1. Succession Planning November 11, 2010 Office of Internal Audit

2. Succession Planning Office of Internal Audit Background –12-14 professional staff –3-4 managers –2 career ladders Generalist Information Technology –3 positions on each ladder Auditor Senior Auditor Principal Auditor

3. Succession Planning Multi-faceted process –Well defined and differentiated job descriptions –Well communicated performance expectations –Set of performance metrics –Performance appraisal process –Annual ranking of staff

4. Succession Planning What has worked well –Performance Requirement Matrix

5. Succession Planning Performance Requirement Matrix

6. Succession Planning What has worked well –Performance Requirement Matrix –Annual staff ranking

7. Succession Planning Identifying high potential staff –Those that think strategically –Those that keep abreast of changes in our profession – or the University – and translate that to what we need to change to adapt –Those that are innovatively and creatively productive

8. Succession Planning What has worked well –Performance Requirement Matrix –Annual staff ranking Work in Process –Performance Metric Measurements

9. Succession Planning Performance Metric Measurements

10. Succession Planning Why they have worked well –Given each staff member a road map for their continued professional advancement –Provided a template to identify training/ development needs –Prompts us to look for experiential learning opportunities –Been able to consistently promote from within –Been able to move people out who don’t meet our performance expectations

11. Succession Planning What would help more –University training programs – current ones don’t fit our needs well –360 assessment focusing on changes between positions and what is important

12. Succession Planning Challenges Succession planning is not part of the University’s culture

13. Succession Planning Things I’ve learned: –Having a successor and having a back up are two different things. –Successors aren’t necessarily just the next people in line. –Long term succession planning often involves looking down two or three layers. –Current performance is an indicator of succession potential but not a determinant.