Succession Plan Template - Calpia.ca.gov
Succession PlanFiscal Year 2020 – 202107-08-20, Rev. AHRWPPLAN002Page 1 of 16
Table of ContentsA Message From the General Manager . 2Introduction . 3Overview . 3Methodology . 3Leadership Development Program Initiatives . 3Organization-wide . 4Staff to Leadership Bridging. 4Leaders as Supervisors . 4Leaders as Managers . 4Leaders as Executives . 4Succession Planning Gaps and Risks . 5Leadership Development Program . 6Program Development Overview . 6Key Positions . 6Our Leadership Pipeline . 6Competencies . 7Candidate Pool. 8Conclusion . 9Appendices . 10Appendix A: Key Position Pipeline Classifications . 11Appendix B: Action Plan . 12Appendix C: Competency Model. 14Leadership Developemnt Program Contact . 1507-08-20, Rev. AHRWPPLAN002Page 2 of 16
A Message From the General Manager07-08-20, Rev. AHRWPPLAN002Page 3 of 16
IntroductionSuccession planning is a dedicated and progressive effort whereby critical departmentalpositions and their required competencies are identified. Succession Planning will enableCALPIA to develop a sustainable workforce by identifying and bridging any departmentalcompetency gaps and provide support and resources to strengthen a competitive talentpool to fill key leadership positions.OverviewMethodologyThe need for a succession plan was initially recognized in the CALPIA Strategic BusinessPlan, and further expanded as part of the Knowledge and Succession Planning initiativein the 2019-2021 CALPIA Workforce Plan. CALPIA is fully committed to the successfuldevelopment and implementation of a departmental Succession Plan.CALPIA’s Workforce Recruitment & Planning Unit partnered with CALPIA Executive staffto identify current and future workforce challenges. CALPIA Executive staff conductedinternal risk assessments on their respective division workforce and participated in asurvey based on CalHR’s Leadership Competency Model which identifies the topcompetencies that are necessary to successfully perform the duties of CALPIA leadershippositions. The survey results revealed the top three leadership competencies for CALPIAare Results-Driven, Business Acumen, and Vision & Strategic Thinking.Leadership Development Program InitiativesThe need to develop strong future leaders is a significant driver for the CALPIA LeadershipDevelopment Program (LDP). CALPIA’s leadership pipeline helps facilitate the executionof CALPIA’s mission, vision, and strategic goals. The LDP initiatives aim to provideequitable opportunities for professional growth and development to the leadership pipelineto ensure enhancement of their abilities and readiness for future promotional opportunities.The LDP does not guarantee promotion, however it provides opportunities for currentemployees to develop the competencies needed to be competitive in the hiring processfor their career objectives.CALPIA offers a Leadership Challenge training course that is available on a first-come,first-serve basis for all employees at the Associate Governmental Program Analyst levelor equivalent, and above. CALPIA recognizes the need for leadership skills at all levelsof the leadership pipeline.Additional professional development opportunities and programs will be explored infuture iterations of this succession plan to include more specific development of thepipeline for Staff to Leadership, Leaders as Supervisors, and Leaders as Managers. Ourinitial succession plan focus will be the Leaders as Executives category of the leadershippipeline.The LDP initiatives are divided into four categories: Bridging Development, SupervisorDevelopment, Manager Development, and Executive Development. CALPIA’s leadership07-08-20, Rev. AHRWPPLAN002Page 4 of 16
pipeline is included in Table 1 and Appendix A. Each category is described below along withthe description of the Organization-wide pipeline. The list of LDP initiatives are furtheroutlined in Appendix B: Action Plan.Organization-wideThe leadership pipeline development initiatives apply to CALPIA’s entire leadershippipeline. CALPIA currently offers classification-specific training opportunities and willevaluate further professional development opportunities to prepare staff for their nextcareer level.Staff to Leadership BridgingCALPIA recognizes that analyst and journey-level classifications serve as the candidatepool for the potential leadership positions and is committed to providing developmentopportunities to gain the leadership competencies needed to effectively lead. Employeesat the Associate Governmental Program Analyst level or equivalent and above are invitedto participate in the Leadership Challenge training on a first-come, first-serve basis.CALPIA recognizes the importance of leadership competencies at all levels of theorganization as potential leaders of the department.Leaders as SupervisorsCALPIA recognizes supervisors as the first line leaders in our department. Supervisorsprovide the day-to-day operational support needed to carry out CALPIA’s mission andvision. They have some of the greatest impact on employee engagement, retention, andjob satisfaction. Supervisors have classification specific training, mandatory SupervisorDevelopment, and opportunities for the Leadership Challenge training. CALPIA willexplore further professional development opportunities to prepare supervisory staff fortheir next career levels.Leaders as ManagersCALPIA managers carry out our mission and vision by leading and delivering resultsthroughout the department. Managers get this done efficiently and effectively bycollaborating across organizational lines with an organizational approach to day-to-daydecision making and by carrying out organizational initiatives. Managers are role modelsfor the organization, demonstrating CALPIA’s core values in their everyday activities andinteractions. Managers have classification specific training, mandatory ManagerDevelopment, in addition to opportunities for the Leadership Challenge training andtraining specific to the top three leadership competencies identified as part of thisSuccession Plan. CALPIA will design a formal mentoring program, within the next fiscalyear, to support tacit knowledge transfer and to retain a qualified talent pool.Leaders as ExecutivesCALPIA executives are responsible for articulating CALPIA’s vision and fostering aninclusive, engaged workforce. Executives show others what organizational values meanthrough their behaviors. Executives demonstrate the highest level of proficiency inleadership competencies and serve as role models within CALPIA. Executives mentor07-08-20, Rev. AHRWPPLAN002Page 5 of 16
and support CALPIA’s next generation of leaders. In addition, Executives will participatein the development of transition binders for their positions.Succession Planning Gaps and RisksCALPIA’s 2019-2021 Workforce Plan identified the following gaps and risks in SuccessionPlanning and Knowledge Transfer:1. A lack of talent or unidentified talent in emergency situations to properly preparefor succession.2. Flight risks of internal talent pool, which may lead to loss of critical knowledge andskills.3. Inconsistent or lack of ongoing knowledge transfer to mitigate potential loss ofexpertise needed to maintain CALPIA’s vision and values.4. Aging workforce and impending Baby Boomer retirements, which widen the talentgap for the next generation of leaders and workforce.5. Identify all Key Leadership positions and their competencies within the departmentas the first step in developing CALPIA’s first succession plan.6. Development and implementation of a succession plan.The risk of not addressing these challenges is that CALPIA cannot identify internal talentto prepare for succession planning and retain the knowledge and expertise to support ourbench strength.The development of this Succession Plan is designed to mitigate these risks as follows:Risk # 1 – Identification and development of current leadership pipeline.Risk # 2 – Development of entire leadership pipeline via professional developmentand mentoring opportunities. Additional mitigation of this risk is to be addressed withthe retention initiatives included in the Workforce Plan.Risk # 3 – Development and implementation of CALPIA Mentorship Program asidentified in the Knowledge Transfer initiatives included in the Workforce Plan.Additionally, an action plan for development of a Mentor Program included in thisSuccession Plan.Risk # 4 – Initial iteration of Succession Plan addresses this risk at the CEA level.Future iterations will mitigate this risk throughout the entire leadership pipeline.Risk # 5 – All key positions have been identified and the listing is incorporated in thisSuccession Plan.Risk # 6 – Risk mitigated with the development and implementation of this SuccessionPlan.07-08-20, Rev. AHRWPPLAN002Page 6 of 16
Leadership Development ProgramProgram Development OverviewThe knowledge transfer strategies CALPIA will focus on for this Succession Plan includethe development of a formal mentoring program, an informal online mentoring toolkit forsupervisors and managers, and transition binders for key leadership positions.The various steps to initiate these programs shall include but are not limited to thefollowing: 1) Identify departmental Subject Matter Experts (SME), 2) Create a teamcomprised of departmental SMEs, the Workforce Recruitment & Planning unit, StaffDevelopment, and Management staff, 3) Hold facilitated brainstorming sessions withestablished team and staff. CALPIA’s Project Management Office (PMO) will participatein establishing and tracking action plan items and objectives.Key PositionsThe initial focus of this Succession Plan is the identification of key leadership positions atthe Career Executive Assignment (CEA) and General Manager level and the respectivecompetencies needed for these positions. The data analysis of our workforce identified57 percent of our CEA incumbents are at the risk of immediate retirement and 7 percentof our CEA incumbents are at risk for retirement within the next 5 years. Future iterationsof our Succession Plan will include a focus on the entire leadership pipeline from Analystlevel through CEA.Our Leadership PipelineCALPIA is a medium-sized department with approximately 1,100 permanent staff at thetime of this plan. The CALPIA leadership pipeline is comprised of 585 positions,consisting of Level I Managers, Supervisors and Lead positions including CEA positions;76 percent of the leadership pipeline manage staff.Table 1. Leadership Pipeline Categories and Number of Positions.Leadership Pipeline CategoriesNumber ofPositionsSupervisorialExecutive DevelopmentManager DevelopmentSupervisor DevelopmentBridging Development (non-mgmt)Total14180423495851418037215446Appendix A illustrates the classifications represented in each category. Additionaldemographic statistics can be found in CALPIA’s workforce plan.07-08-20, Rev. AHRWPPLAN002Page 7 of 16
Table 2. Programs/Divisions and Leadership nal AffairsFiscal Services ManagementGeneral CounselMarketingManagement InformationSystemsOperationsWorkforce DevelopmentFunctional TitleAssistant General ManagerGeneral ManagerChief, External AffairsAssistant General ManagerFinancial ControllerChief Counsel IAssistant General ManagerClassificationCEA AExemptCEA ACEA BCEA ACEACEA AChief Information OfficerAssistant General Manager(Facility Operations)Assistant General Manager(Facility Support)Branch Manager (Consumables)Branch Manager (Manufacturing)Branch Manager (Services)Chief of Workforce DevelopmentCEA ACEA BCEA BCEA ACEA ACEA ACEA AThirteen (13) executives participated in a Succession Planning Survey identifying criticalleadership competencies for their positions. The classifications ranged from CEA A toCEA B, and Exempt. All classifications are Executive Management level.Table 3. Gender and ClassificationGenderMenWomen# CEA74Exempt10CompetenciesParticipants identified and ranked the leadership competencies which contribute towardstheir ability to lead the Division’s/Program’s critical functions and support the mission andachieve strategic goals.Table 4. Leadership CompetenciesLeadership CompetenciesBusiness AcumenInspirational LeadershipResults-DrivenStewardshipTalent ManagementVision and StrategicThinking07-08-20, Rev. AHRWPPLAN002Page 8 of 16
The top three common leadership competencies identified in the survey results were: 1)Results-Driven; 2) Business Acumen; 3) Vision & Strategic Thinking. While mostleadership competencies received a high-ranking score, these specific competencieswere rated as a higher priority to the Executive Management team.Table 5. CompetenciesTop 3 - Leadership CompetenciesResults-DrivenBusiness AcumenVision & Strategic ThinkingCandidate PoolThe CALPIA LDP aims to address those positions most closely able to promote intoCALPIA’s executive leadership roles, which include those classifications listed inAppendix A in the Supervisor and Manager pipeline.Minimum QualificationsIn order to ensure optimal utilization of resources, applicants must meet the minimumqualifications: Permanent civil service employeeIn good standing performance-wise, with a current Performance AppraisalSummary on fileObtain supervisor approvalComplete classification-specific trainingApplication ProcessThe application process will be further evaluated and determined by an established teamconsisting of departmental SMEs, the Workforce Recruitment & Planning unit, StaffDevelopment, and Management staff.Selection ProcessThe selection process will be further evaluated and determined by an established teamconsisting of departmental SMEs, the Workforce Recruitment & Planning unit, StaffDevelopment, and Management staff.Leadership Development PlanThe Leadership Development Plan will be further evaluated and determined by anestablished team, consisting of departmental SMEs, the Workforce Recruitment &Planning unit, Staff Development, and Management staff.07-08-20, Rev. AHRWPPLAN002Page 9 of 16
ConclusionCALPIA is a self-sustaining organization with a dynamic mission and vision. Ourorganization prides itself in our commitment to reduce recidivism, provide stellar customerservice, and develop high performing staff. This Succession Plan will be an ongoing effortbetween Human Resources, PMO, and a dedicated team to oversee programimplementation and to support the development and retention of a high performingleadership pipeline. By implementing initiatives such as a formal and informal mentorshipprogram we will foster an environment of engagement, recognition, and development.The key leadership positions, identified in this plan, will prepare transition binders toproactively respond to future retirements and unexpected attrition.CALPIA’s succession plan, workforce plan, and strategic business plan, will be evaluatedconcurrently to ensure that the strategies and initiatives are properly aligned to theorganization’s mission, vision, values, and goals. As we continue to invest in thedevelopment and growth in our workforce, we commit to remain proactive in our efforts.07-08-20, Rev. AHRWPPLAN002Page 10 of 16
AppendicesAppendix A: Key Position Pipeline ClassificationsAppendix B: Action PlanAppendix C: Competency Model07-08-20, Rev. AHRWPPLAN002Page 11 of 16
Appendix A: Key Position Pipeline ClassificationsBridging DevelopmentAssociate Accounting AnalystAssociate Budget AnalystAssociate Business Management AnalystAssociate Governmental Program AnalystAssociate Personnel AnalystIndustrial SupervisorIndustrial Warehouse & Distribution Specialist, P.I.Information Officer I (Specialist)Information Technology AssociateInformation Technology Specialist IInformation Technology Specialist IILabor Relations SpecialistSenior Personnel SpecialistSupervising Program Technician IITraining Officer IManager DevelopmentAccounting Administrator IIAAccountingAdministrator IIIIndustrial Warehouse & Distribution Manager I, P.I.Supervisor DevelopmentAccounting Administrator I (Supervisor)Accounting Administrator I (Specialist)Accounting Officer (Specialist)Equipment Maintenance Supervisor (CF)Information Technology Supervisor IInformation Technology Supervisor IIIndustrial Warehouse & Distribution Supervisor, P.I.Senior Accounting Officer (Supervisor)Senior Accounting Officer (Specialist)Staff Services Manager IStaff Services Manager I (Specialist)Executive DevelopmentAssistant General Manager, AdministrationAssistant General Manager, MarketingAssistant General Manager, Operations(Facility Operations)Industrial Warehouse & Distribution Manager II, P.I. Assistant General Manager, Operations(Facility Support)Information Technology Manager IBranch Manager, ConsumablesInformation Technology Manager IIBranch Manager, ServicesPrison Industries AdministratorBranch Manager, ManufacturingPrison Industries ManagerBranch Manager, ServicesStaff Services Manager II (Supervisory)Chief, External AffairsStaff Services Manager IIIChief Financial OfficerChief Information OfficerChief Workforce Development BranchFinancial ControllerGeneraGeneral CounselGeneral Manager07-08-20, Rev. AHRWPPLAN002Page 12 of 16
Appendix B: Action PlanThis appendix relates to the Initiatives section of the plan.InitiativeResponsible Person(s)Performance IndicatorsDue DateWhat is the name of theinitiative?Who is responsible foroverseeing successfulimplementation of theinitiative?How will we know we achieved our goaland what will success look like?When will it becompleted?Organization-wide InitiativesContinue to educateemployees aboutclassification-specifictrainingStaff DevelopmentContinue to track training completionContinuousDocument increase in attendanceReviewquarterlyCreate online Informalmentoring toolkit forSupervisors/ManagersWorkforce &Recruitment PlanningUnitContinue to track IndividualDevelopment Plan (Std. 637)submissionsContinuousSenior PersonnelSpecialistDocument increase in Std. 637submissionsReviewquarterlyStaff to Leadership InitiativesIncrease marketing for theLeadership ChallengetrainingStaff Development07-08-20, Rev. AContinue to track training completionContinuousDocument increase in attendanceReview yearlyHRWPPLAN002Page 13 of 16
InitiativeResponsible Person(s)Performance IndicatorsDue DateWhat is the name of theinitiative?Who is responsible foroverseeing successfulimplementation of theinitiative?How will we know we achieved our goaland what will success look like?When will it becompleted?Leaders as Managers InitiativesFormal Mentoring ProgramWorkforce &Recruitment PlanningUnitProgram developmentPMOParticipationImplementationLeaders as Executives InitiativesTransition BindersWorkforce &Recruitment PlanningUnitCreate a transition binder for eachExecutive rolePMODepartmental SMEGeneral Manager SignaturePrint NameDateChief, Human Resources SignaturePrint NameDate07-08-20, Rev. AHRWPPLAN002Page 14 of 16
Appendix C: Competency ModelCALPIA adopted the CalHR Leadership CompetenciesThe CalHR leadership competencies are:CalHR Leadership CompetenciesBusiness AcumenInspirational LeadershipResults DrivenStewardshipTalent ManagementVision and Strategic Thinking07-08-20, Rev. AUnderstands and demonstrates soundjudgment, fiscal competence, andorganizational business knowledge tooptimize the quality of operations andservices.Energizes and creates a sense ofdirection, purpose, excitement, andmomentum for the organization’s mission.Creates a positive work environmentoffering clarity around goals andobjectives and ensuring that those whoare led work collaboratively to achieveresultsFocuses efforts to efficiently achievemeasurable and customer-driven resultsconsistent with the organization'smission, goals, and objectives.Focuses on being responsible andaccountable for managing resources well,choosing to use influence to serve thelong-term collective good of the public.Places public interests above selfinterests and focuses on the largerpurpose or mission of the organization.Recruits, selects, and developseffectively to retain world-class staff.Supports, promotes, and ensuresalignment with the organization's visionand values. Creates a compelling futurestate of the unit or organization.Understands how an organization mustchange in light of internal and externaltrends and influences.HRWPPLAN002Page 15 of 16
LDP ContactCalifornia Prison Industry Authority560 E. Natoma Street, Folsom, California95630Workforce Planning Coordinators:Kathryn VernerRecruitment Analyst(916) 358-1202Kathryn.Verner@calpia.ca.govTyler Morris-SeekinsChief, Human Resources(916) , Rev. AHRWPPLAN002Page 16 of 16
Succession Planning Gaps and Risks CALPIA’s 2019-2021 Workforce Plan identified the following gaps and risks in Succession Planning and Knowledge Transfer: 1. A lack of talent or unidentified talent in emergency situations to properly prepare for succession. 2. Flight risks of internal tale
3. Topic: Succession a. Activity: Succession Notes, Succession Packet b. Textbook: Section 4.3 c. Practice: i. Complete the Venn Diagram comparing Primary and Secondary Succession Primary Succession Secondary Succession which is _ (longer/shorter) than _ succession. Look at Year 1-3, what letter does the graph look like?
run. It is an ideal way of planning for succession across several levels in an organization: Leadership succession planning: Non-leadership succession planning: Connect with an expert Types of succession planning Each business structure will require a different type of succession plan. For example, sole proprietorships and partnerships, the
Emergency Succession A sample template to provide guidance on writing an . Emergency Succession Plan Emergency Succession Planning Template . Other . Bonner Consulting’s Blog , contains several recent articles on Succession Plannin
Emergency Succession A sample template to provide guidance on writing an . Emergency Succession Plan Emergency Succession Planning Template . Other . Bonner Consulting's Blog , contains several recent articles on Succession Planning and Leadership Development Daring To lead 2011
What is primary succession? 3. When a disturbance changes a community without removing the soil, what type of succession follows? 4. Describe the process of succession in an ecosystem. 5. Why does secondary succession typically proceed faster than primary succession? 6. Use the Venn diagram to compare the two types of ecological succession. Primary
What Is Succession Planning, and Why Is It Needed? Succession planning, sometimes called succession management to emphasize the active and continuous nature of the effort, is a process for preparing people to meet an organization's needs for talent over time. As I defined it in my book Effective succession planning (2005, p. 10), succession .
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