Succession DART and Supervisory DART

Succession DART and Supervisory DART Succession DART and Supervisory DART - Start

2018-09-20 7K 7 0 0

Succession DART and Supervisory DART - Description

Presented By. Cheryl D. Orr, SPHR, IPMA-SCP. Vice President of Human Capital. June 20, 2017. MAX Program. – Partnership with DART, LA METRO, MARTA, RTD. Leadership DART . – Partnership with Southern Methodist University. ID: 672097 Download Presentation

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Succession DART and Supervisory DART




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Presentations text content in Succession DART and Supervisory DART

Slide1

Succession DARTandSupervisory DART

Presented By

Cheryl D. Orr, SPHR, IPMA-SCP

Vice President of Human Capital

June 20, 2017

Slide2

MAX Program – Partnership with DART, LA METRO, MARTA, RTDLeadership DART

– Partnership with Southern Methodist University

Management DART – Partnership with Southern Methodist UniversitySupervisory DART – Partnership with Dallas County Community CollegeSuccession DART – DART developed with Consultant

Career Development Programs

At DART

Slide3

Succession DART

Slide4

Talent Dependency Addiction Cycle

Slide5

Talent Benchstrength Objectives

Slide6

Succession Talent Strategies

A

Complete Talent Strategy Requires External Talent Acquisition AND Internal Talent Benchstrength

Slide7

Effective Succession Planning

Effective Succession Planning answers these questions…

What does the employee want?

What does the organization need?

How soon will the organization need this talent?

What actions can we take now to increase readiness?

Does the role align with the employee’s strengths?

Is the employee ready for a successor position?

Slide8

Overview of Succession DART

To have a plan in place to ensure continuity of business and to minimize impact of:

Loss of talentLoss of continuity of leadershipKey plan components / strategies:Identification of “at risk” positions

Retirement eligibility

Succession strategy elements:

Outside recruitments = external talent acquisition

Internal promotions / transfers = internal

talent

benchstrength

Functional reorganizations

Project Background & Purpose – Maintenance

Steering Committee Purpose(s)

Develop Succession Purpose & Goals Statement

Oversee Process Implementation

Vetting of Candidates

Developed Comprehensive Application

Establishing TimelinesHuman Capital assumed oversight of program with candidates and consultant.

Slide9

Succession Planning Consultant

Doris Sims, SPHR

www.SuccessionConsultant.comInternational Talent Review and Succession Consultant, Author and Speaker

doris@successionconsultant.com

Author of:

The 30-Minute Guide to Talent and Succession Management

The Talent Review Meeting Facilitator’s Guide

Building Tomorrow’s Talent: A Practitioner’s Guide to Talent Management and Succession Planning

Creative New Employee Orientation Programs

Creative Onboarding Programs

Editor of the book by Mark Caruso:

Succession Management: The “How To” Puzzle—Solved!

Slide10

Steering Committee Purpose Statement

“Refine and oversee implementation of transparent processes that can be used throughout the agency to ensure knowledge transfer & business continuity through continuous improvement in business efficiency & talent development.”

Slide11

Eligibility/Selection Criteria

Eligibility

Selection

> 2

yrs with DART

Current job grade

>

5 yrs leadership experience

Career advancement

history

>

3.5 PMP rating last 2 yrs

Learning agility

Past work / leadership experiences

Desire for advancement

Education

Advancement & cross functional

leadership potential

Leadership development alumni

Alignment w/ Agency values

Leadership competencies

Slide12

14 candidates were selected from those whom applied.Selected through a process designed by the Succession Planning

Consultant.

Candidates participated in a 360* assessment processReceived feedback based on their assessmentsCreated Succession actions plans Candidates have participated in 3 quarterly sessions with ConsultantIncluded reading a book “Gung Ho”

Review of 7 Habits by Stephen Covey

Series of exercises and discussions around leadership and goals

Two candidates have moved into Interim capacities as Assistant Vice Presidents

DART has purchased Talent-Selection Intellectual Property Package so that we have material to start another class in the near future.

Overview of Succession DART Candidates

Slide13

Supervisory DART

Slide14

Supervisory Certificate Program Collaboration with the Dallas County Community College District6 classes of 3 credit hours each (earn 18 college credits)

All Courses are online

Business Principles – Modules #1 Supervision - Module #2Principles of Management – Module #3Human Resources Management – Module #4Problem Solving and Decision Making - Module #5Cooperative Education – Business Administration and Management - General - Module #6

Supervisory DART

Slide15

Second Class started in May 2017 25 candidates (6 alternates) selected from 197 employee applications23 of the candidates are from OperationsCriteria for application:

Regular fulltime employee status

Currently in a formal supervisory roleNot currently attending or previously attended Management/Leadership DARTSince all classes are all online, there has been strong support from the DCCCD coordinator for those who have not participated in online classes

Supervisory DART

Slide16

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Questions?

Slide17


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