B2 staffing needs of an organization -ppt - stan keasling

BoardSource Leadership Form 2012 | www.transitionguides.com | (301) 439-6635 | © TransitionGuides, 2012. 1

Staffing Needs of an OrganizationRecruitment, Development & Retention

2012 National Rural Housing ConferenceDecember 6, 2012

Stan Keasling, Rural Community Assistance CorporationMelody Thomas, TransitionGuides

Silver Spring, Maryland | (301) 439-6635 | www.transitionguides.com

About Us

Silver Spring Maryland-based national consulting company.

Mission-driven focused on making the world more just, caring and sustainable.

Work exclusively with nonprofit organizations on leadership transition and search, sustainability, and succession transition.

Headquartered in West Sacramento, CA

Provides technical assistance, training and financing so rural communities achieve their goals and visions.

Services are available to communities with populations of 50,000 or fewer, including tribal communities

Former Program Director, Self-Help Enterprises

Former Executive Director, Rural California

Housing Corporation

Former Senior Vice President, Mercy Hospital

Supervised Self-Help Housing and Community

Development Programs

Stanley Keasling Chief Executive Officer

Rural Community Assistance Corporation

About the Presenter


About the Presenter

Melody Thomas, PMPDirector of Education, TransitionGuides

Specialty: Recruitment, Talent Diversity

and Development, Succession Planning

Fox 5 News Special Guest - Recruitment

15 year career in the nonprofit sector

Active Board Member

Leadership Diversity and Inclusiveness

Presenter

Session Objectives

Provide knowledge and experience in the following areas:

Succession Planning Development: Talent / Leaders

Recruitment

Next Generation

Retention

Tools and Resources Career Development

Coaching

Self-Help

The Current Situation


Transitions are Inevitable

Nonprofit CEOs…

– 7% to 9% are currently in transition

– 67% plan to leave/retire in next 5 years

– 10% are actively considering leaving

– 1 in 6 are age 60+

According to Daring to Lead Study , A National Study of Nonprofit Executive Leadership

Transitions are Inevitable

All job tenures end with a transitionIt’s just a matter of…

– When

– How

Managed well

In crisis

What can you do to get ready?

Executive Readiness

Timing

Professional– Prepared the organization– Minimal unfinished business– Exit/departure plan

Personal– Moving on: something to move to– Emotional - ready to let go– Financial – retirement, investments– Family’s alignment– Support network in place


What can you do to get ready?

Organizational Readiness

Overall– Critical sustainability factors addressed– Succession policy or transition plan– “Doable” job for successor– Ideally, some financial cushion

Board– Transition/succession competency– Good leadership to head the transition

Staff – Right skills on the team – Team structured for the future– Transition/succession competency

Organizational Sustainability Planning

Business Model & Strategy

LeadershipResources

Culture

Intentional Succession Increases Organizational Sustainability

Better transition outcomes

More likely the new executive will…– Fit

– Stick

– Perform


Succession Planning

Succession Planning

Succession Planning Defined– A systematic process– Ensures leadership availability, continuity– Development of the organization’s leadership talent

Three Approaches– Succession Essentials – Backup Plan + Policy– Leader Development – Proactive Talent Management– Departure-Defined – Essentials + Sustainability Planning

Internalizing Succession Planning

Develop internal staff within to meet current and future needs and respond to quickly changing demands and remain competitive.

Talent/Leader Development…


Talent / Leader Development

Talent/Leader Development Strategy

Our Succession Planning Experience


RCAC Director of Housing

Director in late 60’s

I sat down with him and we planned a succession

He was willing to work for another year

And was willing to stay on part-time after the new director was hired

There was no clear successor on the staff

Revised the job description with the managers

Designed a selection process that was inclusive

Advertised the position, twice

Hired a new director six months later.

Time to Plan

Recruitment


The 7 Stages of Recruitment

1) Developing an Effective Position Profile

2) Advertising

3) Sourcing Candidates

4) Screening Candidates

5) Interviewing

6) Reference Checking

7) On-Boarding

Recruitment Strategy

Assess Organizational Needs

Assess Mission, Vision, & Goals

Align Recruitment Efforts

Top Talent Searching

Research for Marketability

Diversity and Inclusion

Next Generation Succession Planning

Consideration to Next Generation Appeals– Collaborative Leadership

– Creativity

– Flexibility

– Technology & Information Age

– Social Media

– Networking


Our Recruitment Experience

Redefining the Position Housing program has been dependent on several

major federal sources of funding

Looked to us, then and still, like we needed to expand our fee for service work within our footprint

This is a substantial cultural change within the organization

So we needed someone who could manage the work and the staff change effort

Advertising We have the advantage of regular publications that

are read pretty widely in our service area

People go to our web site

We encouraged folks to reach out to their contacts

We decided that we did not need a search firm at first.


Interview We use a four step process

Our HR staff screens applications at a basic qualifications level

A hiring committee will select 3-7 candidates to interview

A panel of direct reports, peers and supervisor will interview candidates.

I was the final interview

On-boarding New staff orientation

Meeting with board members

Kept retiring director on board for several months part-time

Appoint a peer to be a mentor for first 6-12 months

Spent time daily and then weekly on check in calls

Retention


Employee Retention Benefits

Investment in Employees– High Employee Engagement

– Competitive Advantage

– Healthier Organizations

– Stronger during Recession

– Increases Bench Strength

– Professional Growth

Effects of Losing Top Performers

- Increase replacement costs

- Decrease productivity

- Loss:- Valuable Knowledge

- Experience & Skillsets

- Key Relationships

- Funding Sources

Low Retention Rates

Lack of Leadership

Lack of Support

Lack of Shared Goals, Vision, Mission

Training or Professional Development

Inadequate Compensation

Potential for Career Advancement/Growth

No Employee Retention Investment


Leadership Impact on Retention

A well-known study stated that:

– 39% said supervisors failed to keep promises

– 37% said supervisors failed to give credit when due

– 31% said supervisors gave them the “silent treatment”

– 27% said supervisor made negative comments about them to managers and other employees

– 23% said supervisor magnifies mistakes

Ways to Increase Retention

Effective Communication – Decreases assumptions, speculations and concerns

– Increases trust and openness

Staff Opportunity (Potential/Skillsets)

Inspire and Motivate Staff

Listen and Champion Ideas

Develop, Nurture and Grow Staff

Flexible Work Schedules (Work/Life Balance)

Incentives & Recognition

Compensation & Benefits

Our Retention Experience


In early 2011 we realized that 2012 was going to be a very challenging year financially

It appeared we would lose 15-25% of revenue

We did not want our best performing staff to leave over uncertainty, so we implemented a plan to keep them

Substantial reduction in force

We first developed a worst case scenario

We gave every staff member that would leave under the scenario five months notice that their job was in jeopardy

We told everyone that unless they were notified they were in jeopardy, they had a job

The Plan

Off-boarding We helped staff look for work

We gave staff some flexibility in schedules to look for work

We celebrated folks finding jobs.

We celebrated finding new funding so that fewer people would lose employment

25 notices given May 1, five people laid off October 1

One key staff member retired to save another’s job.


Retention We provide a very flexible work environment

Staff made sacrifices as well, reduction in time-off, cut in 403-b contributions, some part-time work schedules

I believe our process created greater staff commitment to the organization, by what we did, and by having them share in the pain.

Tools and Resources

• Career Development• Coaching• Self-Help

Exercise: Career Development

Write down your 10 favorite activities

Write down the top 5 goals you want to accomplish in your next career

Explore what connection exists


Career Development Tool

Top Books for Career Changers

Now, Discover Your Strengths, by Marcus Buckingham and Donald Clifton

• What makes your talents and skills unique and select the best field or career for you.

I Could Do Anything If I Only Know What It Was, by Barbara Smith

Live the life you were meant to live by doing the work you dream of having by creating work you want from what’s important to you.

Rites of Passage at $100K to $1M+, by John Lucht

Bestselling executive career guide

What Color Is Your Parachute, by Richard Nelson Bolles

Do What You Are, by Paul Tieger and Barbara Barron-Tieger

Dare to Change Your Job and Your Life, by Carole Kanchier

The Pathfinder, by Nicholas Lore

Career Development Tool

Careers: What’s PossibleMany executives who have left work as: 82% - Consultant/Independent Contractors

68% - Activists

66% - Board Members

52% - Nonprofit Involvement

27% - New Role in Organization they led

Others: 40% -Volunteer / Part-Time Work

23% - For-profit Work

21% - Government Work


Staff Coaching

Improved working relationships

Conflict reduction

Less turn over

Increased organizational strength

Increased productivity

Higher organizational & mission commitment

Supports development of others

Generates trust

Executive Coaching

Prepares talented leaders for career growth

Helps leaders become more productive

Adds critical capabilities to current skillsets

Assists in managing through times of change

Grows the next generation of leaders

Supports succession planning initiatives

Coaching Tool

Recommendations for Funders

Support to become more conscious consumers of coaching

Assess individual and organizational readiness

Assist with clarifying purposes of coaching engagement

Provide grantees with choices when selecting a coach

Build a diverse pool of coaching with training & nonprofit experience

Ensure grantee and coach can articulate individual goals and tie organization’s goals


Coaching Tool

Recommendations for Field

Document and share coaching practices, models & impacts

Support more rigorous standards

Invest in coach recruitment and training

Build coaches’ capacity and effectiveness

Consider issues of diversity in coaching

Explore coaching as an opportunity for “second acts” for executives who are transitioning out of their organizations

Explore coaching as an opportunity to support new executives

Our Self Help Experience

Two examples Mentor Program

– Created a 12 month program for people interested in learning more about the work of the organization

– Folks met at lunch twice a month, usually I gave one presentation, and one of the members of the group would give the other presentation

– Built relationships across programs as well as knowledge of other programs


Mentoring at RCAC Our staff works all over the West

So our mentoring is really job coaching

Mentors are assigned to new staff in their program usually

Staff talk about issues mostly

Questions

Melody ThomasTransitionGuides

Silver Spring, MD(301) 439-6635mthomasscott@transitionguides.comwww.transitionguides.com

Contact Us

Stanley KeaslingRural Community Assistance Corporation

West Sacramento, CA(916) [email protected]

B2 staffing needs of an organization -ppt - stan keasling

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