Beverly Hodges, CPA Financial Services Administrator - DOTD.

Succession Planning

Beverly Hodges, CPAFinancial Services Administrator - DOTD

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 NOT

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 IS

Be owned by the Executive Management of the organization…not just Human Resources

Succession Planning MUST

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?

Is This Urgent?

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

Why Do It?

Identify Key/Critical Positions

Conduct Position Analysis

Develop Succession Plan

Monitor, Evaluate, Revise

Steps in the Process

Key Contributor

Specialized Leadership

Geographic

Vacancy


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




Geographic – is the only one of its kind in a particular location

Vacancy – will be vacant due to retirement, advancement or reassignment


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?

Conduct Position Analysis

Cultural Competencies Job-Specific Competencies Key Job Responsibilities Organization Knowledge Job Challenges Executive De-Railers

Identifying Competencies

Cultural 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


Job-Specific 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.


Key Job Responsibilities


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.


Organizational Knowledge


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.


Job Challenges


Job Challenges

Situations that someone entering management should have experienced or at least been exposed to.


Executive De-Railers

Personality traits that might cause an otherwise effective senior leader to fail on-the-job.


Are they…

Approval dependent


Are they…

Approval dependent Argumentative (defensive)


Are they…

Approval dependent Argumentative (defensive) Arrogant


Are they…

Approval dependent Argumentative (defensive) Arrogant Attention-seeking (self-promoting) Avoidant (procrastinator) Impulsive Micro-manager


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

Develop Succession Plan

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

Monitor, Evaluate, Revise

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

Individual Development Plans

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.

In a Nutshell

City Leadership Academy

City of Lubbock

Deputy Undersecretary

DOTD

Deputy Undersecretary

Section 15

DOTD

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


Transportation Authority Who Moved My Cheese

DOTD – Section 15


Transportation Authority Who Moved My Cheese AGA Conference topics GFOA Conference topics

DOTD – Section 15


Transportation Authority Who Moved My Cheese AGA Conference topics GFOA Conference topics Asset Management

DOTD – Section 15


Transportation Authority Who Moved My Cheese AGA Conference topics GFOA Conference topics Asset Management Budget Development (Operating and Capital)

DOTD – Section 15


Transportation Authority Who Moved My Cheese AGA Conference topics GFOA Conference topics Asset Management Budget Development (Operating and Capital) A Month in the Life

DOTD – Section 15

Do You Need a Succession Plan?

Retention Risk Analysis Time it takes to fill positions is too long Work stoppage when critical employees are

unavailable Critical turnover in high potential workers Managers not satisfied with talent pool Workers complain that promotions decisions

are unfair

Do You Need a Succession Plan?

Succession planning is an ongoing process where the players will

change continuously is a strategic effort that utilizes inputs from

multiple sources

Organizational direction may change so be flexible

Competencies need to be constantly monitored to ensure they are measuring what you want to measure

Closing Comments

Contact information

[email protected]

Questions???

Beverly Hodges, CPA Financial Services Administrator - DOTD.

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