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Succession Planning Project

Succession Planning Project . California Leadership Institute Team Project. CLI TEAM 6. Succession Planning. A process designed to ensure the continued effective performance of an organization by making provisions for the development and replacement of key people over time. Overview.

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Succession Planning Project

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  1. Succession Planning Project California Leadership Institute Team Project

  2. CLI TEAM 6

  3. Succession Planning A process designed to ensure the continued effective performance of an organization by making provisions for the development and replacement of key people over time.

  4. Overview • Demographics • Problems • New York State Model • Strategies

  5. Figure 1: California Population by Age Group (DOF, 2002) (Total Population = 33,871,648) Over 55 18% Under 25 38% 45-54 13% 25-34 35-44 15% 16% Demographics

  6. Figure 3: State Workforce by Age Group (Based on analysis of largest 42 State Agencies/Departments) Under 35 All State Employees State Supervisors & Managers 3% 35-39 11% Over 50 Under 35 Over 50 47% 18% 32% 40-44 17% 35-39 15% 45-49 22% 45-49 40-44 18% 17% State Workforce

  7. Problem Statement • State faces aging workforce • Significant turnover at the top • Fewer qualified candidates in pipeline

  8. Little Hoover Commission in 1999 • Stated that the California state government system is complex and dysfunctional making it difficult to recruit, select, train and manage the workforce needed to transform good policy into good programs.

  9. Key to Successful Succession Planning • Has Executive Sponsorship • Is an integral component of Strategic Plan

  10. New York Planning Guide

  11. Succession Planning Strategies • Organizational intervention • Recruitment • Retention • Staff Development

  12. Organization Intervention Strategies • Staff redeployment • Manager rotation • Reorganization/Restructuring • Make better use of resources • Classification actions • Deal with new and old classifications • Knowledge transfer • Documentation, mentoring, rotational roles

  13. Creating, maintaining “deep bench” Recruitment Strategies • Marketing the organization • Job fairs • Special exams • Special programs • Student internships • Professional partnerships • Mentoring

  14. Staff Development Strategies • Training • Job required • Job related • On the job • Upward mobility • Training • Career related programs • T&D assignments • Job restructuring • Workshops

  15. Retention Strategies • Alternate work schedules • Flexible schedules • Telecommuting • Mentoring • Rotational assignments • Recognition • Interviews, surveys

  16. Credit for this project goes to:Project Team: California Leadership Institute Team VI Sponsor: Richard Reed, Assistant Director Hal Snow, Assistant Director Commission on Peace Officer Standards and Training Members: Jose L. Angel, Water Resources Control Board Kären Dickerson, Department of Insurance Kathleen Dickinson, Department of Corrections Ron Dotta, Franchise Tax Board Kathy Ruiz, Employment Development Department Ida Russell, Department of General Services

  17. Questions/Comments?

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