Succession Succession PlanningPlanning

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

DefinitionDefinition

Succession PlanningSuccession Planning - - The means The means by which an organization prepares by which an organization prepares for and replaces managers and other for and replaces managers and other key employees when it is anticipated key employees when it is anticipated that they will be leaving their current that they will be leaving their current positions.positions.

PromotionPromotion RetirementRetirement TransferTransfer ResignationResignation DismissalDismissal

Why Succession Why Succession Planning?Planning?

The “graying” of the work forceThe “graying” of the work force Retirement incentivesRetirement incentives High competition for public sector High competition for public sector

employees by the private sectoremployees by the private sector Today’s employees less averse to Today’s employees less averse to

mobilitymobility Uncertainty of employer commitment Uncertainty of employer commitment

to employeesto employees Resultant high rates of turnover up to Resultant high rates of turnover up to

10% per year10% per year

Public Sector ChallengesPublic Sector Challenges

Succession planning less practiced in Succession planning less practiced in public sectorpublic sector

Agencies may be less focused on the Agencies may be less focused on the need until it is criticalneed until it is critical

Governmental procedures create Governmental procedures create complicationscomplications

Employee acceptance may be limitedEmployee acceptance may be limited

Key Elements Key Elements of Succession Planningof Succession Planning

Retention of key staff involved in Retention of key staff involved in organization successesorganization successes

Preparing an agency for changePreparing an agency for change Evaluating the readiness of individuals to Evaluating the readiness of individuals to

accept higher level responsibilitiesaccept higher level responsibilities Sustaining continuitySustaining continuity

InitiativesInitiatives MoraleMorale PerformancePerformance ServiceService

Succession Planning Succession Planning TasksTasks

Identification of potential successorsIdentification of potential successors Development of skills and abilities Development of skills and abilities

through aggressive formal trainingthrough aggressive formal training Mentoring and cross-training through Mentoring and cross-training through

job-share arrangements and job-share arrangements and temporary detailstemporary details

Recruitment at the proper timeRecruitment at the proper time Management of transition periodsManagement of transition periods

Succession Planning Succession Planning PitfallsPitfalls

Designing as a separate program rather than an Designing as a separate program rather than an integrated piece of an agency’s designintegrated piece of an agency’s design

Periodic event rather than an ongoing programPeriodic event rather than an ongoing program Failure to develop as a culture of the Failure to develop as a culture of the

organizationorganization Failure to link to organization strategy and goalsFailure to link to organization strategy and goals Sustaining through administration changesSustaining through administration changes Failure to discern difference between leadership Failure to discern difference between leadership

potential and technical competencepotential and technical competence Inadequate coaching and performance Inadequate coaching and performance

assessmentassessment Poor management buy-inPoor management buy-in

Oklahoma Dept of Oklahoma Dept of Corrections ModelCorrections Model

Formal and informal recruitmentFormal and informal recruitment Encouragement of high performers and Encouragement of high performers and

employees receiving special recognitionemployees receiving special recognition Rigorous interviews and personality Rigorous interviews and personality

assessmentsassessments Strategic staffing and training Strategic staffing and training

assignmentsassignments Learning journey prior to assignmentLearning journey prior to assignment Management involvement directly in Management involvement directly in

training and transitiontraining and transition

Recommended Recommended ComponentsComponents

CompetitionCompetition TransparencyTransparency VoluntaryVoluntary Flexibility including use of time Flexibility including use of time

outside normal work dayoutside normal work day Conformance with personnel rulesConformance with personnel rules Planned in advancePlanned in advance Integration with strategic plans and Integration with strategic plans and

employee performance goalsemployee performance goals

ConclusionsConclusions

Succession planning can and should be a key Succession planning can and should be a key component in the long-term strategies of component in the long-term strategies of regulatory agencies.regulatory agencies.

Failure to plan can and will cause Failure to plan can and will cause complications and impact delivery of services.complications and impact delivery of services.

Most agencies have the capability to construct Most agencies have the capability to construct and implement a succession planning program and implement a succession planning program and should pursue integration of such a and should pursue integration of such a program into their standard operations.program into their standard operations.