Succession Planning

1. Succession Planning for Aboriginal Communities 10 am Tues Dec 4th, 2012 Infonex 1045 Whitehorse, YT High Country Inn Chris Hylton, MA 800 449-5866 chris@hylton.ca

2. Yukon Demographics 2  5% of Cdn landmass  0.1% of Cdn population  34,000 population 70% located in Whitehorse 17 rural communities range in size from 50 to 2,000 population CG Hylton Inc

3. Trivia Question • How many moose are there? • How many brown bears? • How many black bears?

4. 50,000 10,000 6,000- 7,000

5. Agenda 5  When and how to start succession planning  How to identify candidates and prepare new leaders  Ensure succession planning will meet business needs: creating the goals and objectives of the planning process  Monitoring and evaluating  Talent development: identifying training gaps  Engaging leadership in the process: how to use current management to prepare and support their CG Hylton Inc successors

6. 6 Do you have any workplace issues we can try and solve for you in this session? CG Hylton Inc

7. Trends in demographics are heightening need for succession 7 planning  Underlying  Aging population  Trends to earlier retirement  Slower labour force growth CG Hylton Inc

8. 2000 US Population 8 % 55 years + Red = >25% of the state Green = 22%-24.99% Yellow = 20%-21.99% Blue= <20% Source: US Census Bureau, 2000 CG Hylton Inc

11. 11 Source: http://www.howestreet.com/articles/index.php?article_id=6474 CG Hylton Inc

12. Average Annual Growth Rate of the Labour Force 4.0 3.5 3.0 2.5 2.0 1.5 1.0 0.5 0.0 1955- 1960- 1965- 1970- 1975- 1980- 1985- 1990- 1995- 2000- 2005- 2010- 2015- 2020- 2025- 1959 1964 1969 1974 1979 1984 1989 1994 1999 2004 2009 2014 2019 2024 2029 Source: The Canadian Labour and Business Centre

13. Yukon Aboriginal Pop, 2001 1400 1200 1000 800 Series 600 400 200 0 0-4 5-9 10-14 15-19 20-24 25-34 35-44 45-54 55-64 >65

14. When and how to start succession planning 14  Planning can start at date of hire  Focus usually on Senior Positions  But should be applied in key positions at all levels  Mentoring and developing ees within the organization CG Hylton Inc

15. How to identify candidates and prepare new leaders 15  Have you done a skills inventory  Staff and nation members  Are you doing career planning as part of your performance appraisal  What leaders will you be looking for CG Hylton Inc

16. Ensure succession planning will 16 meet business needs: creating the goals and objectives of the planning process  Are you familiar with comprehensive community planning? CG Hylton Inc

17. Executive Summary CCP 17  Negotiating agreements is always difficult  Your programs are geared to your population numbers and demand which varies largely by age  You have detailed population data  You know your population ages 1 year each year  You can develop programs to meet the changing demographics of your population CG Hylton

18. What is CCP 18  Term used by INAC in 2004 for a process to achieve community consensus around various land and resource issues  Normally used for resolving land and resource issues but useful in planning for all areas CG Hylton

19. INAC CCP Handbook 19  Produced in 2004  Based on experience of 5 BC first nations  The Okanagan, Lytton, Squiala, We Wai Kai (Cape Mudge) and Yekooche First Nations CG Hylton

20. What is comprehensive 20 community planning? CG Hylton

21. How to identify best process for 21 your community  You know what your goals are: fully funded 5 year agreements, increased jobs, build capacity, promote healing, link to community needs…  Then work backwards to say how this will be accomplished CG Hylton

22. Using CCP as a negotiating strategy – you will be able to 22 say  all our projections based on data we get from government agencies, validated by us  our staffing levels are based on meeting this demand to meet your requirements  here are our projected costs based on our staffing costs  here are our projected costs based on typical staffing costs paid to our staff of a local town or municipality or government agency CG Hylton

23. Negotiating Strategy (ctd) 23  Our programs and services are based on terms and conditions for service which are spelled out in our agreements with government agencies  Our CCP has indicated our needs in great detail  Our CCP tells us our community buys in  Gives more strength to your 5 year funding requests CG Hylton  Provides more information to the funder

24. To recap 24  You and the Agencies have defined the services required,  Agencies have provided you with our own demographic data,  You have surveyed our community and determined the needs  Here is your plan to meet the needs  Here are the funding levels required CG Hylton

25. How does this tie in to Ethics 25  You are governed by Boards and Chief & Council  All are subject to continuous community requests and constant scrutiny  So how does CCP make it easy for Boards and Elected Officials to govern and avoid conflicts? CG Hylton

26. Easier for Boards & Councils to govern 26  CCP gives your leadership the information they need about community needs  CCP gives your leaders information about how your departments are planning on meeting community needs  Data is king, use the data like any CG Hylton

27. What type of Data? 27  Your population Demographics  Demand for service / Supply of service available  How you are planning to meet the demant  How much your programs are going to cost CG Hylton

28. CCP & Succession Planning 28  Shows what services exist now, what services will be needed in the future = Gap  Encourages dept or service to develop business plans to meet the needs  Using data sources which you have and perhaps are not using currently  Builds commitment which in turn builds community CG Hylton Inc

29. Succession Plan Gap Analysis 29  Which individuals may leave & when?  Which new positions will be required to support the CC Plan?  Which positions have become obsolete  What skills and knowledge will need to be developed for new programs  How can we empower our community members to step up to the plate CG Hylton Inc

30. 30 …so if you have a message for someone, you write it on a piece of paper and put it on his fridge with these magnets. It’s just until we get our email system fixed. CG Hylton Inc

31. Succession Planning 31  Starts from a people perspective (vs. filling new positions)  Not a one-time stand alone project– to be successful, requires dialogue, feedback, interventions tailored to each individual  Goal to optimize the contribution of every Manager as a means of achieving excellence at the highest CG Hylton Inc level of the org

32. Emerging Issues 32  Training program success  Need to tie in to personal needs of staff  Turn the HR manual up side down  Ee focused Job Descriptions  Ee focused Performance Appraisals  Ee focused Career Development  Ee focused service delivery CG Hylton Inc

33. Traditional Succession Planning 33 Replacement Planning • Focus is limited to Exec levels • Focus is on identifying immediate and short- term replacements • Plans are limited to identifying one or two potential successors senior positions • Plans are linked to individual job requirements • Potential candidates are identified based solely on feedback from their immediate supervisor • Succession planning isCG Hylton Inc in isolation from done

34. A New Approach 34 • Focus is on key positions at all levels • Focus on development of talent for longer term • Developing pools of talent for key positions • Linked to building competencies/ skills for current & future business needs • Systematic process used to assess candidates based on feedback from multiple perspectives and sources of information • Processes are in place to integrate succession planning with other human Hylton Inc CG resources activities

35. Benefits of Succession Planning and Management 35  Employee engagement through learning and career development  Pools of candidates are ready to fill key areas and positions  Managers gain appreciation of employee desires  Created more seamless staffing CG Hylton Inc

36. 36 Community Skills Inventory  Detailed data on member skills  Useful for funders when they call  Useful for negotiations with funders  Does anyone have a community skills inventory of their members? CG Hylton Inc

37. Summary 37  5 Step Process CG Hylton Inc

38. Summary: 38 Step 1. ID Key Positions Key areas  Groups of positions that are the focus of succession planning efforts CG Hylton Inc

39. What positions do you have 39 trouble with? CG Hylton Inc

40. 40 Key positions  Exert critical influence on operational or strategic activities  Specialized expertise/difficult to fill  Takes time and commitment to develop  How have you managed?  Partner with educational institutions? CG Hylton Inc

41. 2. Identify capabilities for key 41 positions and areas  Identify knowledge, skills, abilities or competencies to achieve business goals  Ensure job description and merit criteria are up-to-date  Speak to incumbents  Communicate capabilities to feeder employees so they can better tailor learning plans CG Hylton Inc

42. The Mapping Process 42  Visit Manager & key positions  Discuss career plans, training needs and specific plans  Managers identify high potential successors  Put succession planning right in performance process CG Hylton Inc

43. What does your conversation 43 with ees look like? CG Hylton Inc

44. Performance Management 44 Made Easy  Ask the ee to describe what someone would look like doing their job at a “competent” level  Ask the ee to describe what someone would look like doing their job at a “master” level  Compare and contrast the ee’s level  Ask them what would it take for the ee to become a master  Education, training, mentoring, financial incentives  Train your managers CG Hylton Inc

45. 3. Identify interested employees and assess against capabilities 45  Develop employee profiles  Create skills inventory/database  Encourage employee/manager discussions to identify interests in key positions/areas  Inform your leadership team  Conduct talent review meetings  Use multiple forms of assessment to minimize subjectivityCG Hylton Inc

46. Internal Hiring Fair 46  Any idea what this is?  Why would it be beneficial?  Who could you invite to have a booth? CG Hylton Inc

47. 4. Develop succession and knowledge transfer plans 47  Identify critical development experiences  Tailor learning plans to current and future business needs  Use special projects/assignments to “stretch” employees’ abilities  Encourage mentoring, coaching, and job shadowing  Create templates to save critical knowledge  Make use of staffing options (for example, Silo Pay Plan) CG Hylton Inc

48. Typical Career Pathway in 48 Community  Training  Experience / apprenticeship  Entry level job  Continuing education  Middle level job  Continuing education  Senior level job CG Hylton Inc

49. YKHC Career Pathway 49  The intent of YKHC’s Career Pathways program, under the Alaska Health Education Center (AHEC) is to encourage the promotion of health careers for for our region’s youth and Adult Learners. CG Hylton Inc

50. 50  The Youth Focus under Career Pathways includes efforts such as:  Career Fairs in Bethel and Villages  Brown Bag Luncheons in the Classrooms  Job Shadows  Dual Credit Courses  Scholarship Opportunities  Our annual goal is to reach 500 youth each year to encourage careers in the health field.. CG Hylton Inc

51. Adult Learners 51  The Adult Learners track is focused on adults who demonstrate interest in careers in health.  Our goal is to engage at least 500 Adult Learners each year, seeking information about possible health careers, as well as engaging in opportunities to pursue a career in the health industry. CG Hylton Inc

52. Adult Learners 52  We provide information about scholarship opportunities sponsored by YKHC , and encourage students to seek additional funding opportunities they may be eligible for in our health network and through regional, tribal, state, and federal partnerships.  The Human Resources staff has met its annual goal of 500 encounters with Adult Learners over the last three years. CG Hylton Inc  Source: http://www.ykhc.org/careers/career-

53. Adult Learners 53  Adults actively participating in career fairs  Upon request, we assist adults seeking information and resources regarding local college or technical training  We provide scholarship information about pertinent health career opportunities when available.  We promote job and encourage scholarship opportunities for numerous career fields such as Dental Health Aides, Behavioral Health Aides, Community Health Aide Practitioner, Certified CG Hylton Inc Nursing Assistants, Home Care Attendants, First

54. 5. Evaluate Results 54  Do new employees in key positions perform effectively?  Are qualified employees ready to compete for key positions?  Are designated group members adequately represented among feeder groups for key positions and areas?  Are skill inventories and/or ee profiles up-to- date?  Is the succession plan reviewed following organization changes? CG Hylton Inc

55. Does anyone have any experience with Succession 55 Planning  How did it work out?  What were the obstacles  What did you learn? CG Hylton Inc

56. Completed Succession Plan 1 56 Position Encumbent Successor 1 Successor 2 Ec Dev Officer Jason Shane Candice Training Treaty Rights Public speaking, Economics communications Business planning Grant writing Business planning Mentoring Jason, Tyler Jason, Tyler CG Hylton Inc

57. Completed Succession Plan 2 57 Position Encumbent Success Current Assessment or Band Jason Shane Most senior and Manager experienced leadership team member. Often relieves for Mgr. Has high level of understanding, political awareness and strong support from staff. Best in house candidate. CG Hylton Inc

58. Succession Plan or Replacement 58 Plan  If you have high turnover  You may find that your replacement plan does not work out, the person has left  Solution? Build a larger pool to draw from! CG Hylton Inc

59. What did we miss? 59  When and how to start succession planning  How to identify candidates and prepare new leaders  Ensure succession planning will meet business needs: creating the goals and objectives of the planning process  Monitoring and evaluating  Talent development: identifying training gaps  Engaging leadership in the process: how to use current management to prepare and support their CG Hylton Inc successors

60. Do you need funds for this? 60 CG Hylton Inc

61. Cost Savings with ASO Plan 61  Administration  Claims processing  Reserves  No premium tax of 2% CG Hylton

62. 200 Employee Example 62 200 Estimated Insured Insured ASO ASO Admin Ees Claims Admin IBNR Admin Admin Total Health $199,750 22.00% 5.75% $55,431 19.20% $43,945 $11,486 $28,365 Dental $191,750 20.00% 4.60% $47,171 13.40% $38,350 $8,820.50 $102,601 $16,107 $44,471.50 Savings: $58,129.63 CG Hylton

63. 500 Employee Example 63 500 Estimated Insured Insured ASO ASO Admin Ees Claims Admin IBNR Admin Admin Total Health $499,375 16.60% 5.75% 14.20% $82,896 $28,714 $70,911 Dental $479,375 14.70% 4.60% 9.80% $70,468 $22,051.25 $204,130 $46,979 $117,890.00 Savings: $86,239.69 CG Hylton

64. 1,000 Employee Example 64 1000 Estimated Insured Insured ASO ASO Admin Ees Claims Admin IBNR Admin Admin Total Health $998,750 12.20% 5.75% 11.70% $121,848 $57,428 $116,854 Dental $958,750 10.40% 4.60% 7.10% $99,710 $44,102.50 $323,088 $68,071 $184,925.00 Savings: $138,163.13 CG Hylton

65. Thank you! Any Questions? Tel 800 449 5866 chris@hylton.ca

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