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

2. Definition Succession Planning - The means by which an organization prepares for and replaces managers and other key employees when it is anticipated that they will be leaving their current positions. Succession Planning - The means by which an organization prepares for and replaces managers and other key employees when it is anticipated that they will be leaving their current positions. Promotion Promotion Retirement Retirement Transfer Transfer Resignation Resignation Dismissal Dismissal

3. Why Succession Planning? The “graying” of the work force The “graying” of the work force Retirement incentives Retirement incentives High competition for public sector employees by the private sector High competition for public sector employees by the private sector Today’s employees less averse to mobility Today’s employees less averse to mobility Uncertainty of employer commitment to employees Uncertainty of employer commitment to employees Resultant high rates of turnover up to 10% per year Resultant high rates of turnover up to 10% per year

4. Public Sector Challenges Succession planning less practiced in public sector Succession planning less practiced in public sector Agencies may be less focused on the need until it is critical Agencies may be less focused on the need until it is critical Governmental procedures create complications Governmental procedures create complications Employee acceptance may be limited Employee acceptance may be limited

5. Key Elements of Succession Planning Retention of key staff involved in organization successes Retention of key staff involved in organization successes Preparing an agency for change Preparing an agency for change Evaluating the readiness of individuals to accept higher level responsibilities Evaluating the readiness of individuals to accept higher level responsibilities Sustaining continuity Sustaining continuity Initiatives Initiatives Morale Morale Performance Performance Service Service

6. Succession Planning Tasks Identification of potential successors Identification of potential successors Development of skills and abilities through aggressive formal training Development of skills and abilities through aggressive formal training Mentoring and cross-training through job- share arrangements and temporary details Mentoring and cross-training through job- share arrangements and temporary details Recruitment at the proper time Recruitment at the proper time Management of transition periods Management of transition periods

7. Succession Planning Pitfalls Designing as a separate program rather than an integrated piece of an agency’s design Designing as a separate program rather than an integrated piece of an agency’s design Periodic event rather than an ongoing program Periodic event rather than an ongoing program Failure to develop as a culture of the organization Failure to develop as a culture of the organization Failure to link to organization strategy and goals Failure to link to organization strategy and goals Sustaining through administration changes Sustaining through administration changes Failure to discern difference between leadership potential and technical competence Failure to discern difference between leadership potential and technical competence Inadequate coaching and performance assessment Inadequate coaching and performance assessment Poor management buy-in Poor management buy-in

8. Oklahoma Dept of Corrections Model Formal and informal recruitment Formal and informal recruitment Encouragement of high performers and employees receiving special recognition Encouragement of high performers and employees receiving special recognition Rigorous interviews and personality assessments Rigorous interviews and personality assessments Strategic staffing and training assignments Strategic staffing and training assignments Learning journey prior to assignment Learning journey prior to assignment Management involvement directly in training and transition Management involvement directly in training and transition

9. Recommended Components Competition Competition Transparency Transparency Voluntary Voluntary Flexibility including use of time outside normal work day Flexibility including use of time outside normal work day Conformance with personnel rules Conformance with personnel rules Planned in advance Planned in advance Integration with strategic plans and employee performance goals Integration with strategic plans and employee performance goals

10. Conclusions Conclusions Succession planning can and should be a key component in the long-term strategies of regulatory agencies. Succession planning can and should be a key component in the long-term strategies of regulatory agencies. Failure to plan can and will cause complications and impact delivery of services. Failure to plan can and will cause complications and impact delivery of services. Most agencies have the capability to construct and implement a succession planning program and should pursue integration of such a program into their standard operations. Most agencies have the capability to construct and implement a succession planning program and should pursue integration of such a program into their standard operations.