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Succession Planning
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  1. Succession Planning Beverly Hodges, CPA Financial Services Administrator - DOTD

  2. 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

  3. 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

  4. Succession Planning MUST • Be owned by the Executive Management of the organization…not just Human Resources

  5. 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?

  6. 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

  7. Steps in the Process • Identify Key/Critical Positions • Conduct Position Analysis • Develop Succession Plan • Monitor, Evaluate, Revise

  8. Identify Key/Critical Positions • Key Contributor • Specialized Leadership • Geographic • Vacancy

  9. Identify Key/Critical Positions • Key Contributor – in achieving the organization’s mission or would hinder vital functions

  10. Identify Key/Critical Positions • Key Contributor – in achieving the organization’s mission or would hinder vital functions • Specialized Leadership – requires specialized or unique expertise

  11. 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

  12. 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

  13. 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?

  14. Identifying Competencies • Cultural Competencies • Job-Specific Competencies • Key Job Responsibilities • Organization Knowledge • Job Challenges • Executive De-Railers

  15. Identifying Competencies • Cultural Competencies

  16. 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

  17. Identifying Competencies • Job-Specific Competencies

  18. 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.

  19. Identifying Competencies • Key Job Responsibilities

  20. 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.

  21. Identifying Competencies • Organizational Knowledge

  22. 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.

  23. Identifying Competencies • Job Challenges

  24. Identifying Competencies • Job Challenges Situations that someone entering management should have experienced or at least been exposed to.

  25. Identifying Competencies • Executive De-Railers Personality traits that might cause an otherwise effective senior leader to fail on-the-job.

  26. Executive De-Railers Are they… • Approval dependent

  27. Executive De-Railers Are they… • Approval dependent • Argumentative (defensive)

  28. Executive De-Railers Are they… • Approval dependent • Argumentative (defensive) • Arrogant

  29. Executive De-Railers Are they… • Approval dependent • Argumentative (defensive) • Arrogant • Attention-seeking (self-promoting) • Avoidant (procrastinator) • Impulsive • Micro-manager

  30. 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

  31. 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

  32. 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

  33. In a Nutshell • Succession Planning is the process of identifying

  34. In a Nutshell • Succession Planning is the process of identifying and developing

  35. 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.

  36. City of Lubbock • City Leadership Academy

  37. DOTD • Deputy Undersecretary

  38. DOTD • Deputy Undersecretary • Section 15

  39. DOTD – Section 15 • Accounting Career Progression • Non-competitive promotion • Toastmasters • Development of SOPs

  40. 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

  41. DOTD – Section 15 Monthly Meetings

  42. DOTD – Section 15 Monthly Meetings • Article – 10 qualities of valuable employees

  43. DOTD – Section 15 Monthly Meetings • Article – 10 qualities of valuable employees • Indirect Cost Rate

  44. DOTD – Section 15 Monthly Meetings • Article – 10 qualities of valuable employees • Indirect Cost Rate • Anatomy of an Audit

  45. 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

  46. 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

  47. 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

  48. 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

  49. 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)

  50. 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