Discussion:

Human Resource Succession Planning processes were examined and reviewed as part of the City Council approved 2014/2015 Internal Audit Plan. The audit review outcome identified a number of recommendations in the April 29, 2016 Final Internal Audit Report. One of the findings identified the use of the Succession Planning Reserve Fund, and to seek direction to use the reserve fund for other reasons or activities related to talent management and succession planning.

The Corporation is facing the imminent retirement of the baby boomer generation; approximately 40% of the corporate workforce is approaching retirement eligibility over the next ten years, and therefore posing a risk to knowledge retention and technical expertise. In order to maintain a highly skilled workforce and improve employee skills, knowledge and core competencies for current and future positions, the Corporation has established a number of tools and supports within Succession Planning to achieve this goal which include:

Corporate Coaching 

Employee Mentoring 

Leadership Windsor-Essex Leadership Program 

Masters’ Certificate in Municipal Leadership 

Art of Supervision 

Apprenticeships 

Corporate Training & Development 

Talent Management, Job Overlapping and Educational Assistance & Tuition Reimbursement are additional succession planning tools designed to create an environment that supports the growth and development needs of the workforce.

The Talent Management Program establishes a framework for implementing high- potential identification and development strategies and programs. Funds from the Succession Planning Reserve account are utilized to support individual employee development plans that focus on strengthening or shrinking gaps between expected competencies and the current knowledge, skills and abilities of each employee participant. These development plans include options such as self-directed learning and research, formal training & development, formal education, mentoring and leadership coaching.

The 2019 installment of the Talent Management Program has identified ten positions that would pose a risk to the Corporation if left vacant. In partnership with a local leadership coach, the Corporation is endeavoring to provide professional coaching and knowledge transfer opportunities to internal staff to prepare for impending vacancies.