Talent ManagementChesterfield County, Virginia
• Local government• Population 330,000• 446 square miles• Budget: $1.3 Billion• Ratings: AAA AAA Aaa• 3,400 full time and 800 part time employees• 40+ Departments Talent - sum of a person’s abilities - his or
her intrinsic gifts, skills, knowledge, experience, intelligence, judgement, attitude, character, and drive. Ability to learn and grow.
5160 56
70
90
69
58
71
123
94
107 110
0
20
40
60
80
100
120
140
FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14
Number of Retirements by Fiscal Year
Talent Management in Chesterfield County
Plan Assess
DevelopMeasure
•Establish Annual StrategicSuccession ManagementGoals
•Articulate LeadershipCompetencies
•Identify Key Positions
•Administer TalentManagement Process
•Identify High Potentials
•Name Successors andBackups
•Formulate County Strategies
•Create IndividualDevelopment Opportunities
•Integrate Learning throughChesterfield University
•Formulate County-wideDevelopment Strategy
•Report Activity & ProgressBi-annually
•Update Successor andHigh Potential ListsAnnually
•Assess Diversity Impact ofSuccession Management
Take stock of incumbentsand possible successors.Identify high potentials.Evaluate overall skillpreparedness of ChesterfieldCounty workforce.
Take aggressive action toensure leadership continuesto grow and that sufficientbench strength exists incritical positions. Manage aseries of career expandingstrategies that guarantee thata new generation of topperformers is attracted to anddeveloped in ChesterfieldCounty.
On the basis of the currentbusiness plan, marketconditions, and strategicdirection of the county, identifycritical leadership positionsand correspondingcompetencies. Anticipate key staffing requirementsto ensure future success.
Manage a tracking systemthat measures progress andconstantly updates criticalinformation on key staff,positions, and competencies.Provide a process for churningthe county successor/highpotential list.
© Chesterfield County, Virginia 2002
Key Questions for Today• What goals might you have that need
consideration as part of the 2014 Talent Management Assessment?
• Do you want to:– Apply the same scope of past Assessments, Grade
40+?– Use the same Assessment Criteria & Core
Competencies?• Will you support the proposed Timeline?
P
Talent Assessment Process Overview
Several Exercises:– Executives/Department Directors/Assistant
Directors/leaders grade 40+– Future Potential/Risk Assessment– High Potential Talent Identification– County Administrator/Deputy Potential– Successors and Backups– “State of Talent” Report– Individual Development Plans
A
Assessment Criteria• Strengths and Opportunities*• Future Potential:
– Presently Promotable– Expandable/Promotable– Suitably Placed– Questionably Placed– Too New (Too New to Rate)
• At Risk Assessment (no, limited, significant)• At Risk Action Plan (significant risk only)• Willingness to Transfer (mobility)
*Note: Strengths and Opportunities are based on Chesterfield Core Competencies
A
Core Competencies• Communication• Continuous Learning• Leadership• Planning and Organizing• Interpersonal Skills• Flexibility• Reasoning• Customer Focused Service• Big Picture Perspective
A
TimelineJune • Talent Assessment Training by Division
June-July • Individual Talent Assessments Completed including Departmental conversations with Deputies
July 30, 2014 • Electronic Talent Profiles due to Kevin Bruny
August • “State of Talent” Reports Prepared by DCAs/Chiefs
September • ESPL Applications distributed to those assessed• Executive Talent Review Meeting(s)
September • Participants Selected and 360 Assessment’s Distributed
October • Emerging Senior Leader Program Begins
A
2014 Deliverables
County Administrator, Deputies, and Directors complete Individual Talent Profiles for each included leader
High Potential Leaders Worksheet County Administrator/Deputy Potential Worksheet -
Only completed by County Administrator and DCAs
Successor and Backups Worksheet Talent Management Objectives Worksheet Talent Review Meeting with your Supervisor Development Plans for individual Leaders
A
Developmental Programs
360Competency Assessments
D
OutcomesSenior Leader Positions Internally Filled:
FY13 – 58%FY14 – 63%FY15 – 67%
Females MinoritiesFY13 – 42% FY13 – 22%FY14 – 50% FY14 – 13%FY15 – 20% FY15 – 0%
M
Talent Management in Chesterfield County
Plan Assess
DevelopMeasure
•Establish Annual StrategicSuccession ManagementGoals
•Articulate LeadershipCompetencies
•Identify Key Positions
•Administer TalentManagement Process
•Identify High Potentials
•Name Successors andBackups
•Formulate County Strategies
•Create IndividualDevelopment Opportunities
•Integrate Learning throughChesterfield University
•Formulate County-wideDevelopment Strategy
•Report Activity & ProgressBi-annually
•Update Successor andHigh Potential ListsAnnually
•Assess Diversity Impact ofSuccession Management
Take stock of incumbentsand possible successors.Identify high potentials.Evaluate overall skillpreparedness of ChesterfieldCounty workforce.
Take aggressive action toensure leadership continuesto grow and that sufficientbench strength exists incritical positions. Manage aseries of career expandingstrategies that guarantee thata new generation of topperformers is attracted to anddeveloped in ChesterfieldCounty.
On the basis of the currentbusiness plan, marketconditions, and strategicdirection of the county, identifycritical leadership positionsand correspondingcompetencies. Anticipate key staffing requirementsto ensure future success.
Manage a tracking systemthat measures progress andconstantly updates criticalinformation on key staff,positions, and competencies.Provide a process for churningthe county successor/highpotential list.
© Chesterfield County, Virginia 2002
