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Georgia’s Flexible Succession Planning Model

Georgia’s Flexible Succession Planning Model

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Georgia’s Flexible Succession Planning Model

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  1. Georgia’s Flexible Succession Planning Model Growing Tomorrow’s Leaders Today

  2. Did You Know… • Approximately 60% of the state’s workforce is over 40 years of age? • Approximately 21% of all state managers can retire in the next 5 years? Source: Commission for a New Georgia, Spring 2004

  3. Did You Know… • 20% of active Employees’ Retirement System (ERS) members are currently eligible to retire? • 43% of active ERS members have less than 5 years of service? • 45% of new hires with less than 1 year of service as of 10/1/1999 left state government within 5 years? • The estimated cost of turnover for the 414 jobs targeted for workforce planning during FY 2004 was almost $267 million?

  4. Why Are We Here? Rapid turnover of staff Projected retirements in key positions “Buy” strategy in tight budget conditions may not be feasible

  5. Course Objectives • Understand and articulate the importance of succession planning • Become familiar with the steps and outputs of Georgia's Flexible Succession Planning Model

  6. What is Succession Planning? A systematic effort and process of identifying and developing candidates for key leadership and professional positions over time to ensure the continuity of management and leadership in an organization

  7. Succession Planning Related to Workforce Planning • Succession Planning is an element of workforce planning • Succession Planning places more emphasis on having the right leadership in place at every level of the organization

  8. Succession Planning Is Not Replacement Planning • Replacement planning is typically reactive. Replacement planning is compatible with and often overlaps succession planning. Succession planning is proactive.

  9. Succession Planning Is NotPre-selection • Succession planning involves planned developmental activities for a group of employees. Pre-selection involves choosing a successor without a formal interview or selection process.

  10. Common Problems in Succession Planning Lack of support Agency/office politics Quick fix attitudes Low visibility

  11. Best Practices in Succession Planning Open Talent pools Based on potential Targeted interventions Multiple development strategies Formal assessments Top down approach Automation

  12. Georgia’s Flexible Succession Planning Model Communicate Plan Identify Leadership Characteristics Communicate Plan Pre-plan Assess Bench Strength Evaluate Succession Planning Identify Talent Develop Talent

  13. Pre-plan Growing Tomorrow’s Leaders Today

  14. What is Pre-planning? Planning done before the creation of the succession plan

  15. Why is Pre-planning Important? • Organizes resources effectively Guards against crises • Considers legal issues before implementation Uniform Guidelines on Employee Selection Procedures

  16. Create Succession Planning Team • Agency executives • HR professionals • Agency strategic planner(s) • People with institutional knowledge Pre-planning

  17. Establish Program Objectives Things to consider… • Agency’s mission • Strategic goals • Relevant workforce planning data (e.g. diversity issues/concerns) • Impact of program on current HR practices and initiatives

  18. Develop Program Design • Adhere to current legal regulations • Outline major steps and methods • Identify process and outcome measures The Decision Guide

  19. Create Workforce Strategy Action Plan • Specific actions to be taken • Persons responsible • Timeframes for completion

  20. Pre-plan Output: Workforce Strategy Action Plan For Succession Planning

  21. Communicate Plan Growing Tomorrow’s Leaders Today

  22. Goals of the Communication Plan Stakeholders will understand… • The definition of succession planning • The need for succession planning • The intent of the program • How the program will be implemented

  23. What will a Communication Plan Do? • Document need for succession planning • Define succession plan • Declare intent of the program • Document how succession planning program will be implemented

  24. Why is the Communication Plan Important? Combats rampant misconceptions Controls miscommunication Manages skepticism

  25. Identify Target Audiences (Stakeholders) When targeting your audience… • Level of awareness • Key issues & concerns • What’s in it for them? Audiences to include… Senior Leadership, HR Professionals, Managers, Supervisors, and Employees

  26. Communication Channels A few examples include… Executive forums & information packets Management forums Posters

  27. Evaluating Your Communication Plan Possible Measures of Success # of people attending forums # of people who understand how succession planning program works

  28. Communicate Plan Output: Effective & targeted communication Plan

  29. Identify Leadership Characteristics Growing Tomorrow’s Leaders Today

  30. Scope of Operation Competencies & Proficiency Levels Leadership Results 3 Leadership Characteristics

  31. Levels of Leadership Leading… Positions Enterprise Governor Business Group Mega Commissioner -- COO Business Commissioner – Mega Director Function Director Managers Manager of Managers Others Supervisor Self Individual Performer

  32. Scope of Operation Leadership Characteristics the magnitude and complexity of information, problems, plans, tasks, projects or resources that must be handled within appropriate timeframes

  33. Levels of Leadership & Scope of Operation Leading… Positions Enterprise Governor Business Group Mega Commissioner -- COO Business Commissioner – Mega Director Magnitude & Complexity Timeframes Function Director Senior Managers Manager of Managers Mid-level Others Supervisor Front-line Self Individual Performer

  34. Leadership CharacteristicsScope of Operation Assigning Positions to Leadership Levels Review the duties and responsibilities of each position and compare information to the scope of operation scale

  35. Identify Leadership Characteristics Scope of Operations Output: A list of positions, scope of operation, & leadership levels

  36. Competencies & Proficiency Levels Competencies are… the underlying characteristics that allow people to effectively perform in a job Core competency models allow agencies to… identify competencies common to the success of a specific leadership level

  37. Competencies & Proficiency Levels • Technical competencies: Job or career specific knowledge (accounting or human resources practices) • Generic competencies: Common areas across jobs or careers (oral & written communication competencies )

  38. Competencies & Proficiency Levels Generally speaking… • Higher levels in the organization - less emphasis on technical competencies. • Leadership competency profiles focus on generic competencies. Include a technical/professional expertise competency.

  39. Competencies & Proficiency Levels • Identify Subject Matter Experts (SMEs) • Define common responsibilities • Identify generic competencies associated with common responsibilities • Determine the most important competencies • Identify proficiency level for each competency For Each Level of Leadership:

  40. Identify Leadership Characteristics Competencies Output: Competency Profile for each leadership level

  41. Leadership Results • Four Specific Areas • Employees • Process • Customer • Business

  42. Leadership Results Employee measures: • Improve performance levels • Enhance employee capabilities and employee trust Process measures: • Improve current policies/procedures • Achieve strategic goals/objectives more efficiently

  43. Leadership Results Customer measures: • Improve internal and external perceptions of organization • Enhance levels of service Business measures: • Meet strategic goals and objectives.

  44. Leadership Results Leadership Results should have the following characteristics: • Objective • Controllable • Simple • Timely • Accurate • Cost-effective

  45. Identify Leadership Characteristics Scope of Operations Output: A list of positions, scope of operation, & leadership levels

  46. Target Leadership Levels: Top Down Approach It’s proven to work • Maximizes bang for your buck Focuses on decision makers whose decisions impact the entire organization Retains organizational leadership knowledge Reduces recruitment costs

  47. Assess Bench Strength Growing Tomorrow’s Leaders Today

  48. What Bench Strength Organization’s ability to fill critical vacancies from within

  49. Why Is Bench Strength Assessment Important? • Locates organizational strengths and talent gaps • Assists in prioritizing resources to fill talent gaps • Provides a baseline for evaluations

  50. How to Conduct a Bench Strength Assessment ? • Candidates assessed by reviewing manager • Simply a “thumbs up” or “thumbs down” decision Yes they meet criteria or no they do not