North Carolina Community College System Conference October 10, 2006 Succession Planning Dr. Donald W. Cameron, President, GTCC Jackie Greenlee, Director,

North Carolina Community College System Conference

October 10, 2006

Succession Planning

Dr. Donald W. Cameron, President, GTCC

Jackie Greenlee, Director, Organizational Development GTCC

Background According to a 2001 study by AACC,

79% of Community College CEO’s will retire within the next 10 years

Projections are that at least 25% of chief administrators and at least 25% of their faculty will retire within the next five years

Developmental Job Experiences and

Succession Planning,

Doctoral Dissertation by Dr. Penne Prigge,

Rockingham Community College, NC,

found:

1. Interviews validated the survey results which confirmed that leadership development, succession planning, and career management/development are not formal practices on most community college campuses represented in the study.

2. This study indicates that career development and succession planning are areas that are presently low priorities for community colleges.

NCCCS Strategic Plan2007 - 2009

• Develop and Implement a Succession Plan Model that allows colleges and the System Office to identify, prepare for and manage the effects of impending and future retirements.

What Is Succession Planning?

A process through which an organization assures necessary and appropriate leadership resources for the future in the form of a talent pipeline with the capabilities of sustaining the organization’s long-term goals.

“One of the most important things leaders do is to prepare for their own succession. The mark of authentic leaders is how well their organization does after they are gone.”

Bill GeorgeFormer Chairman and CEO, Medtronic

Succession Planning A Guide to Implementation

Assess Cultural Impact

• Management Commitment

• Cultural Philosophy

• Employee Expectations

• Level of Support from Key Managers and Opinion Leaders

• Identification of Obstacles to Success

• Action Steps to Build Support

Set the Stage

• Job Descriptions/Position Profiles

• Qualifications Required by Job/Position

• Competencies Needed for the Future

• Human Resources Data Analysis: Movements, Turnover, etc.

Identify Participants

• Managers nominate

• Self-identification

Build College Momentum

• Identify Desired Behaviors and Examples in the Organization

• Define Personal Benefits to Employees• Communicate Benefits to be Gained• Create Ownership and Buy-In through Start-Up

Involvement• Identify and Act on Easy-To-Do and Highly

Visible Successes• Recognize Employees who Demonstrate Key

Behaviors

Establish Accountabilities

• Define Measures of Success

• Communicate Measures and Recognize Successes

• Develop/Source and Implement Specific Training Programs

• Reward Managers Who Support the Processes

Integrate the Process• Build Consistent Linkages Among Processes

and Systems:– Job Requirements and Qualifications– Selection and Placement Procedures– Specialized Training Programs– Performance Management– Development Planning– Reward Systems– Measures of Success– Termination/Severance Processes

• Continually Raise the Performance Standards

Our Model at

Guilford Technical Community CollegeGTCC

Organizational Talent Audit

Phase I PhaseII Phase III

Definethe

Demand

Identify the Gap

GTCCSystematicSuccession

Plan

Determinethe

Talent

Individual Development

Plans

Define the

Demand

• Identify projected vacancies/retirements

• Identify the business objectives for the short term and the long term

• Translate objectives into talent requirements – What competencies are needed to

currently carry out job functions? What competencies are needed for the

future?

Determinethe

Talent

• Conduct a Preliminary Talent Assessment

• Interviewed Vice Presidents and all members of President’s Council

• Defined critical/key positions (roles that would

be very problematic, expensive and impact processes across a significant portion of the organization)

Identify the Gap

• Compare current administrative and staff levels

against defined future needs

• Compare current succession coverage for key/critical positions against desired coverage

• Three (3) formal pathways solutions: Continuing Education Formal Education Action Learning

GTCCSystematic Succession

Plan

Individual Development

Plans

• Create or Build on Existing Development Plans

• Provide opportunities for Development Activities

• Provide Regular and Periodic Feedback

• Follow up to President’s Leadership Seminar

• Goal: Build Talented, Diverse Workforce

• Outcome: Leadership Development Portfolio

LEAD (Leadership Effectiveness and

Development Program)

LEAD Examples of Monthly Sessions

• The Budgeting Process Goal: To introduce participants to the budgeting process to ensure that the College remains financially sound

• Strategic Planning Goal: To introduce the planning process by which major College initiatives are accomplished

Program Essentials

• Top Level Commitment

• Allocation of Resources

• Commitment to Training

• Mentorships – Learning Partners

• Coaching

• Invest Time to Monitor Program & Outcomes

• Recognize that this is a Dynamic Process

• Communicate No Guarantees

Reap the Benefits

• Projected Continuity of the Organizational Strategy

• Strength of Leadership Capability

• Desirability as an Employer

• Employee Satisfaction Levels

• Ability to Attract and Retain Top Talent

Questions ?

CONTACT INFORMATION

Dr. Don Cameron, President, GTCC

[email protected]

336/334-4822 ext. 2319

Jackie Greenlee, Director OD, GTCC

[email protected]

336/334-4822 ext. 2202