February 2023 - Parks & Recreation - 25

and the profession. They consider
respect to be a universal expectation
for an effective work environment.
Cultivating Teamwork
and Productivity
Once there is an understanding of
the generational diversity in the office,
simple strategies can be used to
cultivate teamwork and productivity.
Expand communication by using
various modes, considering the audience.
Match tasks to the appropriate
employee. Build leadership by inviting
idea proposals from employees.
Design a collaborative meeting
space to increase voice and accountability.
Highlight expertise among
employees and allow for professional
growth within the groups. Train
employees to be open-minded to create
an environment where change
is comfortable and that cultivates a
growth mindset. Taking a new approach
by meeting employees where
they are is a game changer.
Good relationships
environment can be difficult to
achieve, especially when working
styles vary. Each generation is an integral
part of any successful company;
ignoring problems simply isn't
an option. Fostering an environment
where stereotypes are stripped
away rather than built up, collaboration
is encouraged, and managers
better understand their employees
will go a long way toward getting
these sometimes very opposite generations
to work well together.
Succession Planning
Succession planning is the process of
identifying and developing individuals
who have the potential to fill key
leadership positions within an organization.
This is especially important
in the park and recreation profession
because many key employees are
nearing retirement age, and the field
faces a huge recruitment challenge.
Without succession planning, we
run the risk of losing institutional
knowledge and expertise.
There are four basic foundational
components to building an impactful
succession plan:
1
Think ahead. Identify
positions
that
key
are likely to
become vacant in the near future
due to expected retirements or other
projected departures.
2
3
in a work
Categorize your essential
needs. Make sure you
know the knowledge, skills and
abilities that are most important
for these positions. This step may
be as simple as updating existing
classifications or job descriptions.
Identify potential candidates.
Look internally to see if any
current employees may be good
individuals
to
fill
the
projected
vacancies. In a small organization,
this might be done directly by
organizational leadership, who
can assess employees and propose
possible candidates for discussion/
development for future promotional
opportunities. Another option is
through performance planning, in
which employees and supervisors
work together to pinpoint career
goals and agree on a development
plan to grow needed skills. Additionally,
you can create an internal
leadership development program
for employees interested in career
advancement to create a pool of
employees prepared to assume future
leadership positions.
4
Foster skills early. Talk with
candidates
about
developmental needs, and make a
important
plan for meeting these needs. One
approach is to use annual individual
plans. The supervisor and employee
would agree on the specific development
activities for the upcoming year
and meet regularly to discuss and
monitor progress. Possible development
activities include college courses,
training classes, job shadowing,
stretch assignments and mentoring.
In addition to working on employee
development, succession planning
also can help focus the organization
on looming knowledge or experience
gaps. If a key employee is likely to
retire in the next one to two years,
the organization can work with them
to ensure records and systems are
in place so that when the employee
leaves, years of knowledge don't walk
out the door with them. Succession
planning often has the added benefits
of increasing employee engagement
and improving the skill and performance
of your workforce.
Succession
planning
does
not
guarantee an employee will get a specific
job, nor that an employee will
necessarily be promoted within your
organization. A small organization
may have more talented candidates
than positions available. Also, timing
can be wrong - an employee
may be ready to advance and leave
before an internal vacancy occurs, or
a key job may open before any internal
candidate is ready. Succession
planning can increase the likelihood
that your organization will have one
or more strong internal candidates
for promotion, if and when projected
vacancies occur.
Sean G. De Palma, MS, CPRE, is Director of Quality
of Life Department for City of Panama City
(sdepalma@panamacity.gov). David L. Howard Jr., CPSI, is
Director of Parks and Recreation for City of Brooksville
(dhoward@cityofbrooksville.us).
PARK S ANDRECRE AT ION . OR G | FEBR U AR Y 2 0 2 3
| Parks & Recreation
25
February 2023 - Parks & Recreation

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