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Strategies for Preparing theNext Generation
International Personnel Management Association
October , 2006
Presented by:
Tim ODonnell, City Manager, Brea CA
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Preparing the Next Generation
Why is this an issue now?
Baby Boomers are retiring
Fewer Generation X-ers to replace them
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Group Demographics
2006
Silent Generation - 60+
Baby Boomers - 42-60
Generation X - 28-41
Generation Y - 20-27
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Replacement Gap
Fewer college graduates selecting publicservice
Not grooming professionals already in thepipeline
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Cal-ICMA PNGGoals:
1. Attract young talent to the profession
High School Students
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City Council Profile
A Career in CityGovernment
Economic Dev. Aide$41,604 $53,122
Economic Dev.Manager$86,652 - $122,412
Executive Director,CommunityDevelopment$93,720 - $132,420
InternshipsEnables students to
gain valuable workexperience and be morecompetitive in the
jobmarket after graduation.
Helps employers toidentify and retain highlymotivated and
skilledyoung talent.
Careers inLocal
Government
Presentations to Students
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1. Attracting young talent (cont.):
Undergraduate Students University Outreach program
Graduate Students Women
Minorities
Non-traditional techniques Part-time employees
Family, friends
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2. Groom professionals already in pipeline
Coaching Program Telephone panels E-coaching
One-on-one programs
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Cal-ICMA Coaching Program
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2. Groom professionals already in pipeline,(Cont.)
Internship Clearinghouse
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Internship Clearinghouse
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2. Groom professionals already in pipeline,(Cont.)
Strategic Partnering: Cal-ICMA, CCMF,MMASC, MMANC, CSMFO, CM
Dept. PrivateSector
Management Style Analysis Local Area Networking
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Best Practices for Organizations
in Preparing the Next Generation Hire top talent
Make talent development top priority Get CEO on board as role
model
Provide broad range of experience
Assign lead authority for special projects Provide direct
supervisory authority
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Best Practices in Preparing the Next
Generation
Allow Access to Executive Managers and Council
Members Create Budget and strategic planning experience
Articulate rewards of local governmentmanagement to others
Start Succession Planning
Start Mentoring/Coaching
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Succession Planning
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Think about it
How many people havepersonally known a
colleague to leave anorganizationunexpectedly? Death
Family Illness Unplanned Retirement
New Job
Unexpected Resignation
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What is Succession Planning?
Constant Change Planning
An Organizational Journey, not a project Ensuring Continuity of
Leadership
Identifying Gaps in Existing Talent Pool
Identifying/Nurturing Future Leaders
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Group Exercise
Why isnt Succession Planning a morecommon practice?
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Succession Planning
Why isnt Succession Planning a morecommon practice:
Time Consuming
No Immediate Results
Resistance from Managers (threatened)
Political Instability
Mentality that Employees are short-term
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Succession Planning
Why should Succession Planning be acommon practice?
Limited Talent Pool Leaders/Potential Leaders want to work
for
quality organizations
Opportunity to identify potential leaders andgroom for
advancement
Create your legacy!
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Whos in charge of Succession
Planning?You are!
You can provide tools and methods to identify
leaders and skills gapsYou can create opportunities to engage
in
organizational strategic planning
You can challenge existing paradigms
You can advocate changes in existing systemYou can help identify
organizational barriers
to promotion
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Action Steps
1. Identify organizations desiredleadership skills and
attributes
2. Identify potential leaders
3. Identify gaps in skills4. Assess individuals goals
5. Share vision with employee
6. Assign growth tasks & training
7. Create pool of potential leadersas incubator of future
managers
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Mentoring/Coaching
Mentoring and Coaching are keycomponents of Succession
Planning
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The Value of Mentoring/Coaching
Is an important part of successionplanning
On the job development that iscustomized to the individual
Flexible: formal or informal, same ordifferent organizations
A good mentor-protg relationship canbe beneficial throughout a
career
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Mentoring/Coaching Is:
A relationship between professionals
Focused on career development through
Skill and experience building
Sharing of insights and ideas
Evaluation and constructive feedback
Candor, trust, and confidentiality
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Given the Challenges in theLocal Government Profession:
Everyone has a responsibility tocoach or mentor someone else
Everyone has the capacity to be a
good protg.
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Good Coaches
Model positive, professional behavior
Create safe environments for growth
Provide candid feedback when necessary
Work hard to develop positive, mutuallybeneficial
relationships
Push protgs onward and upward whenits time
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Good Protgs
Take the initiative in scheduling regular time tomeet with their
coach
Ask for what they need, when they need it Use their coach as a
resource
Are open to candid feedback, even when its notpleasant to
hear
Work hard to develop a positive, mutuallybeneficial
relationship
Commit to learning from the relationship
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A Challenge!
Identify someone you would be willing to ask tobe your
coach.
Identify someone within your own organizationwho you would be
willing to coach.
Describe how you will approach each of thesepeople.
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Summary
Great time to be in local governmentmanagement now and in next
ten years
Careful and deliberate succession planningis key to remaining
competitive
Everyone needs to become a mentor
and/or be a protg
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Questions?
Comments?
[email protected]
Strategies for Preparing the Next
Generation
mailto:[email protected]:[email protected]
