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

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  1. North Carolina Community College System ConferenceOctober 10, 2006Succession PlanningDr. Donald W. Cameron,President, GTCCJackie Greenlee,Director, Organizational Development GTCC

  2. 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

  3. Developmental Job Experiences and Succession Planning, Doctoral Dissertation by Dr. Penne Prigge, Rockingham Community College, NC, found:

  4. 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.

  5. 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.

  6. 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.

  7. “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 George Former Chairman and CEO, Medtronic

  8. Succession Planning A Guide to Implementation

  9. 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

  10. Set the Stage • Job Descriptions/Position Profiles • Qualifications Required by Job/Position • Competencies Needed for the Future • Human Resources Data Analysis: Movements, Turnover, etc.

  11. Identify Participants • Managers nominate • Self-identification

  12. 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

  13. Establish Accountabilities • Define Measures of Success • Communicate Measures and Recognize Successes • Develop/Source and Implement Specific Training Programs • Reward Managers Who Support the Processes

  14. 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

  15. Our Model at Guilford Technical Community CollegeGTCC

  16. Organizational Talent Audit Phase I PhaseII Phase III GTCC Systematic Succession Plan Define the Demand Identify the Gap Individual Development Plans Determine the Talent

  17. 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?

  18. Determine the 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)

  19. Identify the Gap • Compare current administrative and staff levels • against defined future needs • Compare current succession coverage for • key/critical positions against desired coverage

  20. GTCC Systematic Succession Plan • Three (3) formal pathways solutions: • Continuing Education • Formal Education • Action Learning

  21. Individual Development Plans • Create or Build on Existing Development Plans • Provide opportunities for Development Activities • Provide Regular and Periodic Feedback

  22. LEAD (Leadership Effectiveness and Development Program) • Follow up to President’s Leadership Seminar • Goal: Build Talented, Diverse Workforce • Outcome: Leadership Development Portfolio

  23. 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

  24. 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

  25. 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

  26. Questions ?

  27. CONTACT INFORMATION • Dr. Don Cameron, President, GTCC DWCameron@gtcc.edu 336/334-4822 ext. 2319 • Jackie Greenlee, Director OD, GTCC JCGreenlee@gtcc.edu 336/334-4822 ext. 2202

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