620 likes | 870 Vues
Succession Planning. Beverly Hodges, CPA Undersecretary Department of Natural Resources. Succession Planning is NOT. A one time event Decided by an individual Used solely for individual career advancement opportunities Reacting only when a position becomes open
E N D
Succession Planning Beverly Hodges, CPA Undersecretary Department of Natural Resources
Succession Planning is NOT • A one time event • Decided by an individual • Used solely for individual career advancement opportunities • Reacting only when a position becomes open • Line managers relying solely on their own knowledge/comfort with candidates
Succession Planning IS • A deliberate and systematic effort by an organization to ensure leadership continuity in key positions • Designed to retain and develop intellectual and knowledge capital for the future • Encourages individual advancement
Succession Planning MUST • Be owned by the Executive Management of the organization…not just Human Resources
Is This Urgent? • If the executive team “got run over by a bus” would their replacements be able to step right in and be productive? • Is anyone on the “top floor” worried about the status of your “talent bench?” • Have there been opportunity costs to your organization because it took a long time to replace a key leader?
Why Do It? • Employees say that organizational leadership is a key contributor to job satisfaction, commitment and intent to stay; especially true for top talent • Recent surveys state that employees value most the leadership qualities of honesty and integrity • Only 1% of organizations rate their succession management as excellent; two-thirds rate them as fair or worse
Steps in the Process • Identify Key/Critical Positions • Conduct Position Analysis • Develop Succession Plan • Monitor, Evaluate, Revise
Identify Key/Critical Positions • Key Contributor • Specialized Leadership • Geographic • Vacancy
Identify Key/Critical Positions • Key Contributor – in achieving the organization’s mission or would hinder vital functions
Identify Key/Critical Positions • Key Contributor – in achieving the organization’s mission or would hinder vital functions • Specialized Leadership – requires specialized or unique expertise
Identify Key/Critical Positions • Key Contributor – in achieving the organization’s mission or would hinder vital functions • Specialized Leadership – requires specialized or unique expertise • Geographic – is the only one of its kind in a particular location
Identify Key/Critical Positions • Key Contributor – in achieving the organization’s mission or would hinder vital functions • Specialized Leadership – requires specialized or unique expertise • Geographic – is the only one of its kind in a particular location • Vacancy – will be vacant due to retirement, advancement or reassignment
Conduct Position Analysis • What are the external and internal factors affecting this position? • What competencies or skill sets will be required? • What are the gaps (competencies or skill sets not possessed by the current staff)? • What strategies will be used to address the gaps?
Identifying Competencies • Cultural Competencies • Job-Specific Competencies • Key Job Responsibilities • Organization Knowledge • Job Challenges • Executive De-Railers
Identifying Competencies • Cultural Competencies
Identifying Competencies • Cultural Competencies Assessing current organizational culture may determine how it needs to change in the future. Allows you to develop a set of cultural related leadership criteria and development approaches. i.e., Change Leadership; Establishing a Collaborative Environment
Identifying Competencies • Job-Specific Competencies
Identifying Competencies • Job-Specific Competencies What are staff capable of…the clusters of behavior, knowledge, technical skills, and motivation that are important to success in senior management. Identify competencies that correlate with job success.
Identifying Competencies • Key Job Responsibilities
Identifying Competencies • Key Job Responsibilities The major components of a position should be listed in a well-written job description. Identify the most important responsibilities. Few jobs have more than six key responsibilities.
Identifying Competencies • Organizational Knowledge
Identifying Competencies • Organizational Knowledge Functions, processes, systems, services, or technologies of your organization that a manager must understand. For example, a candidate might be assessed in terms of their knowledge of the budget process, field operations, or human resource management.
Identifying Competencies • Job Challenges
Identifying Competencies • Job Challenges Situations that someone entering management should have experienced or at least been exposed to.
Identifying Competencies • Executive De-Railers Personality traits that might cause an otherwise effective senior leader to fail on-the-job.
Executive De-Railers Are they… • Approval dependent
Executive De-Railers Are they… • Approval dependent • Argumentative (defensive)
Executive De-Railers Are they… • Approval dependent • Argumentative (defensive) • Arrogant
Executive De-Railers Are they… • Approval dependent • Argumentative (defensive) • Arrogant • Attention-seeking (self-promoting) • Avoidant (procrastinator) • Impulsive • Micro-manager
Develop Succession Plan The succession plan is the culmination of the first two steps. (Identify Key Positions and Conduct Position Analysis) • Review of individual positions and turnover rolled into one document identifying gaps and strategies at an organizational level • Strategies to address gaps are outlined to include target completion dates, responsible parties and required resources
Monitor, Evaluate, Revise • Select evaluation period (typically reviewed annually) • Be prepared to respond rapidly to unforeseen changes to the plan • Status/Progress updates should be monitored • Individual Development Plans • Annual Plan Update
Individual Development Plans • Developed by succession planning participants and immediate supervisor • Identify competency gaps for future promotions • Determine developmental activities to address gaps • Examples – reading, training, on-the-job assignments, development of SOPs, mentoring, job shadowing
In a Nutshell • Succession Planning is the process of identifying
In a Nutshell • Succession Planning is the process of identifying and developing
In a Nutshell • Succession Planning is the process of identifying and developing suitable team members who are able to replace key positions as and when required.
City of Lubbock • City Leadership Academy
DOTD • Deputy Undersecretary
DOTD • Deputy Undersecretary • Section 15
DOTD – Section 15 • Accounting Career Progression • Non-competitive promotion • Toastmasters • Development of SOPs
DOTD – Section 15 • Accounting Career Progression • Non-competitive promotion • Toastmasters • Development of SOPs • Succession Planning • Invitation – Accountant 4 & above • Training Opportunities • Project Leads • Monthly Meeting
DOTD – Section 15 Monthly Meetings
DOTD – Section 15 Monthly Meetings • Article – 10 qualities of valuable employees
DOTD – Section 15 Monthly Meetings • Article – 10 qualities of valuable employees • Indirect Cost Rate
DOTD – Section 15 Monthly Meetings • Article – 10 qualities of valuable employees • Indirect Cost Rate • Anatomy of an Audit
DOTD – Section 15 Monthly Meetings • Article – 10 qualities of valuable employees • Indirect Cost Rate • Anatomy of an Audit • Crescent City Connection and Louisiana Transportation Authority
DOTD – Section 15 Monthly Meetings • Article – 10 qualities of valuable employees • Indirect Cost Rate • Anatomy of an Audit • Crescent City Connection and Louisiana Transportation Authority • Who Moved My Cheese
DOTD – Section 15 Monthly Meetings • Article – 10 qualities of valuable employees • Indirect Cost Rate • Anatomy of an Audit • Crescent City Connection and Louisiana Transportation Authority • Who Moved My Cheese • AGA Conference topics • GFOA Conference topics
DOTD – Section 15 Monthly Meetings • Article – 10 qualities of valuable employees • Indirect Cost Rate • Anatomy of an Audit • Crescent City Connection and Louisiana Transportation Authority • Who Moved My Cheese • AGA Conference topics • GFOA Conference topics • Asset Management
DOTD – Section 15 Monthly Meetings • Article – 10 qualities of valuable employees • Indirect Cost Rate • Anatomy of an Audit • Crescent City Connection and Louisiana Transportation Authority • Who Moved My Cheese • AGA Conference topics • GFOA Conference topics • Asset Management • Budget Development (Operating and Capital)
DOTD – Section 15 Monthly Meetings • Article – 10 qualities of valuable employees • Indirect Cost Rate • Anatomy of an Audit • Crescent City Connection and Louisiana Transportation Authority • Who Moved My Cheese • AGA Conference topics • GFOA Conference topics • Asset Management • Budget Development (Operating and Capital) • A Month in the Life