HomeMy WebLinkAbout10/16/2007, STUDY SESSION 1 - SUCCESSION PLANNING: PREPARING THE NEXT GENERATION 1
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CITY OF SAN LUIS OBI S PO
FROM: Shelly Stanwyck, ACAO
Monica Irons, Human Resources Director
Prepared By: April Richardson, Administrative Assistant
Rachael Hendricks, Human Resources Analyst
SUBJECT: SUCCESSION PLANNING: PREPARING THE NEXT GENERATION
CAO RECOMMENDATION
Receive a report and presentation on the topic of succession planning and endorse the efforts
underway to create a more formal program for the City.
REPORT IN BRIEF
One of the most significant issues facing cities and other public and private organizations is a
shrinking pool of talent from which to draw the next generation of the workforce. Therefore, as
recognized by Council and staff, succession planning is an important undertaking for our
organization. Although the community and Council share a vision of San Luis Obispo as a
unique and special place, unfortunately, when it comes to workforce demographics we are just
like other communities in facing an upcoming crisis in the supply of sufficiently skilled and
talented employees.
With this Study Session, the City is embarking on its journey toward developing a more formal
Succession Planning program. The kick-off of this organization wide effort begins with the
Council Study Session followed the next day by a training session with the managers and a
succession planning committee. At both, nationally known expert on this topic, Frank Benest,
City Manager of Palo Alto, is serving as the featured speaker. The expected short-term outcome
from these efforts is to bring greater structure and strategy to our program. The longer-term
efforts include creation of a plan which when executed will result in an organization that is
prepared to continue to provide excellent service because it has the workforce to do so.
DISCUSSION
Introduction
The City, along with other public agencies and businesses, is at a critical juncture in the
continued development of one of its most important resources — its employees. Just as the
community and Council plan for the community's future through the General Plan and specific
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Succession Planning: Preparing the Next Generation Page 2
plans for infrastructure, the City must plan for its operational future by further developing its
workforce.
Who is the Next Generation?
The next generation refers generally to the talent pool of potential employees who are available
to fill future organizational needs. The next generation is not age specific. Presently four distinct
generations (Baby Boomers, Generation X, Generation Y, and the Millenials) comprise the
workforce. It is critical to understand the values of each in order to effectively manage and
leverage their talents. Preparing the next generation involves developing skills of existing
employees, increasing efficiencies, using contingent workforces, re-engaging retirees, offering
more flexible work schedules, and creating opportunities for students and younger workers.
What is Succession Planning?
Succession Planning is more than simply having a plan to replace positions that become vacant;
it is an ongoing process of identifying, assessing, and developing talent to ensure employee
continuity. Although this may sound easy, organizations across the world are struggling with this
crisis. Succession planning ensures that an organization will anticipate the future needs of its
customers, the required skill sets of employees, and have the ability to attract and retain those
skilled employees to fulfill customers' needs. The process of establishing systematic succession
planning is the equivalent of making a long-term culture change. For example, in an
organization where decision-makers have been accustomed to filling one vacancy at a time, a
succession plan requires broader and more strategic thinking.
Most experts agree it is important to move sequentially through four phases to effectively
develop and implement a succession plan. Those four phases are:
1. Assessment. Develop a comprehensive understanding of an organization's demographics and
resources with a commitment to address identified "shortages." Positions where "successors"
will be needed and the competencies necessary to fill those positions are identified. Current
human resources programs and practices should be evaluated to ensure that they can be
implemented with the succession plan.
2. Development of a Plan. Establish succession planning objectives and resources, create a
communication plan, formalize the succession planning selection process, and define measures
of plan success.
3. Implementation. The organization's succession plan is implemented (this may occur over
time and/or in phases).
4. Monitoring and Revision. Using the plan's measures of success, evaluate plan programs
using mechanisms, which include feedback. If necessary adjust programs based on evaluation
results.
Why this? Why now?
Professionals in both the public and private sector agree that workforce succession planning is
critical to public and private entities during the next two decades. The majority of the workforce
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Succession Planning: Preparing the Next Generation Page 3
will be of retirement age in the next 20 years. Adding to this challenge is the fact that the
population to replace these Baby Boomers is much reduced.
I. Demographic Crisis
Local government is potentially facing a demographic crisis in management leadership. As 80
million Baby Boomers (those born between 1946 and 1964) retire throughout the U.S., there are
only 50 million Gen Xers (1965-1977) available to fill these positions. As a result�a significant
gap in workforce supply is emerging. This is especially problematic in the public sector where
there is a higher level of older employees than in private industry. Nationwide, over 46% of
local government employees are 45 years or older. This is compared with the private sector,
where just 31.2% are 45 years and older. Some have concluded that the government sector is at
the forefront of this trend (The Mejorando Group, Succession Planning Proposal).
While the issues below do not necessarily apply to the City (at least presently), the literature
often identifies organizational challenges such as:
a. The perceived lack of rewards for increasingly difficult jobs. Jobs are becoming
increasingly complex, and for some the compensation and benefits are not perceived to
be adequate exchange for the level of difficulty.
b. Differing values. When surveyed, Generation X and Y employees often identify a desire
for a balanced lifestyle. Many state a perception that those "above them" are often
"consumed by work and do not have time for family and other pursuits". In analyzing
length of employment trends, many members of the workforce from Generations X and Y
follow a pattern of shorter-term employment - for an average of only two to three years.
c. The lack of time for local government to grow their talent. As public sector agencies
have responded to shrinking financial resources by functioning with fewer employees
there have been fewer opportunities to cross train employees due to time constraints.
Many junior workers have been unable to gain the experiences necessary to qualify for
upper management positions now being vacated by Baby Boomers.
d. Shift in attraction to Public Service. For many just entering the workforce, government
is not listed as the "employer of choice". Unfortunately, many governmental jobs are
incorrectly viewed as not being"exciting" or technology based.
2. SL Demographics
The City conducted a workforce analysis(Attachment 1) and invited consultant Patrick Ibarra of
the Mejoranda Group to discuss succession planning with the management team in 2006. We
found that the City's demographics mirror those of many other public sector agencies.
The City regular employee pool as of July 2007 consists of approximately 350 members. The
demographics of the employee group and the urgency for action are exemplified in the following
statistics all based on age:
a. 69 employees are currently eligible for retirement.
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Succession Planning: Preparing the Next Generation Page 4
b. 68 additional employees will be eligible to retire in the next 5 years.
c. 6 of the 12 current Department Heads are either presently eligible for retirement or will
be within the next five years.
As of July 2007, 24% of the City's 350 full time employees are eligible for retirement. Another
15% will be of retirement age in the next 5 years. The attached organizational charts
(Attachment 2) depict expected vacancies due to retirements during the next five years. Some of
the more sobering statistics are found in the Fire Department, which is expecting almost
complete turnover of its senior management, three Battalion Chiefs, during the next two years.
The Utilities and Public Works Departments both have over 50% of departmental workers
eligible for retirement in the next five years.
As follow up to the Mejoranda Group's workshop, the Department Head Team discussed the
demographics and identified three main concerns: 1) a shrinking pool from which to draw
applicants; 2) the loss of institutional knowledge; and 3) the City's ability to prepare its existing
employees for the"next level" within the City.
3. Some Recent Examples of Recruitment and Retention Challenges at the City.
In recent years, the City has experienced difficulty replacing workers in a wide variety of
positions. In general, the numbers of applicants for most positions are significantly lower than
they were ten years ago. Many City positions require pre-employment skills testing or
certifications that may deter applicants who lack those pre-requisites. Following are three recent
examples of specific situations in which recruitment and retention has been particularly difficult:
a. Supervising Civil Engineer. This position is responsible for the engineering
development review process. The most recent incumbent resigned in August 2005 to
accept a job in the private sector for an increased salary. Staff immediately recruited and
was only able to develop a small eligibility list. An offer to the only strong candidate
from the list was declined. In July 2006, the City re-hired the departed employee, who
resigned again only a few months later to accept a higher paying job at another local
City. Staff went through yet another recruitment, and made yet another offer, which was
declined because of insufficient salary. Today, the position remains unfilled.
b. Water Treatment Plant Operator. The City has recruited seven times in five years for
Water Treatment Plant Operators. In March 2007, three offers were made and only one
candidate accepted.
c. Lateral Police Officers. The City uses an `open until filled" approach in recruiting
`'lateral" police officers, due to heavy statewide competition for experienced officers.
When positions are open, the City, on average, conducts interviews quarterly as a result
of its receiving only about one application per month, which is very low. Significantly,
statewide, agencies are anticipated to need 68,000 police officers between 2002 and
2012. In response, many California agencies now even advertise on billboards and by
using bumper stickers.
Succession Planning: Preparing the Next Generation Page 5
Current Programs and Practices
The City has many established programs and practices which support succession planning — it
just hasn't labeled them as such. As a Succession Plan is developed for the organization some of
these programs will need modification, and will need to be more strategically interwoven into a
formal plan.
1. Outreach to Potential Employees
Human Resources has been working with other departments to improve recruitment material
with the intent of better marketing the City to potential employees by using a more-a personal
touch, e.g., targeted letters to potential employees who have required certificates. The City also
has an excellent relationship with local high schools and Administration (increasingly
accompanied by staff from other departments) regularly visits high school classes to present
careers in local government. By reaching out to high school students, the City is promoting
public service and putting a personal face on local government.
2. Volunteers and Interns
The City makes good use of volunteers and interns. The City's Water Reclamation Facility has
used volunteers for several years in the laboratory, eventually training individuals to be eligible
to become Laboratory Analysts. Internships are regularly offered in Administration, Community
Development, Public Works, Utilities, and Human Resources for Cuesta and Cal Poly students
and have resulted in several instances where the City has "grown its own" employees.
3. Employment Opportunity Program
The Employment Opportunity Program (EOP) is a City created program. It allows City
employees to apply for full-time opportunities internally before the general public. During the
past two years, more than 29 employees have changed positions as a result of the EOP. This
program was showcased in the International City Management Association's (ICMA) book,
Local Governments Preparing for the Next Generation — Successful Case Studies (Attachment
3).
4. Retention of Institutional Knowledge
Continuity and longevity in public service often result in high service levels and an accumulation
of invaluable institutional knowledge. When long-term employees leave for other employers,
they typically provide two to four weeks notice, making knowledge transfer difficult. Many
departments are asking upcoming retirees to document as much institutional knowledge as
possible prior to leaving the City. This involves detailed "desk manuals", "lessons learned", and
contact information.
S. Mentoring Program
The City developed a formal internal mentoring program in 1999 and a handful of employees
initially participated, all resulting in job advancement within the City. However, today, informal
mentoring is more prevalent with several employees being selected for new roles in the City
after being informally mentored. This program should be reviewed to ensure the City retains
what is working on an informal level, while at the same time accomplishing the objectives of the
more formal program that is accessible and far-reaching.
Succession Planning: Preparing the Next Generation Page 6
6. Use of Retirees
During the past few years, the City has made an effort to keep retirees engaged through part-time
work, fill-in for temporary absences, or work on short-term projects. This has been an effective
way to supplement the City's full-time workforce with retirees needing little training and
possessing expertise and, in several cases, institutional knowledge. Two current examples
include retired Senior Analyst, Sue Baasch, who continues to work on special projects for the
Utilities and Human Resources Departments. Another example is Les Evans, a former City
Manager who is "helping out" the Public Works Department in the area of engineering
development review.
7.Education and Training
a. Educational Reimbursement. The City's educational assistance program reimburses up
to $1,200 per year for job related courses at accredited institutions. In the last two years,
16 employees have participated in the program for a total reimbursement of$11,004.
b. New Professional Development Classes. The City of San Luis Obispo Professional
Association for City Employees (PACE) has recently partnered with Cuesta College to
offer professional development courses such as Communication, Decision Making,
Management and Supervision, and Teambuilding. Since the introduction of these classes
a mere six months ago, 59 employees have completed these classes to rave reviews.
c. On-going Training. The California Joint Powers Insurance Authority (CJPIA) offers a
wide variety of high-quality training. Courses in safety, communications, and
supervision are regularly offered onsite to City employees. The CJPIA also offers
specific "academies" in leadership, human resources management, public works, and
parks and recreation that provide a foundation for employees seeking advancement in
those fields or looking to broaden their knowledge base.
d. ICMA Teleconferences and Discussion. The City participates in the ICMA Next
Generation teleconference trainings. Topics covered range from leadership to advances
in information technology to advancing or reinvigorating one's career in local
government. Post panel discussions facilitated by Department Heads are aimed at
encouraging cross-departmental discussions and sharing best practices.
Next Steps
As described above, the City has a wide variety of programs and practices in place that are a part
of succession planning and has much to work with as its efforts mature and develop more
structure. During the Study Session, Mr. Benest, will place the City's present efforts in a larger
context and discuss programs that have been effective in his City and in organizations that are
further down the road than ours.
Following this Study Session, Administration, in partnership with the Human Resources
Department will initiate an organization wide effort to prepare the next generation of the City's
workforce. A Succession Planning Committee has been formed to provide insight and input by
employees "from all walks of City life" (Attachment 4) and together with managers, Mr. Benest
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Succession Planning: Preparing the Next Generation Page 7
will be conducting a training session on October 17`h. As programs are developed, implemented,
and updated, committee members will provide feedback on their effectiveness.
Thus far, five priorities have emerged from initial work and discussions on succession planning:
1) creation of a communication program; 2) creation of an employee university; 3) marketing the
City as an "employer of choice"; 4) identifying career ladders, and 5) programs to develop
competencies. Examples of the kinds of initiatives that may emerge under these areas include:
1. Communication Program.
A web-based application that allows employees to view all training and succession planning
opportunities is expected to be identified as a need. The City of Santa Barbara is using "off the
self technology"to accomplish this objective and is likely to be a model.
2. Employee University
Human Resources is currently researching an Employee University and it is likely all training
opportunities will be presented to employees under this umbrella. Again, it will be web-based,
promoted through the communications program's outreach efforts, and will include on-line
registration opportunities.
3. Marketing the City as an Employer of Choice
Enhanced marketing efforts can highlight innovative aspects of working for the City. Areas like
conservation, wellness, and quality of life can be better promoted.
4. Career Ladders
Positions where there is a natural progression through similar job classifications from entry level
to senior management may be identified.
5. Competency Development
The combination of knowledge, skills, abilities, and attitudes needed to be successful in a job are
called "competencies". By better identifying job competencies employees and the City can tailor
training programs to benefit employees and further develop their competencies in preparation for
their next position.
Conclusion
The City is at a critical juncture in its future staffing ability. Without a formalized plan for
retention and recruitment, the City risks the loss of institutional knowledge, the ability to
develop core competencies for key positions, and the ability to effectively recruit and develop
talent. Succession Planning: Preparing the Next Generation is an effort to address these and other
related issues. The goal of the program is to keep the City vital and viable in a competitive job
market. Upon creation of a formal plan, anticipated in nine to 12 months, staff will return to
Council to provide an update and acquire further direction as appropriate.
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Succession Planning: Preparing the Next Generation Page 8
FISCAL IMPACT
The Human Resources Department has a budget of$25,000 for succession planning efforts in the
2007-09 financial plan. This amount will be sufficient to begin to address the immediate
priorities identified above. Added funds may be needed in the future.
ATTACHMENTS
1. Workforce Analysis
2. Departmental Organization Charts with Retirement Eligibility Based on Age
3. Local Governments Preparing for the Next Generation — Successful Case Studies (San Luis
Obispo)
4. Succession Planning Committee
G:\Projects & Programs\Succession Planning\Next Gen CAR 10-07
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The following organizational charts illustrate employees that are currently or will become
eligible to retire in the next five years based on age. While this does not necessarily mean
the employees will retire, the charts illustrate the challenge that virtually all departments
face in the coming years. The possible retirees are indicated by the following:
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ATTACHMENT 3
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PROGRAM DESCRIPTION
In an effort to enhance employment opportunities for current City employees who desire
to move from one position to another, and to provide department heads with a list of
current employees interested in employment opportunities within their departments, the
Employee Opportunity Program was developed.
This policy replaces the old opening. Employees interested in After a review of the qualified
"Employee Transfer Policy."The applying for the position must applications, the department head
old policy covered transfer submit an application within five and the Director of Human
opportunities for General Unit working days of the notification Resources will determine if an
employees only and involved to the Department of Human outside recruitment or an in-
filling out"Job Interest Cards." Resources.Due to time house promotional is appropriate.
The new Employment constraints, no application will be If the final decision is to conduct
Opportunity Program is for all accepted after the five day an outside recruitment,those
regular, non-probationary,and notification period. qualified City applicants will be
temporary City employees.The Human Resources staff will then included in the recruitment
Program is designed to give review the applications to process.All employees who have
current employees a window of determine if the employees meet applied for the position will be
z the minimum qualifications as
opportunity to apply for and notified of the status of their
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possibly transfer or promote into listed on the current job application and the recruitment
Z another classification when there process within five working days
Z description. If an employee fails to
is a vacancy prior to the start of of the recruitment decision.
Q an outsiderecruitment.This meet the minimum qualifications,
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their application will be removed �P �' 'ROGRAM.SUCCESSES
CL process does not apply to -
J
department head recruitments.
from the process.Applications Between une 2005 and October
Z may also be rejected by the 2006,the.City filled forty-two out
0 When a department submits a Director of Human Resources
of 111 positions,-approximately 38
N request for a regular position,an pursuant to the Personnel Rules percent,through the Employee
Ln e-mail is sent to all employees and Regulations.The department
Lu Opportunity Program.
LJ
(with department secretaries head will be notified of the City
u responsible for providing a hard employees who meet the
copy to those not connected to e- minimum qualifications.
mail) informing them of the
83
ATTACHFAEN,
SUCCESSION PLANNING
city of San Luis Obispo / Employment Opportunity Program
JURISDICTION INFORMATION Population:44,439
Total Full-Time Employees:348
Total Operating Budget:$59.2 million
LESSONS LEARNED
This program saved the City PROGRAM'S LEAD
CONTACT
significant recruitment costs and
provides an equitable process for MonicaIrons,
advancement from within.The Director of Human
program has also proven to work Resources
very effectively,and as we address (805)781-7252 '
succession planning in the
organization,this process will be minoloney@slocity.org
key.
TOTAL PROGRAM
BUDGET
Z
This program has limited costs, _
requiring only staff time to Z
interview associates,and reduces Z
the cost of advertising and
recruiting for open City positions. 0—
Z Z
O
N
N
W
U
V
_ N
Ss I -,as 84
'ATTACHMENT A
Succession Planning Committee
1 Department Employee Position Title
Administration April Richardson Administrative Assistant III
LAttorney Christine Dietrick Assistant City Attorney
Clerk Elaina Cano Administrative Assistant III
Community Development Lindsey Stephenson Permit Technician I
Brian Leveille Associate Planner
I Kim Murry Deputy'Director Community Development
Finance Miguel Guardado Information Technology Technician II
April Kraft_ Accounting Assistant_I
!Fire re —`� Molly Brown Fire Inspector II
Mike King Fire Captain
_ Jason Pratt Firefighter _
Human Resources Rachael Hendricks Human Resources Analyst l
'Parks and Recreation Doug Carscaden Ranger Services Administrator
Marti Reynolds Supervising Administrative Assistant
Police Robert Cudworth Police Officer
Jennifer Murphy Field Service Technician
Sean Gillham Police Officer
Chris Staley Police Lieutenant
,Public Works Jake Hudson Engineer III
Gary Keavney Streets Maintenance Supervisor
Brian Lindsey _ Maintenance Worker III
Utilities Kathe Bishop Senior Administrative Analyst
Aaron Floyd Laboratory Analyst
5�1- �