Succession Planning.docx
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Succession Planning.docx
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SuccessionPlanning
SuccessionPlanning
“SecuringFutureLeaders”
StrategicLeadershipDevelopmentProgram
SuccessionPlan
July2005
By:
RhodettaSeward,IntercityTransit
StephenHill,NorwalkTransitDistrict
EntityName
StrategicLeadershipDevelopmentProgram
SuccessionPlan
TableofContents
Page
MODIFIABLEPLAN
ProgramDescription4
PurposeandBenefits4
ImplementationofGoals5
CriticalComponentsoftheProgram5
CoreTrainingandDevelopment6
GatheringData7
SolicitParticipants8
ConductAssessments9-10
CandidateSelection10
ProvideFeedback10
CareerTrainingandDevelopment10-11
Mentoring,CoachingandPerformanceCounseling11-13
FillingVacancies13-14
CommitmenttotheAgency14
EmergencySuccessionPlan14
APPENDIX(BackgroundInformation&Forms)
BackgroundandChallenges16
OutlineforSuccessionPlanning17-20
Definitions20-21
KeyElementsofaSuccessionPlan22-23
RegionalApproach24-25
CoreCompetenciesbyPosition26
SampleCareerDevelopmentPlan27
LeadershipSuccessionChart28
StrategicLeadershipDevelopmentProgramApplication29-30
Candidate’sSelfAssessment–CoreCompetencies
Managerial/OperationalPositions31-32
SupervisoryLeadership33
StrategicLeadership34
Supervisor’sAssessment–Candidate’sCoreCompetencies
Managerial/OperationalPositions35-36
SupervisoryLeadership37-38
StrategicLeadership39-40
ConfidentialQuestionnaire41-43
REFERENCES44-46
StrategicLeadershipDevelopmentProgram
(SuccessionPlan)
ProgramDescription
TheEntityNameStrategicLeadershipDevelopmentProgramisaproactive,long-term,managementlevelstrategyforrecruiting,selecting,anddevelopingacoregroupofemployeesintomanagementpositions.TheemployeeswillobtaintraininganddevelopmentinthecompetenciesandcharacteristicsneededtofunctioninleadershippositionswithinEntityName,throughparticipationinamulti-phasedprogram.
TheprogramwillacceleratethedelicateandcomplextransitionofqualifiedEntityNameemployeesfromindividualcontributorstomanagersandleaders.EntityNamewillensurethatequitableselectionguidelinesarefollowed.
PurposeandBenefits
ThemajorpurposeoftheStrategicLeadershipDevelopmentProgramistohavetimelyavailabilityofexperiencedanddiverseemployeespreparedtofillleadershippositionsatEntityNameastheybecomeavailable.Theprogramwill:
Preparecurrentandfutureemployeestoleadtheorganizationincomingyears;
Helpus“growourown”leadershipratherthanrecruitingfromoutsidetheorganization;
Establishguidelinesandstandardsforselectionandparticipation;
Achieveimprovedworkforcecapabilitiesandperformanceoverall;
Increaseprofessionalcommitmentandretentionofmanagementpositions;
Focusonleadershipcontinuityandimprovedknowledgeshared;
MoveEntityNametowardsalearningorganization;
Shiftfromjobprogressiontojobexpansion;
Achieveresultsforalldivisions/departmentsatallleadershiplevels;andprovideopportunitiesforacontinuedpartnershipforleadershipeffectiveness.
ThroughtheStrategicLeadershipDevelopmentProgram,EntityNamewill:
Increaseemployeecommitmentanddelaydepartureofagingworkers;
Improvesupporttoemployeesthroughouttheiremployment;
Providemoreeffectivemonitoringandtrackingofemployeeperformance,proficiencylevelsandskillgapsacrosstheentireworkforce;and
Increaseefficiencyinspecificrolesanduseofresources.
It’sabouttherightpeople,intherightplace,attherighttime
ImplementationofGoals
TheStrategicLeadershipDevelopmentProgram,throughaselectedExecutiveDevelopmentTeam,willrequirecurrentmanagementtoprovidededicatedinstructionsandguidanceskills,knowledgeandabilitiesneededtobesuccessfulatEntityName.Participantsareexpectedtohavethepotentialtoincreasehis/herunderstandingandcapacitytomanageandleadwithintheorganization.Participantsmustcommittocontinuouslearninganddemonstratetheabilitytoworkwithothers,facilitateeffectivelywithlimitedauthority,buildconsensusandgainresults.
TheStrategicLeadershipDevelopmentProgramwill:
Identifycriticalmanagementpositions
Identifyemployeestobeselectedtoparticipate
EnrollsufficientnumberofparticipantstomeetthefutureneedstofillleadershippositionswithinEntityName
Prepareasufficientnumberofemployeestobereadyforadvancementintoeachidentifiedposition
CriticalComponentsoftheProgram
TheExecutiveDevelopmentTeam,appointedbytheGeneralManager/ChiefExecutiveOfficer,willprovidedirectionandensureimplementationoftheStrategicLeadershipDevelopmentProgramthroughembodimentofthefollowingcriticalcomponents:
StrategicPlanning:
Thedevelopmentofaleadershipprogramwillhavespecificpurpose,goalsandobjectives
TargetingofManagementPositions:
Refinestheselectionpoolstomanagementpositions
RequireRelevantSkills,KnowledgeandAbilities:
Reliesoncompetenciesandcharacteristicsunderscoringtheneedforjobrelatedcriteriaforsuccess
LinkingSuccesstoEssentialQualifications:
Includesjobperformanceandquantifiablepotentialandability
EssentialFeedback:
Requiresobservationsfromsupervisors,co-workers,subordinatesandcustomers/clients
DemandExcellence:
Convertspotentialskillintocapability
ProgramAdministrator:
TheprogramisadministeredandfacilitatedbyadesignateddepartmentwithinEntityName(typicallyHumanResourcesorEmployeeRelations)hereafterreferredtoasthe“ProgramAdministrator.”TheProgramAdministratorprovideschecksandbalancesforsystemintegrityandevaluatesmeasurablegoalsandobjectives.
CoreTrainingandDevelopment
Withtheassistanceoftheincumbentmanagement,corecompetenciesandcharacteristicswillbedevelopedforeachleadershippositionwithinEntityName.ThisisafirststepinbuildingtheStrategicLeadershipDevelopmentProgramfoundation.
TheProgramAdministratorwillreviewandconfirmthatthecorecompetenciespresentedbyincumbentleadershiparegenuineandvalid.TheExecutiveDevelopmentTeamwillmakethefinaldecisionsoncorecompetenciesforeachposition.
TheProgramAdministratorwillcreateabasiscurriculumoftraininganddevelopmentguidedbytheidentifiedcompetenciesandcharacteristics.Eachpositionidentifiedwillhavespecificcurriculumdevelopedfortherespectivejob.
Corecompetenciesandcharacteristicsincludesevenbasicelements:
ProfessionalIntegrity:
Alevelofbusinessintegritycommensuratetointeract,processandachievepositiveresultsconsistentwithEntityName’svision,missionandgoals.
Leadership:
Theabilitytoachieveorganizationalgoalsandobjectivesbyguiding,directingandmanagingtheeffortsofothers.
DecisionMakingandProblemSolving:
Identifyingsymptomsofproblems,analyzingcauses,andimplementingsolutionsthatarebaseduponevaluationoptions.
EffectiveCommunicationSkills:
Theabilitytoestablishsharedunderstandingsofinformation.
KnowledgeoftheEntity:
BroadworkexperiencethatresultsinknowinghowtheEntityNamefunctionsasanintegratedsystemalignedwithitsvisionandmission.
HighJobPerformance:
Achievingorganizationalgoals,objectives,projectsandtasksthroughtheefficientandeffectiveutilizationofavailableresources.
Theongoingprocessconsistsofthestepsbelow.Theresourcesandresponsibilitiestocompleteeachsteparediagramedanddescribedbelow:
GatherData
SolicitParticipants
ConductAssessments
SelectCandidates
ProvideFeedback
GatheringData
EntityName,inpreparingtodevelopandimplementaStrategicLeadershipDevelopmentProgramwillchargetheExecutiveDevelopmentTeamwiththeresponsibilityto:
Includegoals,prioritiesandsupportfortheStrategicLeadershipDevelopmentProgramduringthestrategicplanningprocess;
Identifypotentialorganizationalgrowth,retirement,realignmentsandotherconditionsthatcreateleadershippositions;
Identifycurrentpositionsthatmaybevacatedwithin5-10years;
Establishlong-termcompetencyneedsinalignmentwiththeorganizationaldirectiontobuildanddevelopthestructureforhighperformance;
Projectandanticipatetheturnoverofprospectiveemployeesasitaffectsavailablecandidates;
Considersizeoftheagencyandwhethera‘regional’SuccessionPlancanbedevelopedandsupported;and
Completedepartmental“LeadershipSuccessionCharts.”
Understandingwhatdrivesretirementriskiscriticaltotheentity.Severalfactorsincludetheemployee’sretirementintentionsandthepersonalandworkfactorsaffectingtheirretirementdecision.EntityNamemustbeawareoftheknowledgeandcompetenciesrequiredtoreplaceretiringworkers.
It’simportantfortheagencytorecognizemanyemployeesmaybehappywithnoplanstoretirewhentheyfirstbecomeeligible.However,theywillretireatapointwhendoingsowouldoptimizetheirpersonal,financialandlifestylesituation.
EntityNameshouldconsideroptionssuchaspart-timeemployment.Manyemployeeswouldbewillingtoworkpart-timetoachieveoptimization,butonlyifdoingsodidnotadverselyaffecttheirpensionbenefits.
Prospectiveretireesbelieveit’simportanttohavetimeandresourcesavailabletohelppreparetheirsuccessorsbeforetheyretire.Thisaddstotheirhappinessinthepositionwhichmayencouragethemtostaylongerandatleastlongenoughtoassistintrainingtheirreplacement(s).
SolicitParticipants
TheEntityNamewillpostemploymentopeningsandseekcandidateswhomeetestab
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