SUCCESSION PLANNING

Presented by:

Cheryl Zimmerman, SPHR

U.S. Office of Personnel Management

Denver Service Center

AGENDA“Putting the Pieces Together”

• External Scan • The What and Why of

Succession Planning• Human Capital• Succession Planning

Steps and Models• OPM’s Partnership

and Services• Keys to Success

The Aging of the Workforce

(September 30, 1998)

Age 30 or Less112,229 (7%)

Age 31-40402,304 (25%)

Age 41-44229,680 (14%)

Age 45-49330,958 (20%)

Age 50-54300,820 (18%)

Age 55-59159,588 (10%)

Age 60 or Over93,189 (6%)

Source: U.S. OPM's Central Personnel Data File

Fewer Federal Employees

• 430,000 fewer employees since 1990– 23.6% reduction overall– More than 300,000 fewer FTE work years – Clerical jobs cut 31%– Blue collar down 25%– 30,000 fewer mgrs / sups– SES goes from 8200 to 6985 -14.8%– DC area jobs down 51,000 -16%

Trends Affecting Employee Recruitment & Retention

• Faster!

• Global Competition

• Entrepreneurs & Free Agents

• Options

• Mass Customization

• The Office: Home Sweet Home

CHALLENGE: How will your agency meet these challenges?

High quality leadership

Career Development / Training

Exciting, meaningful assignments

Contribution to the organization

Challenge

Cutting edge

Upward MobilityQuality of Life

RETENTION MANAGERS

WHAT IS SUCCESSION PLANNING?

• Getting the right number of people with the

right skills, experiences, and competencies

in the right jobs at the right time.

Why Succession Planning?How Succession Planning Helps

Organizations

• Engages senior management in a disciplined review of organizational talent

• Guides development activities of staff• Brings HR systems into alignment• Assures continuity of key positions / Avoids

transition problems• Assures new managers are prepared for their jobs• Government Performance and Results Act (GPRA)• Focus on Organizational Effectiveness

Investment in Human Capital

“Leading organizations understand that effectively managing employees, or human

capital, is essential to achieving results. Only when the right people are on board and provided

the training, tools, structures, incentives, and accountability to work effectively is organizational

success possible.”

Quote from GAO report: “Addressing High Riskand Improving Performance and Accountability”

Business ConceptRISK of not having a succession plan

• Will your agency have the right skill mix for the future? Human Capital Challenge!– If not, what will the cost to your agency be?

• Will your agency have the right leaders to accomplish the mission?– Visionary, creative, risk-taking, initiative, technologically

advanced

CHALLENGE: What is your Agency’s Plan to meet the needs of the future?

THE SUCCESSION PLAN

1. Workforce analysis and forecasting

2. Communications strategy

3. ID positions targeted for growth and attrition

4. ID current and future competencies

5. ID and assess high potential employees

6. Conduct competency gap analysis

THE SUCCESSION PLAN7. Establish recruitment strategy and assessment /

selection tools

8. Institute formal coaching and mentoring

(training and development)

9. Select for positions

10. Establish a retention plan

11. Evaluation / Measurement

Supply Analysis•Workforce analysis and trends•Employee competencies•Workforce demographics•Current workload analysis

GAP Analysis•Comparison of future workforce competencies with future needs•Analysis of how workforce demographics will change•ID of areas in which management action will be needed to reach workforce objectives

Demand Analysis•Workforce knowledges, skillsand abilities to meet projected need•Staffing patterns•Anticipated programs and workloadchanges

Solution Analysis•Planning workforce transition•Employee development and retraining•Changes in staffing patterns

Succession Planning Illustration

• “Do I need outside assistance?”

• “Human Capital, Key Principles from Private Sector Organizations” -GAO report to Congress, January 2000

Consultants?

Why OPM can Help

• Leader in Human Resources Programs– Responsible for over 3 million employees– Leader in “Quality of Life” initiatives which

improve retention– Variety of partnerships with government

entities.

OPM Services for Succession Planning

• Organizational assessment survey/focus groups

• Preliminary data analysis/determine metrics

• Corporate image enhancement

• Recruitment strategies and training (pay flexibilities)

• Organizational design and re-engineering

• Develop retention plan

..And Yet More OPM Services for Succession Planning

• Conduct competency gap analysis

• Develop and pilot entrance and post-exit surveys.

• Performance management advice and expertise.

• Design of training and development strategies.

• Review position descriptions, functional statements, and crediting plans.

Management Competency Development

• Customized services to meet your needs

• Executive coaching on career exploration and planning, resume preparation, ECQs.

• Develop strategies to identify high performing leaders using a competency-based approach, structured interviews, and other customized HR products.

• Creation of leadership development / mentoring programs.

Other OPM Services

• Organizational Design and Reengineering

• Job Analysis & Examining

• HR Manager

• USA Careers

• Reduction-In-Force (RIF) Assistance

• Customized HR expertise based on your needs, including personnel research psychologists.

Keys to Success• Laying out a detailed implementation plan from the

beginning

(ID budget and resources required. START TODAY!)

• Involvement and buy-in from top management, program managers, and human resource managers.

• Availability of accurate input data

• Good communication and marketing

• Employee Involvement

• Linkage of plan to other planning processes

• HR serves in a consulting role but management owns the process

Choosing to be