Pending Challenges to Recruit and Retain Your Top Dog! 

For several municipalities throughout the Province of Ontario, 2014 ushered in some serious changes around the council table. Potentially more change than many had anticipated.  In fact, almost 1/3 of Ontario municipal councils realized a greater than 50% change in its members.

Typically most elections provide the opportunity for some careful reflection amongst municipal employees and given the volume of changes that have occurred and continue to occur throughout the Province, many public servants (especially the more senior staffers) are likely now thinking greener pastures or sandy beaches.

I suspect the recent wave of spring-like air has given rise to the thoughts of personal renewal and the potential of moving on to tackle the next chapter, let’s call it retirement or possibly to take on that new career phase with challenges in another community.

A quick glance through some of the leading municipal job sites over the past month shows that there is a clear indication that the winds of change are starting to pick up some serious speed!

In the Province of Ontario alone, there are currently over a dozen CAO roles up for grabs in communities of varying size and complexity. With those vacancies comes the challenge of “Recruitment and Retention” and for many on the hunt for talent, it becomes a serious issue. Finding the right fit for the organization and the right leadership style to carry the new council through this term of office will be more important than ever and with any change at the top there will also be some ripple effects throughout the organization as the game of musical chairs will no doubt be played out in several municipalities.

Interestingly, how often do we hear elected officials and citizens suggest that municipalities should be run more like a business?

Well, one of the most important decisions made by any Board of Directors (public, private or non-profit) are the decisions surrounding the recruitment, compensation and retention or firing of the top senior executive position (CAO in the municipal filed).  Yet how many of the newly elected Council members are ready to assume that responsibility and to execute that with the diplomacy, tact and skill required to ensure the organization and the community’s best interests are served.

Succession planning should not be an exercise that starts right after the election of a new council – it is a process that is managed the minute you have retained the your top dog (CAO) and it is something that you must hold yourself and the CAO accountable for.

Turning your attention to the question of internal talent unfortunately arises far too often as an afterthought when that talent is walking out the door.

We encourage you to be proactive to ensure that your organizational engine is driving with a FULL TANK!