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

2. Source: Commission for a New Georgia, Spring 2004
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 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 Not Pre-selection
Pre-selection involves choosing a successor without a formal interview or selection process.
Succession planning involves planned developmental activities for a group of employees.

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. Growing Tomorrow’s Leaders Today
Pre-plan
Growing Tomorrow’s Leaders Today

14. Pre-plan
“The ending is everything. Plan all the way to it, taking into account all the possible consequences, obstacles, and twists of fortune that might reverse your hard work…By planning to the end, you will not be overwhelmed by circumstances and you will know when to stop.”¹
FOR MORE INFO...
¹ Edmond, Jr., A. (2004, May) Make or Break Leadership Lessons from ‘The Apprentice’. Black Enterprise, Pp (Reprinted from The 48 Laws of Power by Robert Greene and Joost Elffers.)

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

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

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

18. 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

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

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

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

22. Growing Tomorrow’s Leaders Today
Communicate Plan
Growing Tomorrow’s Leaders Today

23. 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

24. 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

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

26. 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

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

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

29. Communicate Plan
Output:
Effective & targeted communication Plan

30. Growing Tomorrow’s Leaders Today
Identify Leadership Characteristics
Growing Tomorrow’s Leaders Today

31. 3 Leadership Characteristics
Scope of Operation
Competencies & Proficiency Levels
Leadership Results

32. 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

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

34. 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

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

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

37. 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

38. 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 )

39. 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.

40. Competencies & Proficiency Levels
For Each Level of Leadership:
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

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

42. Leadership Results
Four Specific Areas
Employees
Process
Customer
Business

43. 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

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

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

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

47. 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

48. Growing Tomorrow’s Leaders Today
Assess Bench Strength
Growing Tomorrow’s Leaders Today

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

50. 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

51. 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

52. Bench Strength Assessment Sample
Targeted
Positions
Position #
Leadership
Level
# of
People Ready Now
# of Positions with at least 1 person Ready Now
People Ready in 1-2 years
(Optional)
# of Positions with at least 1 person ready in 1-2 years
HR Director
Mid-Level 1
Director of Construction
Senior 3 X 4
Cust. Srvce Manager
Front-Line 2
HR Manager 2 8 2

53. Do Not “Stack”
An individual should be deemed ready for only one position
“Stacking” individuals against multiple positions inflates bench strength

54. A list of critical positions and
Assess Bench Strength
Output:
A list of critical positions and
the # that have at least
one person ready

55. Growing Tomorrow’s Leaders Today
Identify Talent
Growing Tomorrow’s Leaders Today

56. Best Practices in Succession Planning
Open
Talent pools
Based on potential
Formal assessments
Top down approach
Automation

57. Why Identify Talent?
Focus resources on employees that are capable of advancing beyond their present position
High Potentials

58. Who Are Your High Potentials?
Currently exemplary performers
Capable of undertaking greater responsibilities
Interested in becoming future leaders

59. Create Leadership Talent Pools
Formally assess the candidates
Use multi-dimensional approach
Create talent pools for each leadership level

60. Leadership Talent Assessments
Provide Information Regarding:
Potential for greater leadership
Strengths
Areas for development

61. Legal Implications of Talent Assessments
Assessments are selection events
All components are considered a test
Document ! Document ! Document !
Process should adhere to the Uniform Guidelines on Employee Selection Procedures
Assessors should be provided instruction on how to assess candidates
Uniform Guidelines on Employee Selection Procedures

62. TALENT ASSESSMENT PROCESS Identify Participants
PRE-SCREEN
FORMAL
ASSESSMENT
Identify Candidates
For
Formal Assessment
Identify Participants
For Talent Pools
Minimum Entry
Requirements

63. Talent Assessments Pre-screening
Identify Minimum Entry Requirements
Is it job-related?
Is there adverse impact?
Does it consider de-railers?
Note: Consult your legal counsel

64. Talent Assessment Process
PRE-SCREEN
Letter of interest, resume, application
Recommendations
Self-Nomination
Management
Nomination
Review & selection of candidates by managers or committee

65. Self Nomination Interested employees have opportunity to be assessed
Advantages:
Interested employees have opportunity to be assessed
Establishes air of inclusiveness
Typically yields less challenges to the program
Encourages diversity of applicant pool
Disadvantages:
May receive extremely large amount of applications
May receive unqualified applications
Time consuming

66. Management Nomination
Advantages:
More streamlined and efficient
Regulate the quantity & quality of applications
Conserves resources
Disadvantages:
May be perceived as management sanctioned favoritism
Could lead to legal challenges from excluded employees
Some qualified candidates may be overlooked

67. Keep application information separate from Personnel files.
TALENT ASSESSMENT PROCESS
PRE-SCREEN
Keep application information separate from Personnel files.
Assess
against minimum
entry requirements

68. Talent Assessment Process leadership characteristics
# of
Participants
For
Development ?
PRE-SCREEN
FORMAL
ASSESSMENT
Assess
against minimum
entry requirements
Assess against
pre-established
leadership characteristics

69. Approaches to Formal Assessment
Global Assessments …
Qualified Perceptions
Assessment Centers
Standardized job simulations
Achievement tests
Measures current knowledge or skills related to leadership
Interviews
Structured or unstructured discussion
Personality Inventories
Evaluate underlying characteristics
Multi-rater Surveys
Collect data from multiple sources

70. Talent Assessment Process
FORMAL
ASSESSMENT
Multi rater Surveys….
Feedback from different raters
Provides different opinions or consensus
Cost effective
Easy to administer
Competency
Scope of Operation
Leadership Results

71. Multiple users can can view and/or print scoring results from multi-rater assessments. Click here to view assessment results

72. Generic Scope Rating

76. CANDIDATE ASSESSMENT REPORT
High Potentials 3 1 2

78. IDENTIFY TALENT Formal Discussion Placement in talent matrix
Relevant criteria (i.e., minimum entry requirements)
Derailers

79. Talent Assessment Process
PRE-SCREEN
FORMAL ASSESSMENT
Assess against pre-established
minimum entry requirements
Assess against pre-established
leadership characteristics
Self-Nomination
Competency Proficiency
Scope of Operation
Management
Nomination
Leadership Results

80. Identify Talent
Output:
Talent Pool for
each leadership level

81. Growing Tomorrow’s Leaders Today
Develop Talent
Growing Tomorrow’s Leaders Today

82. Best Practices in Succession Planning
Open
Talent pools
Targeted interventions
Multiple development strategies
Top down approach
Automation

83. Process For Developing Talent
Basic Elements
Develop Goals For The Pool
Identify Development Activities
Create an Individual Development Plan

84. Why a Systematic Process?
To direct activities towards closing critical gaps & leveraging important strengths
To focus activities on preparing for the next level of leadership
To structure activities to create a logical sequence of learning

85. Develop Goals For The Pool
Question:
What must be addressed to create a readied supply of capable leaders?

86. Identify Development Activities Professional Associations, etc.
Mentoring & Coaching
Professional
Relationships
Job rotations, job assignments
13%
E-learning, Lectures
Formal
Training
Key Assignments
13%
Off the job
Activities
Professional Associations, etc.
61%
13%

87. Things to consider High Potentials Adult Learners
Like challenges
Are motivated
Enjoy learning
Are capable
Learn by real life application
Learn with discussion
Need support for risk taking, creativity & other activities
Perform better with corrective & positive feedback

88. Identify Critical Development Activities
Select development goal
Interview current high performers (from leadership levels) & capture relevant experiences
List challenges and benefits
Document critical &/or optional activities

89. Develop Talent
Output:
Critical Development Activities
IDP

90. Growing Tomorrow’s Leaders Today
Evaluate Succession Planning
Growing Tomorrow’s Leaders Today

91. Why Is Evaluation Important?
Clarifies worth & justifies funding
Demonstrates program’s effectiveness
To the candidates
To the stakeholders
Identify flaws
Improve the components of the program
Which helps to better manage resources
Documents program accomplishments

92. Assemble Evaluation Team
HR Staff
Key Line Managers
Executive Staff

93. Types of Measurements Process Measures Outcome Measures
HOW ARE THINGS GOING?
Adherence to Decision guide
What is working?
What is not working?
HOW THINGS WENT?
Any improvements?
Failures?
Successes?

94. Gather Information Questionnaires Surveys Interviews Focus Groups
Tests
Existing data or statistics

95. Make Sense Of The Information
Categorize information
Patterns, Relationships
Types of responses
Refer back to evaluation goals
Automate the analysis process
Use charts, graphs, tables for comparisons
Summarize findings

96. Communicate Findings & Recommendations
Stakeholders have an investment in the program and need to know what is going on
Note any shortfalls
Note achievements
Make recommendations
Be direct – attack problems

97. Use The Recommendations
Identify an Action Plan
Make Program Improvements
Implement Practical and Cost Effective Processes
Identify and Implement Improvements
Incorporate Industry Standards & Best Practices

98. Keys to Successful Evaluation
Begin the evaluation process early
Identify and engage stakeholders (up front)
Make sure you ask the right questions
Implement practical and cost effective processes

99. Evaluate Succession Planning
Output:
Summary of plan’s effectiveness &
Recommendations for improvement

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

101. Workforce Planning Consultants
Al Brown
Fatima Goines
Renata Mazukniene –1484
Sherille May
Michelle Raines
Steve Sutton