Succession Planning in Steps - TMHRA Annual Conference · –Recruiting new talent –Task Overload –Prioritization conflict –Identify and hear from all key stakeholders B. Best

Succession Planning in Steps

Presented by: Joshua Smith, Principal HR Consultant, Texas

Jeff Hoye, Senior Practice Leader, Organizational Strategy

Recent and Current Succession Planning Engagements

Three Optics through which to View Succession Planning

What is an EFFICIENT Succession Planning Process?

What is an EFFECTIVE Succession Planning Process?

What is the Succession Planning Process that will have the most IMPACT in your Agency?

CPS HR’s Talent Management Model

CPS HR’s Talent Management Model

(1) Organizational Performance

(3) Organizational

Strategy

(2) Influencing

Factors 1. _____ 2. _____ 3. _____

Why do you want to achieve level 4?

More able to respond to business change – 1.8 times

More able to innovate – 1.7 times

Better at developing their people – 3.8 times

Better at developing leaders – 2.9 times

Hallmarks of the most advanced companies: Coaching, Mentoring, and Career Planning

Elements of a Succession Planning Succession Plans are developed years before a talent gap occurs

Employee retention risks are being measured

Development plans are designed to challenge and promote talent

Employees are building skills and following career paths that are aligned with organizational needs

Engagement and motivation are also increased because of the Succession Planning Program

Succession Planning – Steps

We will now describe each step, and

A. Identify the inherent Challenges

B. Provide some Best Practices

C. Provide some Tools, Techniques

Step

A. Challenges – Defining Most Critical Roles and Competencies – Time, Effort, Resources, Prioritization

B. Best Practices – (4A) Alignment, Accountability, Automation,

Assortment

C. Tools, Techniques – Job Analysis/Future Job Analysis – Aligned Strategic Plan – Oversight Committee – Automated Tech Solutions

Step

A. Challenges – Who gets in, who doesn’t? – Messaging is important here – Civil Service regulations – Retaining potential participants and HIPOTS

B. Best Practices – Define Competencies, ID HIPOTS, Assess Bench Strength

C. Tools, Techniques – 9-Box Tool – Assessments (9-Box, Performance, Talent Reviews,

Selection Oversight Committees

Step

A. Challenges – Participant time to devote to the Program – Who will backfill for the Participants … on the job? – Set expectations – Lack of individual responsibility

B. Best Practices – Communication, Transparency, Gap Analysis

C. Tools, Techniques – Readiness Interviews, KSA Self-Assessment – Establish and communicate criteria for participation – Reference materials and a list of assignments prior

Step

A. Challenges – Accountability for leaders to develop successors – Customized Development – Collaborative Development Efforts

B. Best Practices – Experiential Development, Roadmap to key positions – Involve incumbents to help address Knowledge Transfer – Leadership Academy (standardized leadership learning)

C. Tools, Techniques – Development Toolbox (Job Changes, Job Restructuring,

Mentoring, Project Assignments)

Step

A. Challenges – Changing Environments and Goals (Leadership, Politics,

Resources) – Recruiting new talent – Task Overload – Prioritization conflict – Identify and hear from all key stakeholders

B. Best Practices – Regular Status Checks, Update Plans, Measure, Provide

Feedback, Check Alignment with strategic planning & direction.

C. Tools, Techniques – Tie Performance Management to talent review process (PM

spectrum = strategic, operational, individual) – Hiring and turnover metrics

Succession Planning in Steps

Presented by: Joshua Smith, HR Consultant, Texas

Jeff Hoye, Senior Practice Leader, Organizational Strategy

Contact info: jsmith@cpshr.us jhoye@cpshr.us www.cpshr.us