succession planning program design
DESCRIPTION
Succession Planning Program Design. Meeting Purpose. 1. Introduce the Leadership Academy class to the succession planning process. 2. Describe succession planning benefits. 3. Discuss succession planning considerations. 4. Review succession planning basic elements. 5. Answer questions. - PowerPoint PPT PresentationTRANSCRIPT
Succession Planning Program Design
Meeting Purpose
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Introduce the Leadership Academy class to the succession planning process
Describe succession planning benefits2
Discuss succession planning considerations3
Review succession planning basic elements4
Answer questions5
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Succession Planning Benefits
Prepares in advance to staff key positions Develops employees sooner Promotes the matriculation of monitored groups Preserves institutional knowledge Promotes key employee retention Facilitates career planning Reduce recruiting costs Improves operating efficiencies Supports the strategic business plan Enables RCCD to assess diversity and equity barriers, if any, to
assure that inclusiveness is maintained in its plan
Succession Planning Disadvantages
Potential to bifurcate staff Requires support processes
Capacity assessment Capacity building Career planning Employee engagement
Potential to demotivate
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Definitions
Target positions – Positions we are planning to fill with succession candidates
Feeder positions – Positions that succession candidates would typically migrate from
Hi-potential candidates – Employees that are perceived to be able to move up ‘X’ grades within a predetermined period of time
Competency – Collection of abilities, skills, knowledge and personal characteristics, working in concert to produce outstanding performance in a given area of responsibility
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Definitions
Competency groups – Collection of abilities, skills, knowledge and personal characteristics
Core competencies – Most significant value creating competencies within RCCD
Future competencies – Collection of abilities, skills, knowledge and personal characteristics that will be required in the future
Depth chart – A collection of target and feeder positions that display potential successors
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Succession Planning Design Methodology
1. Identify the targeted positions
2. Identify key feeder positions
3. Anticipate the turnover in target positions
4. Determine the number of employees on each depth chart
5. Determine which positions should be filled internally vs. externally
6. Determine RCCD participant selection process
7. Determine which assessment system will be employed
8. Determine how staff will be approved for participation
Identify Target Positions
• Chancellor• Vice Chancellor• Department Heads
Positions we are planning
succession candidates to compete for
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Generally mission critical positions that are the most leveraging in successfully meeting the RCCD vision and mission
Identify Feeder Positions
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Positions that successor candidates would typically migrate from
Anticipate Turnover
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•Who is scheduled to retire?•Who is eligible to retire?•Who may be terminated?•Who may voluntarily leave?•Who may be transferred or promoted?•Impact of reorganizational or restructure plans at the college and/or District level
Potential Vacancies
Determining Participants
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Candidate Selection Process
Competency based
Assessment based
Performance based
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Capabilities
Abilities
Skills
Knowledge
PersonalCharacteristics
Competencies
Depth Chart
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Succession Planning Considerations
Philosophy
Strategy Design Implementation Communication
Administration Documentation Assurance &
Evaluation Continuous
Improvement
Philosophy
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Possible Strategies
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Other Succession Planning Design Considerations
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Quality Assurance
Continuous Improvement
Who Will Lead Our Organization Tomorrow?
Build a framework including; mentoring, internships, job rotation, assess workforce demographics
Align business goals with human resource needs What are gaps between departing managers and potential
successors Do the right staff have the right stuff Develop a leadership cadre of persons who can compete for
future opportunities Succession planning is a dynamic process that requires
constant attention Today’s clerk may be tomorrow’s Budget Analyst; today’s
specialist may be tomorrow’s manager
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