Description
A survey is conducted every two years to measure employees’ opinions across the organization. The results can help us in tracking satisfaction with the leadership pipeline, particularly in the area of professional development. The survey asks questions in six key areas:
- Leadership
- Supervision/Management
- Performance Management
- Customer Service
- Communication
- Professional Development
This information provides a benchmark against which to measure our progress organization wide. Results are also broken down by departments so that progress may be tracked departmentally. Department directors are strongly encouraged by the City Manager’s Office to celebrate progress and to implement plans to improve deficits.
Target audience
All City employees are encouraged to complete the survey and to review the results. Employees are also encouraged to discuss departmental plans to celebrate progress and improve the climate with their department directors.
Time frame - The Organizational Climate Survey is conducted every two years.
Format
The survey was provided in hardcopy format only for the first two years. The 2006 survey was offered online as well as hardcopy. The survey is administered for the City at no charge by the Employment Security Commission. Individual responses are strictly confidential.
Primary lead partner - Organizational Development, City Manager’s Office
What’s happening now and what’s needed?
The third survey was conducted in 2006. Employees are strongly encouraged to voice their opinions. Department directors must communicate the department results and take actions to improve in areas that are less than satisfactory. Employees are encouraged to become involved in improvement initiatives.
For additional information and to contribute ideas and energy
Contact:
Vickie.Atkinson@durhamnc.gov 560-4222 x 225
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Learning Advisory Board
Description
The Learning Advisory Board is composed of employees from various levels and departments across the City. The purpose of the board is to provide guidance and recommendations in development programs such as City College, Management Academy and Executive Leadership Institute. The board also reviews applications and makes recommendations to the City Manager’s Office for nominations to the School of Government’s annual Municipal Administration Course.
Target audience - Employees with an interest in promoting organizational learning.
Time frame - Learning Advisory Board meets two to three times per year.
Primary lead partner - Organizational Development, City Manager’s Office
What’s happening now and what’s needed?
The Learning Advisory Board meets as needed to review development program applications and make recommendations. Employees with an interest in serving on this board may apply using the contact information below.
For additional information and to contribute ideas and energy
Contact:
Vickie.Atkinson@durhamnc.gov 560-4222 x 225
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Succession Planning
Description
Succession planning looks at anticipated vacancies in key positions in departments throughout the organization so that advance plans can be implemented to fill positions and minimize disruption in services and responsibilities. The Innovations in Government Group in 2006 states: “About 80 percent of senior and middle managers in the federal government are eligible for retirement now. The percentage of those eligible for retirement in state and local governments is unknown, but it is expected to be alarmingly high.” Succession planning helps identify and develop the best people for key leadership positions.
Target audience
Talented employees who are interested in preparing for key positions throughout the organization that are expected to become vacant in the next few years.
Time frame
Retirements and the need to replace key personnel are increasing dramatically as employees of the baby boom generation move into retirement age.
Format
The Human Resources department is tracking the number of employees eligible for retirement. Reports are being made to department directors to identify positions that may be vacant in the near future.
Primary lead partner - Human Resources and Department Directors
What’s happening now and what’s needed?
HR is assisting department directors in identifying key positions that may become vacant in the near future.
Department Directors need to create a climate of learning and development in their departments so that all employees are expected to develop to their full capacity and are given the opportunity to do so.
Employees need to take personal responsibility to pursue training, challenging work experiences, job shadowing, developmental assignments, coaching, mentoring, and other opportunities for professional growth. The Blueprint for the Leadership Pipeline can offer direction in this pursuit.
For additional information and to contribute ideas and energy
Contact:
Diane.Ragin@durhamnc.gov 560-4217
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Knowledge Management
Description
Knowledge Management refers to a plan for capturing the specialized information about a position that is often lost when an employee leaves. The importance of knowledge management is increasing with employees’ specialized knowledge about how to get things done and with the anticipated exodus of retirees over the next several years. In addition, tools and programs that contribute to increased knowledge management can help with getting employees in the right places in the organization to best use their strengths and in helping departments find the best fit for critical positions
Target audience
Employees who will be retiring from the organization and those who want to prepare to be competitive for future positions
Time frame - Ongoing.
Format
Several formats have been proposed. At the most basic level, job descriptions should be kept current and standard operating procedures (SOPs) should be available for all positions. SOPs should not be viewed as constraints on innovation and customization, but as the standard way of doing things – open to customization and improvement as opportunities arise.
Some divisions are experimenting with “turnover folders.” A turnover folder is more detailed in the day-to-day operation of a position and provides contact information and details that would enable another employee to step in and carry out the major functions of a position with minimal disruption.
Another idea is to create an intranet format where employees are able to post their skills, experience and interests. Such a listing would enable departments to search for needed abilities for short term projects or when vacancies occur.
Still another idea, developed by the Tennessee Valley Authority, is to use a formula to identify high priority areas for attention. Managers and employees with critical knowledge who are thinking about retiring in the next 5 years are given a number based on when they anticipate retiring and how essential their knowledge is to the operation. Those with the highest scores receive immediate attention. Job shadowing is arranged for less experienced employees who are eager to learn what the retiring worker has to share.
Primary lead partner - Organizational Development, City Manager’s Office
What’s happening now and what’s needed?
A team of department directors is exploring this issue. ERP is expected to create new opportunities for knowledge management.
For additional information and to contribute ideas and energy
Contact:
Vickie.Atkinson@durhamnc.gov 560-4222 x 225
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Inviting and Encouraging Movement Across the Organization
Description
Traditionally employees have come to work for a department in the City and stayed with that department throughout their career. Increasingly employees are being encouraged to think of their career as being with the City not just with the department in which they are currently employed. The view of the City as employer has several benefits:
- The organization benefits by having employees with greater loyalty to the City, greater knowledge of various departments and functions, and a wider network of relationships for getting things done
- Employees benefit by having wider opportunities for advancement
- The City benefits by attracting and retaining more talented employees who see a diversity of career opportunities and by getting employees into the positions that best utilize their strengths and talents
Target audience - All City employees who want to expand their career options
Time frame - Ongoing
Primary lead partner - City Manager and Executive Team
What’s happening now and what’s needed?
Movement across the organization is currently happenstance and not universally supported. Moves occur as employees apply for positions in other departments or management requests that another department accept an employee.
A climate needs to be created where employees are encouraged, by both the current and the receiving department, to explore job options that may be more satisfying to the employee and more beneficial to the City. A pattern where some employees’ careers may zigzag across several departments at increasingly higher responsibility levels should be encouraged.
For additional information and to contribute ideas and energy
Contact:
Vickie.Atkinson@durhamnc.gov 560-4222 x 225
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