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Slide 1
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‹#›
WORKSHOP ON TR=
ENDS
AND DEVELOPMENTS IN CARIBBEAN LIBRARIES
JUNE 25-29, 20= 07
JUNE 25-29, 20= 07
“Leadersh=
ip and
Succession Planning
in Caribbean
Libraries”
Co-presenters:
<=
/div>
Karen V Barton
=
Regional
Director
Jamaica
Library Service Region 3
Margaret Rouse-Jones
<=
/span>
Professor and University
Librarian
The University of the West Ind=
ies
OBJECTIVES OF THE =
WORKSHOP
•To discuss importance of Leadership development <=
/span>and Succession Planning for
Librarians
•To present an overview of strategies used in Leadership development and ess=
ential
elements for developing a successful Succession Plan
•To examine current challenges to Succession Planning in the Caribbean and
methods of dealing with them
“SUCCESSION PLANNING”
Succession Planning is a p=
rocess
by which an organization ensures
the continuity of its leadership.
It involves the adaptation=
of
specific procedures to ensure the identification, development and long-term rete=
ntion
of talented
individuals
Succession Planning is imp=
ortant
because the continued survival
of the organization depends on the right people being =
in the right place at the right times.
DEFINITION OF SUCCESSION PLANNING
“The
strategic, systematic and deliberate effort to develop competencies in <=
/span>potential leaders through purposed =
learning experiences such as targeted rotations and educational training in order to fill high-level positions without =
favoritism”
THE IMPORTANCE OF =
SUCCESSION PLANNING
•Assured continuity of prepared leaders for key executive positions
•A disciplined process of reviewing leadership talent
<=
/div>
•Increased opportunities for high potential
workers
•Increased talent pool of ‘promotable’
employees
•Contribution to the organization’s business
plans
•Assisting individuals to realize their own career=
plans within the organization&=
#13;
•Developing strong leadership teams for strategic =
tasks
THE IMPORTANCE OF <=
span
style=3D'text-shadow:auto'>SUCCESSION PLANNING =
(Cont’d)
The most important goal of
Succession Planning or
management is implementing a flexible, =
dynamic approach for developing strong leadership teams. This ensures that the =
=
organization has depth in its leadership
capacity.
DEVELOPING LEADERSHIP =
THROUGH SUCCESSION =
=
PLANNING
R=
26;Commitment
R=
26;Planning
R=
26;Action
R=
26;Evaluation
OTHER STRATEGIES OF <=
/span>DEVELOPING LEADERSHIP <=
span
style=3D'font-size:91%;text-shadow:auto'>THROUGH SUCCESSION =
<=
span
style=3D'font-size:91%;text-shadow:auto'>PLANNING
R=
26;Mentoring
R=
26;Job Assignments
R=
26;Feedback
R=
26;Workshop and Seminars
=
R=
26;Use of a Team Approach
MENTORING
“The process of handing down =
knowledge and wisdom gathered =
through years of experience”<=
/span>
THE PREREQUISITES FOR=
=
SUCCESSION PLANNING
•
• The following are the prerequisites for Succession Planning1:=
3;
•Commitment From The Top Management
•Ownership
•Vision Of What The Organization Will Need
•Snapshot Of Present Conditions
=
•Openness To Non-Traditional Sources of Talent
•A Well-Documented Training and Development Program
=
_______________________________
1.
“Succession Planning Tool Kit.” Library Journal 29.17 (20=
04):
39 - 40.
THE ELEMENTS OF =
SUCCESSION PLANNING
• Paula
Singer’s eight steps in Succession Planning:
•Determine The Organizations Strategic Direction&#=
13;
•Identify Critical Management and Technical
Positions
•Project Future Vacancies
•Determine Executive Descriptors For Future
Leaders
•Identify Gaps In Staffing
<=
/div>
•Diagnose Developmental Needs
•Create A Deliberate Development Plan
•Review Progress And Provide New Assignments