![]() Monthly management reporting Alignment with performance management program Implementation of a Servant Leadership ProgramĢ8 The training program also utilizes existing community and industry resources, for example: Initiated in 2005 and similar to many organizations, our initial plan focused primarily on (seventeen) management and supervisory-level positionsĢ3 THE PROCESS We initially identified: Key positions in the organization Specific individuals who served in these key roles Long-term individuals who were eligible for early retirement Individuals who served in feeder groups or the “pipeline” for supervisory/management rolesĢ4 The training modules of the eighteen month succession and supervisory training program focused on six specific leadership and supervisory competenciesĢ5 Strategic Skills Energy and Drive Operating Skills Courage Organizational positioning skills Personal and Interpersonal skillsĢ6 Additional training was also provided in the areas of:Ĭolumbus Water Works operations Community and regional awareness Self-awarenessĢ7 To date, additional modules have been incorporated: Techniques to drive change How to coach on behaviors to improve results and increase performance Setting and achieving goalsĢ2 Employee and Leadership Development Program ![]() Leadership Development is the teaching of leadership qualities, including communication, ability to motivate others, and management, to an individual who may or may not use the learned skills in a leadership position Leadership Development Teaching of leadership qualities, including communication, ability to motivate others, and management, to an individual who may or may not use the learned skills in a leadership position.ġ7 Leadership development/succession programs should:īe clearly defined Be comprehensive and communicated throughout the organization Have “Leadership” commitmentġ8 Effectively utilized, organizations are able to identify the specific individuals (internally or externally) and implement specific staffing and leadership development strategies which results in overall improved organizational performanceĮxamples: How to manage relationships and expectations during the transition to leadership Communicating clearly, effectively, and assertively How to manage and resolve conflict ![]() Transparency is key Promotions, transfers, hires, etc.ġ3 Identification of Training Opportunities Utilize an effective tool to track, monitor and report progress Consider demographics of the individuals identified Gender, retirement potential, race, etc. Review current roles, competencies and performance of these individuals Assess INDIVIDUAL skill and competency levels and identify training or education needs, as well as certifications Review of the organizational structure Importance of Leadership Development Case Study – CWW Keys to Success Lessons LearnedĦ Workforce Planning Workforce planning is the process to measure and compare your current workforce resources (supply) with your future workforce needs (demand)ħ Workforce Planning The ultimate goal is to create a long-standing working relationship which adds value to the organization and for the employeeĬonduct a “gap analysis” Identify key positions in the organization Identify all management and/or supervisory personnel and individuals who are in the organizational pipeline (formal/informal) Presentation on theme: "Columbus Water Works Case Study “Who sits on your bench?”"- Presentation transcript:ġ Workshop: Developing a Roadmap and Toolbox for Leadership and Succession PlanningĢ Columbus Water Works Case Study “Who sits on your bench?”ģ Gwen Ruff, SPHR SVP, Strategic Planning, Employee Services and Corporate Relations Columbus Water Works
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |