BEST PRACTICES Talent Development and Succession Planning



COURSE MATERIALS

BEST PRACTICES

Talent Development and Succession Planning

Frank Benest Donna Vaillancourt

CI-380

LEARN . GROW . ACHIEVE

380 Talent Development and Succession Planning

Faculty Biographies

Dr. Frank Benest

Until August 2008, Dr. Frank Benest served as the City Manager of Palo Alto, California. Frank is a noted consultant and trainer on rightsizing public organizations, entrepreneurial government, civic engagement, leadership development and succession planning.

Prior to his appointment in Palo Alto, Frank served as City Manager in Brea and Colton, California. He has a doctorate in management from Brigham Young University; a Masters in Public Administration from California State University, Long Beach; and a Bachelor of Arts degree from Yale University. Frank is a Credentialed ICMA Manager and serves as the Senior Advisor to ICMA on Next Generation Initiatives.

Frank is Past President of the California City Managers Department and past Vice President of the International City/County Management Association. Frank teaches at Stanford University and has been inducted into the National Academy of Public Administration.

Donna Vaillancourt

Donna Vaillancourt is the Director of the Department of Human Resources with San Mateo County. Donna is passionate about pursuing the Department's mission to position San Mateo County as an employer of choice and maximize individual and organizational potential. To that end, she has spearheaded new workforce planning efforts and leadership development programs to attract and retain talent in a dynamic organization consisting of 5,500 employees. She was honored with the Calpelra "Moving Forward Award" for Innovative Leadership in 2009 and a "Circle of Service Award" from CSAC in 2011. She is currently the Vice President of the County Personnel Administrator's Association of California.

Donna's career and personal experience has exemplified her commitment to providing outstanding public service at the local level. She previously held leadership positions in a variety of departments including Community Services and most recently as Deputy Director of Administration and Airports in the Department of Public Works.

Donna began her career with the County in 1981 after serving overseas for three years in the U.S. Army.



Talent Development and Succession Planning

Talent Development & Succession Planning

CSAC Institute Aug 29, 2013

Dr. Frank Benest frank@ Donna Vaillancourt dvaillancourt@

Let's Start with Questions

1. In the minds of line employees and support staff, what are the images of the work of senior management?

2. From your perspective, what are the rewards, benefits, and joys of senior management?

Overview

1. Demographic crisis 2. Impacts of "retirement wave" 3. Exercise: "My most powerful

development experience" 4. Focus on talent development 5. Importance of people skills

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Talent Development and Succession Planning

Overview (con't)

6. Case study and best practices 7. Four-prong approach 8. Lessons learned 9. Five things to get started 10. Resources, reactions, and key learnings

The Demographic Crisis

The Numbers 80 million Baby Boomers (1946-1964) leaving economy 50 million Gen Xers (1965-1980) replacing them 88 million Millenials (1981-2000) entering workforce

A Different Time

Why did a whole generation of baby-boomers join public sector?

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Talent Development and Succession Planning

Age Distribution

One Public Agency

Average age: 50 yrs "At risk" of retirement within 3 yrs

Administration: 72% Utilities: 67% Watershed: 61%

The "Retirement Wave"

What are some typical organizational impacts of the "retirement wave"?

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