PUBLIC MANAGEMENT ASSOCIATION Annual Conference October 18, 2018 - - PowerPoint PPT Presentation

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PUBLIC MANAGEMENT ASSOCIATION Annual Conference October 18, 2018 - - PowerPoint PPT Presentation

Jul 04, 2023 362 likes •604 views

PUBLIC MANAGEMENT ASSOCIATION Annual Conference October 18, 2018 MEET THE PMA BOARD President : Sudha Landman, Department of Human Services Past President : Bill Ryan, Department of State Lands Treasurer : Shawn Range, Oregon State Library

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PUBLIC MANAGEMENT ASSOCIATION

Annual Conference October 18, 2018

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MEET THE PMA BOARD

President: Sudha Landman, Department of Human Services Past President: Bill Ryan, Department of State Lands Treasurer: Shawn Range, Oregon State Library Secretary: Mackenzie Wright, Department of Justice Technology: Mary French, Department of State Lands Board Member: Grisha Alpernas, Department of Transportation Board Member: Josh Eggleston, City of Salem Board Member: Courtney Knox Busch, City of Salem

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WELCOME KEYNOTE

Madilyn Zike

Chief Human Resources Officer Department of Administrative Services

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YOUR JOURNEY TODAY…

Afternoon session:

TIPS FOR YOUR GROWTH AND LEADERSHIP JOURNEY

Provide insight and learning on critical skills and competencies to improve your growth and leadership potential.

Mid-day: LUNCH Morning session:

ROAD TO SUCCESSION PLANNING

Aligning your career development with succession planning best practices.

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Are we there yet?

Susan Hoeye Department of Administrative Services

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NUMBERS AT THE STATE (2016)

39,000+/- employees at the state 5,874 eligible to retire 1,094 actually retired

12,826 actual movements

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SUCCESSION PLANNING VS. WORKFORCE PLANNING

  • Succession planning is

everything to do with the position

  • Workforce planning is

everything to do with who fills it

Position 1 Position 3 Position 4 Position 5 Position 2

John Juan Jack June Jane

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SUCCESSION PLANNING LIFECYCLE

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SUCCESSION PLANNING WEBSITE

*address at the bottom of your workbook

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FOUR STEPS TO SUCCESSION PLANNING

STEP 1

ASSESS Assess and communicate the agency’s or team’s mission and vision for the current and future workforce

STEP 2

IDENTIFY Identify critical and highly critical positions and competencies

STEP 3

DEVELOP Create employee plans for competency development

STEP 4

EVALUATE Adjust competencies, employee goals, and recruitment strategies, if necessary

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STEP 1 - ASSESS

CURRENT

  • What is your agency doing now?
  • How does that align with your career path?

FUTURE

  • What is your agency’s strategic plan over the next five years?
  • What is your development plan over the next five years?
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STEP 1 – ASSESS

TOOLS

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STEP 1 – ASSESS

ACTIVITY

Take a look at the assessments on page 7 and 8 of your workbook!

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STEP 2 - IDENTIFY

NOT A CRITICAL POSITION

  • Vacancy would cause limited impact
  • Limited specialized knowledge or skills required
  • Strong recruitment potential
  • Competitive compensation package
  • Limited direct promotional opportunities

CRITICAL POSITION

  • Vacancy would cause an impact
  • Some specialized knowledge or skills required
  • Challenging recruitment
  • Moderately competitive compensation package
  • Skill set in demand
  • Promotional opportunities
  • Anticipate vacancy within the next 1 to 5 years

HIGHLY CRITICAL POSITION

  • Vacancy would cause a significant impact
  • Specialized knowledge or skills required
  • Very challenging recruitment
  • No competitive compensation package/compression issues
  • Skill set in high demand
  • Promotional opportunities
  • Anticipate vacancy within the next year
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STEP 2 – IDENTIFY

TOOLS

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STEP 2 – IDENTIFY

ACTIVITY

NOT A CRITICAL POSITION

  • Vacancy would cause limited impact
  • Limited specialized knowledge or skills required
  • Strong recruitment potential
  • Competitive compensation package
  • Limited direct promotional opportunities

CRITICAL POSITION

  • Vacancy would cause an impact
  • Some specialized knowledge or skills required
  • Challenging recruitment
  • Moderately competitive compensation package
  • Skill set in demand
  • Promotional opportunities
  • Anticipate vacancy within the next 1 to 5 years

HIGHLY CRITICAL POSITION

  • Vacancy would cause a significant impact
  • Specialized knowledge or skills required
  • Very challenging recruitment
  • No competitive compensation package/compression issues
  • Skill set in high demand
  • Promotional opportunities
  • Anticipate vacancy within the next year
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STEP 3 - DEVELOP Where will your path take you? What are your options?

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STEP 3 – DEVELOP

TOOLS

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STEP 3 – DEVELOP

ACTIVITY

The Marshmallow Challenge

  • The challenge is to create the tallest tower at the end of 15 minutes using the

following:

  • 25 pieces of spaghetti (you can break them)
  • 3 feet of masking tape (you can rip it)
  • 1 marshmallow (must be whole and placed on the TOP of the tower)
  • The tower must stand unassisted on your table-top during the measuring process.
  • Work as a team, listen to each other and have fun!
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STEP 3 – DEVELOP

TOOLS

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STEP 4 - EVALUATE

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STEP 4 – EVALUATE

TOOLS

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QUESTIONS?