Succession Planning Update June 2003

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Y Suggested Solutions Much has been written in recent years concerning methods of recruiting and retaining older workers. To retain older workers, however, DNR would have to compete successfully against the State's excellent retirement benefits; these benefits are the reason many "baby boomers" entered state service in the first place. A greater inducement, in DNR, is simply the love many of our employees have for their jobs; we need not worry about retaining these people. Before the retirement- eligible employees are gone, however, it is in the best interests of DNR and the State to somehow preserve the skills and knowledge they represent. The job market should always contain younger people with education in the natural sciences, and we do not anticipate trouble filling entry-level positions. However, the skills of our current leadership, and the specialized knowledge of employees who are authorities in their fields must be passed on or cultivated in the next generation of workers. This should be the legacy of the present generation of the Department of Natural Resources. Some methods for accomplishing this might include: Mentoring This method would be useful for passing on specialized knowledge from employees who are staff authorities and senior authorities. Junior employees with the education and background to understand the specialized area may volunteer to learn from the authority. Persons so trained would have an edge in any selection process, as would outside applicants with specialized training. To ensure fairness, such opportunities should be available to all qualified employees. Rotational Assignments Similar to mentoring, nominees in a program rotate through different assignments in their division, to gain broader experience and knowledge. This method is being used in certain other state departments. Employees must be nominated for the program; assignments generally last six months. Employees in the program receive their regular pay, without differentials. Training Some skills of supervisors, managers, and executives can only be learned by experience; however, sorne skills can be taught. Knowledge of processes for the . division, department, and state government is valuable, and should be taught before the employee advances to the management level. The Division of Wildlife, in recent years, has developed a training curriculum for future supervisors; perhaps this could be adapted and offered on a department -wide basis. Discussion Items Would a rotational - assignment program be feasible in DNR divisions? Would it be valuable for DNR to implement formal succession planning at a department level? Mab mere)