SUCCESSION PLANNING - University of South Carolina discuss what succession planning is To discuss what succession planning is NOT To discuss why is succession planning needed? To discuss

SUCCESSION PLANNING

OBJECTIVES

To discuss what succession planning is

To discuss what succession planning is NOT

To discuss why is succession planning needed?

To discuss the basics of succession planning utilizing existing resources

What is Succession Planning

It is a process for identifying and developing internal people with the

potential to fill key business leadership positions in the organization.

What Succession Planning Is NOT….

Identifying “heir apparents” or picking and choosing a single person or persons without

providing training and development opportunities for others or the same

opportunities for advancement.

Succession Planning • It is a process for identifying and developing

internal people with the potential to fill key business leadership positions in the organization.

• It is an internal mechanism for ensuring the

sustainability of the institution by preparing individuals to achieve the institutions long term goals.

WHY IS SUCCESSION PLANNING NECESSARY?

Baby Boomers ( 1946-1964) are retiring…. The youngest baby boomers are turning 50 this year

and the oldest have already begun to retire. At least 25 – 35% of the total workforce – and an even

higher percentage of those in leadership positions- are at or near retirement age.

Researchers predict at least a 50% turnover rate among

senior higher education administrators within the next five to ten years.

WHY IS SUCCESSION PLANNING NECESSARY

Potential large number of retirees threatens institutional continuity.

Increases the availability of experienced and capable

employees that are prepared to assume these roles as they become available.

“Replacement Planning” Or Talent Management

Every succession or talent pool management is centered on building a series of feeder groups up and down the entire the entire leadership pipeline or progression.

Succession Planning

Increases the availability of experienced and capable employees that are prepared to assume these roles as they become available. “Replacement Planning” Or Talent Management

has become a must

Every succession or talent pool management is centered on building a series of feeder groups up and down the entire leadership pipeline or progression.

“Replacement Planning”

• In contrast, replacement planning is focused narrowly on identifying specific back-up candidates for given senior management positions.

• Top management in the organization must be

managed for the greater good of the business. • A “talent mindset” must be part of the leadership

culture for succession practices to be effective.

QUESTIONS

• Does your college or university have a succession plan in place?

• What efforts are you taking to address the workforce gap of the future?

• How do you begin utilizing existing resources?

Strategic Planning

Workforce Planning

Talent Management

Succession Planning

IN ORDER FOR SUCCESSION PLANNING TO BE EFFECTIVE

THERE MUST BE A COMMITMENT AND MANDATE FROM THE TOP

Succession Planning

• It is a top down strategy that must become a part of the institution’s culture

• Management at all levels should be held accountable for succession planning. It is not just a human resource function.

Strategic Planning

Strategic planning is an organization's process of defining its strategy or direction and making decisions on allocating resources to pursue this strategy to ensure future success.

Mission, Vision, Values

Workforce Planning • Workforce planning is the process of ensuring

that the right people with the right skills are in the right place, and at the right time to accomplish the mission of the organization.

• A systematic process for identifying and

addressing the gaps between the workforce of today and the human capital needs of tomorrow.

• Workforce planning is necessary to ensure that your human capital needs align with business strategy

Development of a Workforce Plan

• Strategic Direction

• Workforce Analysis: Demographics, Skill Gaps, Competencies, Positions, Systems

• Develop An Action Plan

• Develop A Plan for Measurement & Evaluation

Talent Management

Talent management is the integrated process of ensuring that an organization has a continuous supply of highly productive individuals in the right job, at the right time.

Talent management is a continuous process that plans talent needs, builds an image to attract the very best, ensures that new hires are immediately productive, helps to retain the very best, and facilitates the continuous movement of talent to where it can have the most impact within the organization.

The goal of the talent management process is to increase overall workforce productivity through the improved attraction, retention, and utilization of talent.

Talent Management • Talent Acquisition: Ensuring that you are hiring the best quality

candidates based on skill sets and competencies identified for each position.

• Accountability: Establish processes, hold departments accountable.

• Performance Management: Effectively evaluating personnel.

• Training & Development: Providing developmental opportunities for all.

• Leadership Development: Identification of potential leadership .

• Talent Retention: What are you doing at your institutions to ensure that your institution is a “desired place to work”.

Strategic Planning (Mission, Vision, Values)

Workforce planning (Analysis - Demographics, skill gaps, positions, competencies, systems)

Talent Management (Talent acquisition, Accountability, Development, Retention)

Succession Planning

Institutional Capacity

• Colleges and universities have an on-going responsibility to build capacity in both personnel and programs. This requires continuing development of leaders who will facilitate the changes essential to deploying resources to increase productivity.

• The key tasks necessary to achieve an institution’s mission with greater efficiency must involve the buy-in of the campus community. – Improving the skill sets of key personnel – Developing strategies to effect change – Facilitation of discussions to achieve buy-in.

QUESTIONS?

Kandy N. Peacock Vice President & Chief Human

Resource Officer

South Carolina Technical College System

[email protected]

(803)896-5352

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