Building a Pipeline of Future Leaders

Jim FooteSouthWest Water Company

Succession Planning: Overview

• Succession Planning ‘Identified’• Challenges• Benefits• Our Approach• Sample Forms

Succession Planning

• Not just for small / large businesses• Needs to be part of the strategic plan• Tied to Employee Development• Building the next set of leaders

Too late to plan it when you need it

Challenges

• Need as company evolves • Inconsistent training

programs• Hard to predict staff needs• Boomers staying around

longer• Lack of written job

descriptions• Unclear growth path• Outdated/unwritten

company policies

Employee Turnover Costs

• Fill in Staff• Loss of productivity• Exit costs• Managerial costs of decision making• Loss of training & knowledge• Short timer costs• Severance programs costs• Unemployment costs• Lost customers• Lost Time

Benefits of Succession Planning

• Stream of capable staff• Pipeline of future leaders

• Positive workplace reputation• Process of refining procedures• Attract high quality applicants

• Improved longevity• Recognized internal growth

• Morale

Succession Planning: Do’s & Don'ts

• Is not “Replacement Planning”• Should be a constant initiative with

• Periodic evaluation & feedback• Formal check-ins with employees

• Must be Integrated• Leader development• Staffing Plans• Infused through-out the ranks

• One size does not fit all• On-going

Succession Planning

• Multiple dimensions to development• Defined training platforms• Competencies & skill sets• Building experiences

• Employee performance & potential• Often confused with each other• Need to be addressed independently

• Is a key company process• Finding talent• Mitigating talent risk

Our Approach

• Understand the Business Strategy• Partner with Human Resources• Determine the Core Competencies• Analyze Performance & Potential• Do a skills/gap analysis• Map individuals• Create and execute plans • Focus on retaining key people• Participate in the process

O&M WestO&M West

Entertainment

VP, Global Entertainment

Burbank

• Service Date: 06-1-2000

• Length of Time in Current Position: 4 years

Dena Jones

Senior Facility Operator

Dena Jones

Senior Facility Operator

• Improving Site profitability by correcting water loss areas• Instrumental in the successful on-site OSHA audit • Prepared & administered tail-gate safety training• Made operational recommendations to manager that had value.

Dept. Dept.

Summary of recent key accomplishments

PotentialPotential- +

Performance, Leadership, Succession and Retention

Perf

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Perf

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-

+SuccessionCategory

Too New

Performance Issue

Valued Contributor

Promotable

High Potential

RetentionRisk

Low

Medium

High

Strengths

Company Experience

Asst Fac Mgr

Potential Next Positions/Assignments Potential Successors

Performance RatingME

• Utility Worker AQUA 2 yrs• Meter Reader AQUA 1 yr• Safety administrator Vons 2 yrs• Auto Mechanic 3 yrs

•

Development Needs

• Leadership• Coaching others• Basic Financial Statements• Understanding contracts

Education

Development PlanActions and Timing

Prior Experience

Name & Title

Dena Jones

O&M Western

Sr Fac Op

(photo)

Ready Now 12 Months 12 -24 Months Name and Readiness

Bubba Gump

Retention Risk

Low

• 4/20/91 prior role operator AQUA

• Current role since 5/1/2009

High School

AA Degree Water Tech

Water Cert D-3/T/3

• Excellent safety experience• Creative• Good Ops skills sets• Logical thinker• Mechanical• Asset to business

• More formal Ops & safety training• Coaching & leadership classes• Better understanding of contracts• Better understanding of basic financial statements• More sophistication on rate making

Thank You

Jim FooteRegional Human Resources Manager

SouthWest Water Companyjfoote@swwc.com