The NAFCU Journal September-October 2020 - 28

their career aspirations are, and what
they see as their strengths and interests. The results of that conversation
are then matched with the established
criteria for positions that might interest them. Where there are gaps in the
employee's experience or expertise,
follow-up conversations explore
ways to close those gaps so the
employee is equipped to compete
for and be successful in future positions at the credit union.
These conversations can help to
bring out important employee
perspectives. "One thing that tends
to be overlooked in succession planning and professional development
is the employee's interest," Holzgen
notes. For example, she says, "Sometimes we need to fill a critical position,
and we have a top-performing talent
who could do that job. We reach
out to them and ask them to take
on a role that they really may not
have any interest in. But they don't
say no, because they're a high performer and they want to do what's
right for the organization." In the
end, though, they are likely to be
frustrated or ineffectual in a position
they never really wanted.
"We assume that successful talent will
remain successful," she says. That is not
always true. "It's critical, as part of the
talent-management process, to communicate transparently with high-potential employees about their strengths
and areas of opportunity. We need to
ensure that we are not overpromising and underdelivering as managers.

Employees get frustrated, and we risk
losing them to other organizations." 

A Five-Year Strategy

If planning ahead is important for developing VPs, directors and their direct
reports, it is critical when it comes to the
CEO's successor.

"We encourage boards and CEOs to start
benchmarking that future CEO-position
profile five years out," says Peter Myers,
senior vice president of DDJ Myers. "That
way, you can gain an understanding of
how that role is going to be different in
the future. Because it is going to be different. The goal is to proactively get ahead of
the curve and try to anticipate, as best we
possibly can, what that role will look like."
Benchmarking five years out helps to
bring clarity to the board, but it also
helps those within the executive team
- as well as other internal talent - to
evaluate how well they match up. It
allows time for an employee to make
career adjustments and experiential
course corrections to bring themselves
more in line with what the organization needs moving forward. "Too often,
boards wait to start this conversation a
year or two out from a planned retirement, which is not enough time for
those internal potential leaders to grow
themselves into that declared benchmark," Myers points out.
A generous timeline also enables people
who may be on a leadership track to take
a breath, step back, and reevaluate their
priorities, to realize, Oh they're looking
for that kind of CEO. I'm glad I know

that now, because that's not who I wanted
to be. I wouldn't be the best person for
that role. Those people then can decide
not to waste time pursuing a specific
professional-development trajectory that
doesn't suit them.
"Sit down individually with your C-level
team, your direct reports, and have a
conversation about the future and the

''

It's critical, as part of the talent-management process,
to communicate transparently with high-potential
employees about their strengths and areas of opportunity.
We need to ensure that we are not overpromising and
underdelivering as managers. Employees get frustrated,
and we risk losing them to other organizations.
- SANDRA HOLZGEN, VICE PRESIDENT OF HUMAN RESOURCES, PSECU

28

''

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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