Talking Stick - March/April 2014 - 50

for, and frequently earn, advanced
leadership positions. Otherwise, as
Rothwell cautions, the institution will
experience a talent drain as highly
motivated employees invest their
talents outside of the institution.
A commitment to openness and
transparency in the implementation
of succession planning efforts
further alleviates the perception that
leadership development opportunities
are intended for a select few. Jahr
cites our professional organization
as a model for this approach. "Our
own association, ACUHO-I, practices
succession planning in a very open
way. The way in which we elect our
leadership, the rotating schedule
for the changes in leadership, the
progression for our presidential cycle,
and the creation of 'chair-elect' within
all of our committees are examples of
using the concept to ensure stability
and continual progress."
Additional concerns about
the efficacy and relevance of
comprehensive succession planning
can be minimized when executive
leaders build their programs guided
by the expertise of human resources
(HR) professionals, who have a
significant role in any succession
planning program. "HR is a critical
partner in the process by identifying
competencies for current and future
roles. HR professionals are trained to
understand how jobs evolve over time
and the technology and regulations
that will affect job functions into the
future," Wyre says. Accordingly, HR
professionals can guide the process in
ways that align with the institutional
mission, goals, policies, and practices
while being sensitive to how the
program objectives are communicated
and carried out on the unit and
departmental level.

recognizing oUr
advanTage
In the area of succession planning,
housing professionals may have a
50

Talking STick

head start on addressing the emerging
priorities and goals of the institution.
Because staff training and development
are a significant part of daily housing
operations, most housing professionals
have participated in or coordinated
programs designed to orient and train
staff, provided them with activities or
projects to support the development of
professional competencies, and helped
them identify leadership opportunities
within the department or institution.
Many administrators and faculty do
not have significant supervisory or
staff development responsibilities
until later in their careers. In contrast,
many housing professionals began
supervising staff as undergraduate or
graduate hall directors. When housing
professionals have engaged in training
and development efforts as part of a
strategic plan to create and sustain
a pool of talented staff members in
preparation for future leadership
roles, they have supported succession
planning.
Frequent staff turnover has
required housing organizations
to develop capacities related to the
ongoing recruitment, engagement,
and retention of diverse collections of
professionals. We are, quite frankly,
used to "growing our own" not only for
the benefit of our departments, but also
for the success and continuance of the
profession. John Capaccio, director of
housing at Humboldt State University
in Arcata, California, expresses
housing professionals' commitment
to the development of their staff
teams. "You want all staff members to
advance and get better." Jahr agrees:
"The ideas of preparing your staff and
organization for changes in leadership
and the professional development of
our employees have been routinely
practiced in housing organizations."
From this perspective, housing
professionals have already embraced
many of the tenets of talent
management by investing significant
time and resources to develop and
sustain a competent pool of leaders
for their organizations. The next
Talking Stick - March/April 2014

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