The NAFCU Journal September-October 2020 - 26

''

It's a real challenge for
boards to look beyond the
kind of CEO they currently
have and figure out what kind
of CEO they need for the next
five to 10 years.

''

- PETER MYERS, SENIOR VICE PRESIDENT, DDJ MYERS

cultivating future leaders at all levels,"
Rudolph explains.
He noticed that too often there were
open leadership positions and people
in the organization with aspirations for
such positions, but no plan in place to
bring those two things together. The
talent-optimization program closes
that gap. "I want to give people developmental opportunities so they want to
stay with PSECU, so they feel good that

their employer is investing in them and,
quite frankly, because it's expensive and
inefficient for us to always be looking to
the outside to replace leadership talent,"
Rudolph says. "Everyone wins when
we can groom existing talent for future
succession opportunities."
For Holzgen, this approach to employee
development is beneficial for employees
and credit unions alike. "I believe it's a
differentiator for an organization to keep

employees engaged and to retain our top
talent," she says.
Such an approach won't produce benefits
overnight. In fact, when Holzgen was
with a previous organization, she had the
opportunity to track its program's progress as it expanded and matured over
a 12-year period. By comparison, the
process is just getting started at PSECU.
"So far, we've completed the C-suite, VP,
AVP, and director levels," she says. "This
year, we're going down to the front-line
manager level."
The goal is to offer a customized
employee-development plan for every
interested employee. "Each employee's
plan depends on what the employee
wants out of their future career," Rudolph
says. "I can't tell you what your development plan looks like. I can't tell you
what you want to be in the future. That
has to come from you. Some individuals
are very content in what they're already
doing. That doesn't mean those people
aren't part of the discussion. In those
situations, talent optimization focuses
on helping them to be more effective in
their existing job."
Because PSECU currently has about
900 employees, developing a customized professional development plan for
every individual is no small goal. "Talent
optimization at all levels of the credit
union is a massive undertaking," notes
Rudolph. "I think it's easy to underestimate the time required to fully develop
and prepare someone for future opportunities." For example, preparation has to
begin years before someone is planning
to retire, not six months before. It often
has to involve classroom-style learning
as well as the kind of experiential learning one can get only from a temporary
assignment or by taking on an additional
responsibility. Those experiences must
be anticipated and accommodated in the
overall timeline.

Interests and Opportunities

For the leadership at PSECU, one of
the key ingredients for talent optimization is a conversation to understand
what the employee wants to do, what
26

THE NAFCU JOURNAL  SEPTEMBER-OCTOBER 2020



The NAFCU Journal September-October 2020

Table of Contents for the Digital Edition of The NAFCU Journal September-October 2020

The NAFCU Journal September-October 2020 - Cover1
The NAFCU Journal September-October 2020 - Cover2
The NAFCU Journal September-October 2020 - 1
The NAFCU Journal September-October 2020 - 2
The NAFCU Journal September-October 2020 - 3
The NAFCU Journal September-October 2020 - 4
The NAFCU Journal September-October 2020 - 5
The NAFCU Journal September-October 2020 - 6
The NAFCU Journal September-October 2020 - 7
The NAFCU Journal September-October 2020 - 8
The NAFCU Journal September-October 2020 - 9
The NAFCU Journal September-October 2020 - 10
The NAFCU Journal September-October 2020 - 11
The NAFCU Journal September-October 2020 - 12
The NAFCU Journal September-October 2020 - 13
The NAFCU Journal September-October 2020 - 14
The NAFCU Journal September-October 2020 - 15
The NAFCU Journal September-October 2020 - 16
The NAFCU Journal September-October 2020 - 17
The NAFCU Journal September-October 2020 - 18
The NAFCU Journal September-October 2020 - 19
The NAFCU Journal September-October 2020 - 20
The NAFCU Journal September-October 2020 - 21
The NAFCU Journal September-October 2020 - 22
The NAFCU Journal September-October 2020 - 23
The NAFCU Journal September-October 2020 - 24
The NAFCU Journal September-October 2020 - 25
The NAFCU Journal September-October 2020 - 26
The NAFCU Journal September-October 2020 - 27
The NAFCU Journal September-October 2020 - 28
The NAFCU Journal September-October 2020 - 29
The NAFCU Journal September-October 2020 - 30
The NAFCU Journal September-October 2020 - 31
The NAFCU Journal September-October 2020 - 32
The NAFCU Journal September-October 2020 - 33
The NAFCU Journal September-October 2020 - 34
The NAFCU Journal September-October 2020 - 35
The NAFCU Journal September-October 2020 - 36
The NAFCU Journal September-October 2020 - 37
The NAFCU Journal September-October 2020 - 38
The NAFCU Journal September-October 2020 - 39
The NAFCU Journal September-October 2020 - 40
The NAFCU Journal September-October 2020 - Cover3
The NAFCU Journal September-October 2020 - Cover4
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