Page 15 - The Edge - Back to School 2018

SUCCESSION PLAN IS KEY “Give value and respect to their ideas, stay
CONTINUED FROM PAGE 14 up-to-date with technology, talk to them face-

Smith touched on how to connect and manage a to-face, give them input and feedback, focus
multigenerational workforce. “Give value and respect to their
ideas, stay up-to-date with technology, talk to them face-to-face, on results instead of the process, and foster
give them input and feedback, focus on results instead of the
process, and foster a culture of communication, understanding a culture of communication, understanding
and respect for differences. Also, encourage mentorship
programs, avoid a one-size ts all approach and strive for engaged and respect for differences. Also, encourage
employees.”
Succession is a normal dynamic that a ects every organization mentorship programs, avoid a one-size ts all
at one time or another. “Nobody stays in a job forever, and a job
doesn’t stay the same over time,” Smith said. approach and strive for engaged employees.”
Succession planning is not just a top down concern limited — Karin Smith of Heinfeld Meech
to exit planning for the Superintendent, CFO, or Director.
“Succession planning is about investing in your district’s greatest
asset – your human capital, your people,” Smith said. “A succession
organization identi es, recruits, trains and retains star employees.
You know who they are. ey take on new responsibilities.” At the mature stage, Smith explained: “Remain customer-
A school district should encourage a culture of achievement centered and keep sta motivated. ere is little we can do to
at each level of employment – basically, what is expected of each financially to reward employees.” She recommended giving
employee, and promote upward opportunity. exceptional employees a work schedule that enables them to come
“You should anticipate turnover in all positions so that an in late one day or leave early on another.
employee departure at any level will not negatively a ect the Hiring primarily focuses on a person’s skill, experience and
organization’s performance,” Smith said. education. “But,” Smith said, “can you teach personality and
Gates said that she used to hire based on quality and knowledge interpersonal relationships? Or can you teach a willingness to
of the prospect. She now stresses the importance of work ethic. provide that customer service? You can’t always teach that.”
“Don’t ask yes or no questions,” she said. “Ask situational Smith noted that most new hires involve Gen X and Gen Y
questions. Look at who is going to take your place. Reward them. individuals.
Recognize them for what they do, their passions and their morale. Gates recommended: “Don’t micromanage. Let them do it.
Encourage them to take advantage of AASBO programs and You want your employees to grow. Cross training is key, getting
courses.” to know each other’s jobs. If someone is getting ready to retire or
School district business o ces can be at various stages of the it’s their birthday, take them out to lunch.”
life cycle. “Look at your leadership team,” Smith said. “Are they Gates said she has had some great hires, and some that didn’t
new? Look at a department and the teams within a department.” turn out so well. “I hired one that I thought would be excellent,”
ere are challenges at each stage. “At the startup stage, who’s Gates said. “She lasted one day!”
responsible for what,” Smith said. “Hire a versatile sta .” Smith agreed that it’s important to allow employees to make
At the growth stage, people o en feel they have too much to decisions. It increases their ownership in what they’re doing.
do and too little time. Identify distinctive competencies, she said. “Demonstrate your passion. Share that passion. Invest in your
Be comfortable with change. sta in ways that matter to them. Do you know what is important
to them? Have you asked? What motivates them?”
She recommended asking employees why they continue to
work for your organization, and assess their degree of satisfaction
and engagement.
“Don’t ask yes or no questions. Ask situational e time to start building a succession organization is now,
Smith said, adding, “You never know what’s going to happen
questions. Look at who is going to take your tomorrow.”
Gates bottom line recommendation: “Always think ahead.”
place. Reward them. Recognize them for what In fact, Gates is thinking ahead – to her retirement from
they do, their passions and their morale. Sahuarita next June.

Encourage them to take advantage of AASBO Karin Smith can be reached at: karin.smith@heinfeldmeech.
com
programs and courses.”

— Charlotte Gates, Director of Business Services, Charlotte Gates can be reached at: cgates@sahuarita.net
Sahuarita Uni ed School District

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