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Critical Issues in Public Health Nutrition Leadership: Succession Management and Developing Your Leadership Pipeline

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Title: Critical Issues in Public Health Nutrition Leadership: Succession Management and Developing Your Leadership Pipeline


1
Critical Issues in Public HealthNutrition
LeadershipSuccession Management and Developing
Your Leadership Pipeline
  • ASTPHND Annual Meeting
  • June 10, 2008
  • Presented by
  • Carol Woltring, Executive Director
  • Center for Health Leadership and Practice
  • Public Health Institute

Center for Health Leadership and Practice, Public
Health Institute
2
Purpose To assist senior public health
nutrition managers in developing a culture of
succession and succession management strategies
in their organizations in order to recruit,
retain and develop management and leadership
capacity to meet future needs.
Center for Health Leadership and Practice, Public
Health Institute
3
  • Objectives
  • Have a shared understanding about the workforce
  • demographics in public health nutrition
    leadership and
  • their impact on the need for succession
    management.
  • Identify the key elements of a culture of
    succession and
  • succession management related to your
  • organizations/programs current activities
    and needs.
  • Identify key steps in succession planning and
    next steps
  • for you/your organization/your state.
  • Identify one or more leadership development
    strategies
  • that you would like to initiate in your
    state or region.

Center for Health Leadership and Practice, Public
Health Institute
4
Why Succession Management and Why Now Public
Health Nutrition Workforce Demographics Alexa
M. George, PhD, MPH, RD
Center for Health Leadership and Practice, Public
Health Institute
5
State health agencies are reporting over 50 of
their public health workforce is eligible for
retirement over the next five years
(2008-2012) -State Public Health Worker
Survey Results ASTHO, 2007
Center for Health Leadership and Practice, Public
Health Institute
6
How critical is the aging of the workforce in
your organization/state?
Center for Health Leadership and Practice, Public
Health Institute
7
Developing a Culture of Succession Key Elements
and Steps in Succession Management and Planning
Center for Health Leadership and Practice, Public
Health Institute
8
Developing a Culture of SuccessionKey Elements
  • Organizational Strategic Plan- vision, mission,
    context, trends, customer needs, goals and
    strategic directions
  • II. Succession Plan
  • A. Workforce Needs and Gap Analysis/Timeline
    (focus is usually critical positions and top
    management positions can include a broader
    focus as well)
  • B. Identification of a pool of high potential
    staff to develop
  • Staff Development and Retention Strategies
  • A. Training Technical/Professional skills/
    Management and Leadership skills
  • B. Coaching and mentoring
  • C. Career development/portfolio development
  • IV. Knowledge Transfer ongoing and urgent

Center for Health Leadership and Practice, Public
Health Institute
9
The Levels in Succession Planning
The Whole Organization The Programs The
Individuals
Center for Health Leadership and Practice, Public
Health Institute
10
Continuum of Succession Processes
Replacement planning Succession planning Succession management
Identification of successors yes yes yes
Development of successors little or none yes yes (Talent Pool)
Managerial levels top two or three top two or three all
Recruitment and Selection ? ? yes
Retention ? ? yes
Center for Health Leadership and Practice, Public
Health Institute
11
Our Focus Succession management-combining
succession planning and leadership development of
high potentials (leadership pipeline/talent pool)
Center for Health Leadership and Practice, Public
Health Institute
12
Succession Managementis a deliberate and
systemic effort to
  • Project leadership requirements
  • Identify a pool of high potential candidates
  • Develop leadership competencies in those
    candidates
  • through intentional learning experiences
  • Select leaders from among the pool of potential
    leaders
  • The focus is typically successors for the top
    management levels of the organization. It is a
    robust approach that requires an organizational
    culture that sees the value of talent development
    and understands how to integrate that into daily
    operations.

Center for Health Leadership and Practice, Public
Health Institute
13
Succession Management is a long term strategic
initiative that ensures that the right staff are
in the right jobs at the right times. It ensures
the continued effective performance of an
organization by establishing a process to develop
and replace key staff over time.
Center for Health Leadership and Practice, Public
Health Institute
14
It helps your organization answer key
questions1. Who will move into this key
position when _____ retires?2. ______ could
move into any one of these threedirector
positions. If he/she accepts one, who will
replacehim/her? Is this the best position for
____s skill set.3. How do we keep ______ from
leaving if he/she does notget his/her
promotion? If your organization carries out
succession managementcorrectly, it will have
talent pool of individuals preparedto step into
management and other critical positions
leftvacant because of retirement and general
attrition.
Center for Health Leadership and Practice, Public
Health Institute
15
Succession Management includes
  • Development of a Succession Management Plan
  • Identification of high potentials
  • Leadership development of high potentials
  • Other staff development activities
  • Knowledge Transfer Strategies
  • Recruitment and Selection Strategies
  • Accountability - monitor progress and evaluate

Center for Health Leadership and Practice, Public
Health Institute
16
A Succession Management Planning Model
Phase 1 Finalize Scope and Approach
Phase 4 Implement and Evaluate the Plan
Phase 2 Gather Data
Phase 3 Develop the Succession Management Plan
Analyze current context and finalize purpose and
scope of plan and activities
  • Obtain and analyze HR retirement data
  • Determine hot spots and critical positions
  • Conduct gap analysis and determine future needs
  • Priorities
  • Urgent issues
  • Longer range issues

Start on X date
  • Major Components
  • Leadership Development System
  • Retention Strategies
  • Recruitment Strategies

Center for Health Leadership and Practice, Public
Health Institute
17
Succession Management PlanningPhase I
  • Step 1
  • Ensure top level sponsorship
  • Step 2
  • Understand your current situation
  • Step 3
  • Identify your strategic direction and impact on
    current and future workforce needs - Implications
    for leadership
  • Step 4
  • Determine the scope of your plan and activities

Center for Health Leadership and Practice, Public
Health Institute
18
Succession Management PlanningPhase II
  • Step 1
  • Analyze retirement data
  • Step 2
  • Determine hot spots
  • Step 3
  • Conduct gap analysis

Center for Health Leadership and Practice, Public
Health Institute
19
Workforce Analysis ToolsRetirement Analysis
Retirement Analysis for _________________________
Department/Division/Program Total 50-54 55-59 60 Total 50-60






Center for Health Leadership and Practice, Public
Health Institute
20
Workforce Analysis ToolsGap Analysis
Gap Analysis for _________________________
Projection for Need for Job Title Program or location A Program or location B Program or location C Program or location D
Todays supply (date)
Projections
Transfers or resignations
Retirements
Other separations (other job, dismissal, death)
Future Supply (date)
Future Demand (date)
Gap to be filled
Center for Health Leadership and Practice, Public
Health Institute
21
  • Developing your Leadership Bench
  • Identification and Leadership
  • Development of High Potentials

Center for Health Leadership and Practice, Public
Health Institute
22
Identification of High Potentials
  • Who are high potentials? Individuals who
    at various point in their careers are perceived
    to be potential successors to those at higher
    organizational levels.
  • Importance of learning is the key
    distinction between those who are high potentials
    and those who are not. Learning agility, as
    demonstrated by performance over time in a
    variety of assignments, is the best way to
    determine of an individual is a high potential.

Center for Health Leadership and Practice, Public
Health Institute
23
Identification of High Potentials
Generally high potential employees
  • are results driven have completed many
    challenging assignments
  • have people skills influence, motivate, and
    work with a wide range of people
  • have mental ability have street smarts and ask
    insightful questions
  • use integrated thinking link ideas and
    understand the essence of problems
  • are flexible adjust priorities, take risks,
    and embrace change
  • are energetic get energy from work and
    energize others
  • have core technical skills
  • understand the organizations mission, vision,
    goals, and objectives

Center for Health Leadership and Practice, Public
Health Institute
24
Development of High Potentials
Blended learning is best with combination of
classroom, training, on-the-job, and e-learning.
  • Examples include
  • Leadership development programs-knowledge,
    skills, attributes
  • Network development
  • Exposure to senior management
  • Coaching
  • Mentoring
  • Self-Study and E-Learning
  • Job shadowing
  • Early involvement with strategic issues
  • Action learning stretch assignments,
    cross-functional assignments, rotation, etc.

Center for Health Leadership and Practice, Public
Health Institute
25
Training Development Generational Perspectives
2008
1900 - 1945 Traditionalists 1946-1964 Baby Boomers 1965 - 1981 Generation X 1982- 2000 Millennials
I learned the hard way , you can too. Train them too much and they might leave The more they learn, the more they stay Continuous learning is a way of life
School of hard knocks Younger generation spoiled by too many choices Training a perk and way to get ahead in the organization Limit training or people will become too adept and leave the organization Constantly developing a portfolio of skills so they can adapt to rapid change and/or a need to move on. Expectation for on-going training ---no leveling off Constant retooling to fit in to ever changing world and job market
3 of Traditionalists left jobs because of a lack of training opportunities 15 of Boomers left jobs because of a lack of training opportunities 30 of Xers left jobs because of a lack of training opportunities TBD
Center for Health Leadership and Practice, Public
Health Institute
26
Resources for Public Health Nutrition Leadership
Development MCH Nutrition Training Funds
(HRSA), WIC
  • Funding Sources for Public Health Nutrition
    Leadership Development
  • The Maternal and MCH Nutrition Training Program
    currently funds 8 universities to offer nutrition
    training programs. Some offer graduate training
    in public health nutrition and some offer
    one-week to six-month fellowships in pediatric or
    neonatal nutrition and continuing education
    programs. All offer continuing education for
    health professionals.
  • Website www.nutrition.mchtraining.net

Center for Health Leadership and Practice, Public
Health Institute
27
State and Regional Public Health Leadership
Instituteswww.heartlandcenters.slu.edu/nln/
Center for Health Leadership and Practice, Public
Health Institute
28
Development Strategies
Case Example
  • Wisconsin Build Your Future with the
  • WIC Nutrition Leadership Series
  • USDA Infrastructure Grant, 2006-2007
  • Recognized WIC as the cornerstone for nutrition
  • services (91 funding of nutrition positions
    in local
  • health departments)
  • Training series to build the leadership and
    nutrition
  • services with WIC as this cornerstone

Center for Health Leadership and Practice, Public
Health Institute
29
Target Audience
  • WIC Directors and Nutritionists who were
    committed
  • to developing their nutrition leadership
    management
  • skills to create healthy organizations and
    health
  • communities
  • Application and Applicant Supervisors
    Commitment
  • Process
  • 38 local project staff and 9 state staff
    participated

Center for Health Leadership and Practice, Public
Health Institute
30
Curriculum
  • 3-2 day trainings with 2 regional follow-up
    meetings
  • between sessions
  • Designed by faculty consultant, state and local
  • committee with practical nutrition issues/case
  • studies in leadership
  • Session 1 Self Leadership
  • Session 2 Leading Others
  • Session 3 Leading Within Your Community

Center for Health Leadership and Practice, Public
Health Institute
31
Evaluation or Did it Work?
  • Increase in volunteering to serve on state and
    local
  • committees
  • Public Health Nutrition Position Descriptions
    have been
  • created by several to reflect vision to build
    public health
  • nutrition services
  • Leaders are mentoring or coaching others on the
  • Leadership Series content. Regional meetings
    continue to
  • focus on the leadership training
  • Reports of re-energized coalition meetings and
    staff meetings
  • Reports of feeling confident in advocating for
    needs

Center for Health Leadership and Practice, Public
Health Institute
32
State-Level Discussions
  • What is the situation in our state?
  • What are our priority needs?
  • What can we start doing in the next year around
    succession planning?
  • What can we do about leadership development?
  • What are our next steps?

Center for Health Leadership and Practice, Public
Health Institute
33
For Additional Information Contact Carol
Woltring, Executive Director Center for Health
Leadership and Practice, Public Health
Institute 510 285-5586 E Mail
cwoltring_at_cfhl.org Alexa M. George, PhD, MPH,
RD Email ageorge3_at_utk.edu Linda Petersen, MPH,
RD, CD, Public Health Nutrition
Consultant Wisconsin Division of Public
Health 715 836-3826 Email
 peterlj_at_dhfs.state.wi.us
Center for Health Leadership and Practice, Public
Health Institute
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