Succession Planning Based loosely on Effective Succession Planning

Succession Planning Based loosely on “Effective Succession Planning in the Public Sector, ” 2007, Watson Wyatt Worldwide

Definition Succession Planning - The means by which an organization prepares for and replaces managers and other key employees when it is anticipated that they will be leaving their current positions. Promotion n Retirement n Transfer n Resignation n Dismissal n

Why Succession Planning? n n n The “graying” of the work force Retirement incentives High competition for public sector employees by the private sector Today’s employees less averse to mobility Uncertainty of employer commitment to employees Resultant high rates of turnover up to 10% per year

Public Sector Challenges n n Succession planning less practiced in public sector Agencies may be less focused on the need until it is critical Governmental procedures create complications Employee acceptance may be limited

Key Elements of Succession Planning n n Retention of key staff involved in organization successes Preparing an agency for change Evaluating the readiness of individuals to accept higher level responsibilities Sustaining continuity n n Initiatives Morale Performance Service

Succession Planning Tasks n n n Identification of potential successors Development of skills and abilities through aggressive formal training Mentoring and cross-training through jobshare arrangements and temporary details Recruitment at the proper time Management of transition periods

Succession Planning Pitfalls n n n n Designing as a separate program rather than an integrated piece of an agency’s design Periodic event rather than an ongoing program Failure to develop as a culture of the organization Failure to link to organization strategy and goals Sustaining through administration changes Failure to discern difference between leadership potential and technical competence Inadequate coaching and performance assessment Poor management buy-in

Oklahoma Dept of Corrections Model n n n Formal and informal recruitment Encouragement of high performers and employees receiving special recognition Rigorous interviews and personality assessments Strategic staffing and training assignments Learning journey prior to assignment Management involvement directly in training and transition

Recommended Components n n n n Competition Transparency Voluntary Flexibility including use of time outside normal work day Conformance with personnel rules Planned in advance Integration with strategic plans and employee performance goals

n Conclusions n n n Succession planning can and should be a key component in the long-term strategies of regulatory agencies. Failure to plan can and will cause complications and impact delivery of services. Most agencies have the capability to construct and implement a succession planning program and should pursue integration of such a program into their standard operations.