMWORKBABY BOOMERSSTRENGTHCOMMUNITYMILLENNIALSEMPOWERMENTINTEGRITY CREATIVEETHICSCONCEPTCOMMITMENTMENTOR ENTREPRENEURDETERMINATIONPEOPLEPROCESSING DIFFERENCESRESPONSIBILITYGENERATIONS
Generational Buckets
In the Workforce Today . . . Silent Generation Gen XBaby BoomersMillennials13% 26.4%19.8%27.7%
Common Conversation . . . . Sound familiar?
Help Us Understand!! Organize By Generation: Silent Generation(1925-1945)Baby Boomers(1946-1964)Gen X(1965-1980)Millennials(1981-1998)Gen Z(1999 – 2015)Now Tell Us:Life Shaped ByWorkplace CharacteristicsBestWorstWhat you want the other generations to understand about youWhat don’t you understand about the other generations?Describe your generation in 1 word! Each generation will share their thoughts!
Silent Generation Demographics: 1925-1945 Smaller GenerationLife Shaped by:Careers over ActivismWW II, Korean WarGreat DepressionWorkplace Characteristics:Keep busyStrong work ethicAdvancement based on tenureVery loyalRespect authority
Demographics: 1946-1964 2nd largest generationLife Shaped by:VietnamWork, work, workDivorceWorkplace Characteristics:AmbitiousSalary/wage drivenOptimisticTeam-orientedHonor hierarchy Baby Boomers
Demographics: 1965-1980 Another small generationLife Shaped by:Latch Key KidsTechnology transitionVideo gamesWorkplace Characteristics:SkepticalIndependentSelf-reliantWant flexibilityEntrepreneurial Gen X
Demographics 1981-1998 10,000 turn 21 everydayLife Shaped by:TechnologySchool Shootings9/11Workplace Characteristics:CollaborativeTeam OrientedFocused on FeedbackSocial MindedBenefits over SalaryMillennials
Demographics: 1999-2015 25.9% of the populationLife Shaped by:Never had “Peace Time”Cyber-bullyingReality TVWorkplace Characteristics:Hard WorkingReady to WorkLoyalSocial MindedGenuine ConversationsBy 2020 will represent 20% of the workforceGen Z
Why is understanding generations relevant to our discussion today? Generational protocol has changed Traditional promotions may not be possibleRecruitment and retention are differentYounger leaders need to be developed at a faster paceUrgency may not be recognized/appreciated by Citizens/Mayor/Council (based on demographics)As you implement planning, important to understand perspectives to ensure successHow to share informationWhat managers are “used” to may not work when training new staff
Let’s Assess Think about YOUR city from YOUR perspective Don’t over-analyzeBe honest!!!Move to sit with your city team after the breakYes or NoYes or NoYes or No
SUCCESS SKILLS GOAL VISIONARY PASSIONRISKATTITUDEROLE MODEL HONESTYSMARTPROFESSIONALCOURAGE TEAMWORKWISDOMCOLLABORATESTRENGTHCOMMITMENTINSPIRATION EMPOWERMENTINTEGRITYCREATIVERESPECTCONCEPTEXPERT HEARTTRAININGDETERMINATION PEOPLEPROCESSINGTOOLSRESPONSIBILITY LEADERSHIP
Let’s Assess Compare your worksheets with your team What is the same?What is different?What is surprising?Yes or NoYes or NoYes or No
Leadership VS. Management If you could only pick one category . . . . LEADERSHIPMANGEMENT Can you be a GOOD _______and a BAD ________?
Perspective LEADERSHIP Sets direction and develops the visionDevelops strategic plans and achieves the visionCommunicates the vision, mission and directionMotivates and inspiresEnergizes employees to overcome barriers to changeTakes high risk approach to problem solvingMANAGEMENTPlans and budgetsDevelops process steps and sets timelinesEstablishes policy and procedures to implement visionIdentifies and solves problemsProvides expected results consistently to leadership and other stakeholdersComparison of Management and Leadership Process Differences in the workplace (Kotterman, 2006)
What Kind of Training? LEADERSHIP DEVELOPMENT Focuses on learning to set vision and strategy, inspiring others, collaboration and teamsStrategic ThinkingTeam BuildingSelling New IdeasEMPLOYEE DEVELOPMENTFocuses on technical skills needed to the job:1st Time ManagersPerformance EvalsDisciplineTime ManagementCommunicationClerk’s Institute Learning to Coach Learning the Fundamentals
BE CONSISTENT!!!Training should be specific and immediately applicableBuild into performance evaluationsLook for alignment after assessing critical rolesBe honest – make sure people are signing up for the right kind of training Thinking About Training
S3 S2 S1 Engage The Staff Update Policies Make Your Case Getting Started “In General” with Succession PlanningDo the Research: Local workforce data, trends, best practices, identify the gaps/potential risksBest Case Scenario: Mayor and City Manager/Clerk togetherCritical Roles Exercise: For both City Council and StaffThings to Consider: Job descriptions, benefits, employee handbook, employee contract w/resignation clause, performance evaluations, budgetRecruitment: Is our approach effective?Retention: Are the employees happy?Document Processes: Start with the most important, sometimes creating a calendar helpsStrategic Plan/Goals: Incorporate succession planning into municipal plans, requiring accountabilityConsider Career Pathways and Personal Progression Charts Assign Training as budget allows: Community college, mentoring with expectations, conferences HOWEVER consistency is KEY!!! Training cannot be random!
Leaders determine and appoint successors Outsiders vs. Assistants automatically move up? Grooming of the individuals begins immediatelyConsider sabbaticals for LeadersEvaluate impact to compensationEvaluate perceptionsTime is less of an issueIs an easy solutionIf a leader picks their replacement, sometimes it makes their departure easierMotivating for staff – depending on bullet 2 PROS: May not know candidate true colorsHighly politicalSometimes creates an issue of trust, support for the new personDe-motivating for staff – depending on bullet 2CONS: Direct Approach to Succession Planning
The Concept Can Fit a City of Any Size Here is an example: City Clerk (1 person office) looking to retire w/in a yearStart the hiring process 9 months before retirement date (depending on the time to fill the position)Hire the role as a Deputy City Clerk and allow 3 – 6 months of time for you to work togetherTarget training during this time to blend OJT and critical skill buildingPromote after official departure of City ClerkConsiderations:Advance discussion with the Mayor/City Council (Probably lots of discussion)Walk through the scenarios . . . .Work with the Council and other staff to do a critical assessment of the positionInclude in budget process so funds are available (investment not as steep as you think!)Begin documenting processes, organizing key contacts, what must a new person know!The person leaving has to be locked into their departure date!
Interns For any position/departmentPartner with high schools, colleges, universitiesCan help with documenting processesIn some instances can also be mentors, particularly with technology Not tough to get an intern up and running!MentorsGreat opportunity for staff who want something new without changing their jobPartner mentors on projects/skill-based assignmentsSet expectations on what needs to be accomplishedStart small to ensure success!A Great Cost Saving Measure
There will be Politics Put your process in writing Make no promises – EVERFollow-through must be a priorityThere will be lots of opinions ANDLots of procrastination! Potential RoadblocksTime PrioritySense of Urgency“Sticky Baton”BudgetKeeping your arms around all of the moving partsAnticipate Fears Make it about the position, not the personRun the scenariosIdentify areas of opportunity, propose ideas, accept feedback, then adaptEvaluate available resources – both budget and peopleA Few Words to the Wise CITY HALL
Good Communication is Vital!! This is CULTURE CHANGE Change is GOOD!! Change Is Hard! Apply What Makes Sense! Be Patient as People Buy-In! Start Small & Adapt as Needed! DON’T GIVE UP!!
ASANTE GRAZIE MAHALODANKE JESALAMAT POSTRENGTH TAKKXIE XIEFALEMINDERIT EFHARISTOFALEMINDERITPALDIESKIITOS MERCIGRACIASSPASIBOHVALA DANK UTRUGEREKAMSA HAMNIDANGIYABONGAOBRIGADOGRATIAS TIBI TERIMA KASISHDEKUJIARIGATODANKIESHUKRANTODA DO JEHCHOUKRANEDZIEKUJE NA GODEDO JEHBALIKAYOU DEKUJISPASIBOARRIGATOSUKRIATHANK Cassandra Hallsc.halls@2ttop.com(515) 473-4980